When Jacob Bristo took a four-month internship position at Henkel Canada Corporation while he was at Wilfrid Laurier University, his friends warned him that, as an intern, he would be saddled with all the mundane tasks. But that wasn’t what happened at all – and Bristo returned for a second internship and, on graduating, a full-time job.
“Every team member, no matter what experience level or age, is really that – a team member,” says Bristo, a brand manager at Henkel, which operates globally with a portfolio of well-known consumer and industrial brands. “It’s very collaborative, and they trust employees to act as entrepreneurs. That’s really allowed me to own my projects.”
Young talent is valued at Henkel, not just for the fresh perspectives and ideas they bring but as potential future leaders of the company. So the internship program is serious right out of the gate. “They work on meaningful projects,” says Carolyn Newson, human resources director. “They have access to all levels within the organization. They’re great talent ambassadors for us.”
The company has recently introduced Smart Work, which allows for much more flexibility and empowers the employee to determine their schedule with their manager. “They’re really letting it become like Choose Your Own Adventure,” Bristo says.
And the opportunities for professional development and change are almost endless at Henkel. Because it’s a global company, employees can move not just between the consumer and industrial businesses but also internationally.
“Our employer branding statement is Dare to Make an Impact,” Newson says. “We really encourage our employees to craft their careers and continually develop themselves. That can be through our wide range of training and knowledge-building offerings or by learning on the job in challenging assignments and projects.”
Sustainability, social responsibility, diversity, equity and inclusion are at the core of Henkel Canada’s values. In fact, the company has committed to being climate positive by 2040. “That’s extremely important for Gen Z or younger millennials,” Bristo says.
Among other things, the company offers training on diversity. Bristo recently completed one workshop on unconscious bias. “Many people of my generation think we’re the experts on a lot of this,” he says. “But I’m still learning from the materials being shared.”
Education works both ways, and Bristo feels appreciated for what he can bring to the table. “My managers recognize that I have a different set of skills that they might not have, and vice versa,” he says. “They really lean on their young employees for guidance with digital activity, so that really encourages collaboration.”
One silver lining of the COVID-19 pandemic, according to Newson, is that because business was being conducted virtually, there has been a greater opportunity for Canadian employees to participate virtually in projects and initiatives across Henkel North America that in the past were in-person events.
“With Henkel being such a big company, you might think that everyone stays within their own lanes,” Bristo says. “But between regions and departments, it’s extremely open-ended. We’re always sharing ideas and resources with different marketing teams. And it’s obviously exciting seeing content we produced being used in Australia. It’s a great experience.”
