Canadian HR Reporter

20 www.hrreporter.com F E A T U R E S BENEFITS GUIDE S P O N S O R E D year ahead may be a lean one for many businesses across the country. Research by Morneau Shepell suggests that few Canadian employers expect to be in a position to give raises in 2021, while Gallagher found that six per cent are planning pay cuts this year. Meanwhile, many employees are plan- ning to jump ship because of perceived instability. So, how can employers affordably retain talent in 2021? Aviva Canada, a leading auto, property and casualty insurance company in Canada, shares insights on what it does to attract, engage and retain employees. Provide flexibility for remote workers When the COVID-19 pandemic sent 4,200 Aviva employees across Canada home in March 2020, chief people officer Danny Davies and the Aviva leadership team immediately called on their teams to spread the word: "Work from home the best you can — we trust you." Those three little words became a galvanizing force for thousands of remote workers who quickly overcame IT hurdles, carved out space to work in their homes and learned new ways to connect with colleagues. Many of them did it amid barking dogs, crowded households and remote-learning hurdles. As time went on, Aviva doubled down on this message of trust. "We want our people to take care of themselves and their family first. If it is difficult to work during core business hours, discuss work solutions with your manager. We A LOOK AT RESOURCEFUL WAYS TO ENGAGE EMPLOYEES IN 2021 look within, to get uncomfortable and has sparked much-needed — and long overdue — conversations about racism and racial inequality faced by the Black community. Aviva has always strived to be a diverse and inclusive business, but it's clear that, in some areas, we're falling short and this must change," wrote CEO Jason Storah in LinkedIn Pulse in June. "In our commitment to do better and be better allies, we've first been focused on listening and learning, providing channels for our colleagues to share their experiences, ideas and reflections. Real action can only take place if our people's voices drive our decisions." Since then, Aviva has been looking inward to build on its diversity and inclusion strategy, comprised of five areas of focus: race and ethnicity; LGBTQ2S; age; gender; and disabilities. The company recently launched uncon- scious bias training and continues to provide ongoing training to employees, in partnership with Dr. Laura Morgan Roberts, a faculty affiliate at the Center for Positive Organizations at the University of Michigan Stephen M. Ross School of Business. Aviva's approach to diversity and inclu- sion is about creating an environment where people are heard, valued and celebrated for their different perspec- tives. The company believes diversity and inclusion leads to more innova- tion, more opportunities for all and a stronger, more engaged workforce. Aviva also has a strong and diverse succession pipeline. Currently, 43 per cent of its vice president-and-above popula- tion is women and there are four times as many visible minorities in Aviva's succes- sion plan for executive roles. The goal? For the faces of Aviva Canada leaders to mirror the customers and communities it serves. Offer professional development opportunities Want to help employees feel valued and full of potential? Give them tools that help position them for future success. When pandemic-related lockdowns began across Canada, 250 Aviva employees had the opportunity to leave their current role and shift into one where their customers needed them the most. That meant professionals such as auto claims adjusters, who were less busy than usual, were seconded to other want everyone to find the appropriate balance," Davies told employees. The company also put together an internal Aviva World COVID website where staff could find helpful resources and access virtual health care and support through their LifeWorks program. Internal teams were encour- aged to get together virtually to discuss work-from-home strategies and well- ness tips. As the vast majority of Aviva employees continue to work from home in 2021, there are virtual department- and organization-wide town halls, video chats, book clubs and cooking classes. Online quizzes and polls gather up other creative ways employees can continue to stay connected to the company and each other. And everyone has the right to say, "Video is too overwhelming right now." The result? Aviva's employee engage- ment score rose seven per cent — to 82 per cent this year from 75 per cent last year. This is 12 per cent above the top quartile for Canadian financial services companies, proving that trust and flexi- bility can go a long way. Deepen diversity and inclusion initiatives The COVID-19 pandemic wasn't the only crisis that reared its head in 2020. The murder of George Floyd in the United States in May 2020 galvanized millions around the world to speak out against the systemic racism that perme- ates every pore of society. "At Aviva, our people across the country were, and continue to be, overwhelmed with grief and anger. It has forced us to Looking for low-cost strategies to invest in your workforce and improve engagement and retention? Here are four areas of focus from inside Aviva Canada THE "Aviva has always strived to be a diverse and inclusive business, but it's clear that, in some areas, we're falling short and this must change." Jason Storah, Aviva

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