ANNE MARIE MALLEAU
Human resources director, Great Wolf Lodge
The HR success story at Great Wolf Lodge is all about engagement. Anne Marie Malleau and her team have worked tirelessly to tie the company’s engagement strategy to the company’s mission: “To create family traditions, one family at a time.” All Wolf Pack members (employees) must feel motivated and empowered to work toward that mission. The company adopted Wildly Important Goals in 2014 to focus the efforts of all 700 Wolf Pack members on common goals. Retention was set as the 2015 goal. Each department was responsible for generating measurable actions that contributed to increasing retention. A competition was created, and a reward & recognition program and regular celebrations kept the momentum going. The campaign worked: Great Wolf Lodge picked up the Best Employee Engagement Award at the 2015 Canadian HR Awards. Not only that, but employee turnover decreased 12.8%, representing 402 Wolf Pack members who stayed on at the lodge.
OLGA GIOVANNIELLO
SVP of human resources, Canadian Tire
Since joining Canadian Tire in 2008, Olga Giovanniello has delivered impressive results and positively impacted all operational units through HR and people solutions. Prior to joining the company, Giovanniello spent eight years at Sears Canada in various HR and business roles, including VP of financial services, where she was responsible for the development and execution of the corporation’s financial services strategy. Giovanniello also has held management positions and senior HR roles at TD Bank.
JIM REID
CHRO, Rogers Communications
SHERRI WRIGHT-SCHWIETZ Head of talent and mastery ATB Investor Services
Sherri Wright-Schwietz is no stranger to industry awards, having recently won the Canadian HR Leader of the Year Award at the Canadian HR Awards – an internationally recognized accolade that she earned as a result of her work championing transformative initiatives, implementing successful strategies and demonstrating unparallelled leadership through training and development. Wright-Schwietz, a graduate of the University of Calgary, says her HR passion lies in working with people and discovering what motivates them.
“Invest in and develop our people” is a key component of the Rogers 3.0 business plan. The man in charge of ensuring this happens is Jim Reid. That people are a priority at Rogers is not in question: In 2015 alone, the company invested an additional 30% of HR budgets into L&D programs. There has also been a major focus on talent conversations, including ensuring that all managers have the skills required to hold quality reviews of staff. Reid also has overseen the formalization of development plans, the production of an All Things Training and Development Guide to help guide employees on self-directed career development, the redevelopment of employee engagement surveys, and a multiyear journey to upgrade all Rogers offices to create an inspiring, productive workplace.
www.hrmonline.ca
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