BCBusiness

kenny park 30 BCBusiness december 2015 tuition reimbursements for students who work there part-time while in school or for more than one summer. By con- tributing to education in a con- crete way, says Higgins, the company shows it's will- ing to put resources into its people, whether they ultimately stay with the company or not. As well, each year 700 employees from across the country— from nearly every rung of the corporate ladder—attend "Kal Tire Campus," a corporate training centre in Vernon. There—in addition to going through standardized management training modules—employ- ees appear in front of a panel of senior leaders to discuss their futures and map out potential career paths. But the conver- sation goes beyond professional goals. Hig- gins has employees in the program write a detailed letter outlining lifestyle goals as well. For instance, someone aiming to open a new location in a small town may be after more than a management job. If a slower-paced life- style and a lower cost of living are also on the priority list, that's information leaders can use. Taking the time to set career trajectories based on a holistic life view pays off. "When you give them choice and it matches their lifestyle needs, you get a far greater return on investment and a far greater connection." That connection is likely the most e•ective tool in keeping good people, says Marc-David Seidel, associate pro- fessor of organizational behaviour and human resources at UBC's Sauder School of Business. Harnessing a higher purpose and paving the way for personal growth might make people feel better about the work they do, but research shows the biggest predictor of whether someone will stay in a job is hav- ing strong social connections—friends—in the workplace. With more people work- ing remotely, ªinding ways to bring people together in person— through Kal Tire-style training programs, a conspicuously placed pool table or a com- pa ny m i xer—i s a n increasingly important part of the HR function and key to retention. Seidel notes that work friendships tend to endure even as we c ha nge employers: "People move jobs more now, but they keep up their social connections with peo- ple from other orga- nizations." This can be a boon to compa- nies looking to recruit workers, which is why many have taken to o•ering bonuses or other incentives to sta• who bring in a quali-ed friend. But it also makes it tricky to retain talent when workers are constantly hearing about greener pastures from Total Number of Employees in Human Resources (B.C. and Yukon) 2,700 Total Number of Employees in B.C. (Aug. 2015) Full-time . . . . . . . . . . 1,835,300 Part-time . . . . . . . . . . 473,800 Self-employed . . . . 413,000 sourCe: human resources Management association sourCe: human resources Management association Q: What should an organization do in order to attract and retain top talent? A: As a top employer, it is vital for organizations to differentiate themselves from their competitors. Offering a culture that promotes fl exible work arrangements is crucial to attracting top talent. The challenge is no longer about "work life balance" but rather "work life fi t" and balancing careers with family obligations. While an attractive compensation package is still one of the main drivers for top talent, it is only part of what candidates look for from a top employer. If the benefi ts and "work life fi t" don't align with the employee's long term needs, the employee may go elsewhere, even if that means a lower salary. A company's corporate culture, opportunities for career growth and contin- ual professional development are important factors in attracting and retaining top talent. Defi ning a corporate culture that embraces "work life fi t" is key. Q: How should an organization promote and manage fl exible work arrangements when the employee's role demands continuous and frequent interaction with others on the team? A: Keeping teams productive generally requires its members to share knowledge, and information, in order to move a project forward. This usually involves meetings, presentations and discussions, many of which can be conducted electronically from the home offi ce, the job site, or even the car, allowing more fl exibility in timing, frequency, and location of interation. Managing effective teams is about promoting arrangements that are as fl exible as possible to facilitate completion of the project. ASK AN ADVISOR L: Andrew Rasheed, HR Mgr, R: Alden Aumann, CPA, CA Have Additional Questions? Call 604-714-3600 Offi ces located in Vancouver & Abbotsford, British Columbia, Canada Visit us at www.manningelliott.com

• Cover