Recognized as one of Canada's Top 100 Employers (2018)
By Richard Yerema and Kristina Leung, Mediacorp Canada Inc. staff editors (Nov 6, 2017)
Here are some of the reasons why Royal Bank of Canada was selected as one of Canada's Top 100 Employers (2018) and Greater Toronto's Top Employers (2018):
- RBC is one of Canada's largest corporate donors, building upon a tradition of corporate philanthropy dating back to 1891 -- the bank's charitable focus includes youth, the environment, arts and culture, and the community, and has created a number of unique programs to support each area of focus, including the RBC Emerging Artists Project and the RBC Youth Mental Health Project
- RBC manages an in-house wellness program called "Living Well" to encourage employees to adopt healthy lifestyles -- through the program, the bank rewards healthy behaviour with credits for a personal Wellness Account, which can be used for wellness-related expenses such as gym membership and weight-loss programs
- RBC invests in ongoing career development through tuition subsidies for courses related and indirectly related to an employees' current role, leadership development programs, and an annual "Career Month" to emphasize the importance of career management
At RBC, employees are creating exciting futures
As Canada's leading bank and one of the country's largest employers, RBC has long been known as
a trailblazer in many spheres -- including its relationship with employees. Two years ago, the bank held a global "Vision & Values Jam" in which its 80,000 employees worldwide were invited to redefine RBC's vision and purpose in a non-stop 55-hour online session with the CEO and top leaders.
Now, says Chief Human Resources Officer Helena Gottschling, the bank is building on successes like that with what is known as "design thinking" as it deals with the increasingly disruptive changes affecting the financial services industry. It's a recognition that jobs, workplaces and RBC itself are evolving quickly. And for employees, there's a nice ring to it.
"Our organization has done an amazing job over the years of focusing on the client experience," says Gottschling. "Now, in this new world of work, we are looking at employees as consumers of workplace experiences. So, as with the client experience, how employees experience working at RBC is a key priority for us in terms of their engagement."
For RBC, "design thinking" -- a methodology that encourages solutions-based, creative-style approaches to problems -- means involving the end-user from the start when developing something new. As an example, Gottschling points to the idea of a new HR program that traditionally would have been conceived at a leadership level, subjected to focus groups, and rolled out to employees. "Now we're saying, let's engage employees early on and find out what's really important to them," she says. "We want to ensure that we clearly understand the problem we're trying to solve and that we're really listening to employees about what matters most. That will then inform what we need to do and why."
Another example was the Jam, which led to an adjustment of RBC's values and the creation of its new purpose statement, "Helping clients thrive and communities prosper."
RBC has also recently updated its approach to work-life balance, with changes to parental leave for fathers and adoptive parents, and to mental health issues, with a new benefit of up to $3,000 for psychological support for Canadian employees. "These are proof points around employees being consumers of workplace experiences, and what we can offer to improve that experience based on what we hear from them," says Gottschling.
The bank is also focusing intensely on learning, she says. "It's not just about going on a one-day course, It's the idea of always learning, and how we are helping employees in that continuous learning journey. In three or five years, there's probably no job in the bank that will look or feel exactly the same, and we want our employees to be confident they can adapt."
Jeremy Zavitz is one of those employees. A Professional Services Specialist who joined RBC in Toronto in 2016 after studies at Durham College, he has already seen how such cutting-edge elements as artificial intelligence are affecting his area, where he deals with managing and vetting contracts for the bank. "I think there are going to be a lot of surprises in the industry," he says, "but RBC has been anticipating these challenges very well."
Looking ahead, he says, he believes he'll have the tools to move around the bank into other interesting roles. "Every time there is technological change, it opens up new kinds of opportunities for people," says Zavitz. "I believe there will be a lot of career opportunities going forward at RBC."
RBC brings leadership to the future of banking
Johnnie Vu is the face of the future of banking. As the Manager of an RBC branch in Etobicoke, he is not only part of the evolution of familiar forms of neighbourhood banking, he is also a "digital champion", helping his colleagues in other locations bring in new technology.
"I help ensure that all the new strategies and new tools are being rolled out smoothly to the branches in our west Toronto district," says Vu. "I think that's important, because there are a lot of new technologies being implemented. Each branch has appointed a digital navigator who I connect with."
These days, RBC branches have a lot of different styles. In Toronto, Vu cites the one at RBC WaterPark Place, an open-concept space where there are no teller wickets while digital pods and client advisors abound. In coming years, it is likely to be a key model for the RBC branch workplace. On the underground PATH network, there are smaller branches with ATMs and tablet-equipped advisors who help people on the go. And as so many clients handle day-to-day banking on their smartphones, RBC recently introduced an artificial intelligence component to its mobile app that can give clients personalized insights into their finances and help them save.
Vu says his own branch has also evolved. Employees are trained to enable clients to work with digital channels that allow them to fulfill more of their transactional needs on their own. This allows Vu and his colleagues to focus on delivering advice and solutions to clients' more complex needs. Technology is also helping staff reduce the steps necessary for clients to complete services, such as mortgages and credit lines. "All of these changes are designed to help us be more agile as we transform," he says.
A Calgary native who grew up in Montreal, Vu joined RBC in that city after graduating from Concordia University. With RBC's support in both time off and tuition assistance, he gained an MBA from Queen's University by taking livestreamed video courses every Monday. "The bank has been very, very supportive in my career development," he says. He was able to meet with several senior leaders for mentorship, he adds. "They really made me feel that maybe leadership is the place I'd like to be."
Two years ago, he moved to Toronto to get broader experience at the bank's national office and build a wider network. He again gained strong mentorship from senior leaders, he says. Now he is focusing on RBC's new leadership model, which itself takes account of the future of banking.
Helena Gottschling, Chief Human Resources Officer, explains. "A traditional leadership model lists 12 or 15 key capabilities, such as strong business acumen or being execution-oriented -- it's very prescriptive," she says. "What we attempted to do is create a narrative around leadership, around what matters most. There are four themes -- driving to impact, adapting quickly and always learning, unlocking the potential of our people, and speaking up for the good of RBC. There are sub-themes that flesh this out.
"What's really interesting is that when we launched it to executives this spring, we initially thought of it as that -- our 'leadership' model," says Gottschling. "But what's evolved is that employees are grabbing on to it, because so much of it is around how employees also need to work differently, not just leaders. People are pointing to the model to talk about how we need to adapt how we work to the changes in banking. It's very encouraging."
Vu says the model has helped him reflect on his own strengths and opportunities as a leader. "All of us across the organization are being asked, how can we do things better?" he says. "It's such a great time for the bank to do this, because so much is changing around us."
Recognized as one of Canada's Best Diversity Employers (2017)
By Kristina Leung and Richard Yerema, Mediacorp Canada Inc. staff editors (Mar 27, 2017)
Here are some of the reasons why Royal Bank of Canada was selected as one of Canada's Best Diversity Employers (2017):
- RBC supports the development of Aboriginal youth, offering targeted training programs such as summer internships and an Aboriginal Articling program for post-secondary students -- and manages a dedicated scholarship program for Aboriginal students, awarding over $1.6 million in scholarships since the program's inception
- For over a decade, RBC has partnered with the Toronto Region Immigrant Employment Council to provide mentoring relationships to new Canadian job-seekers, and encourages SMEs to hire internationally-qualified interns through the RBC Career Bridge Associate Host Program -- additionally, the bank supports employees who are new Canadians and visible minorities through its MOSAIC employee resource group, with membership recently jumping to 3,500 employees (an increase of over 1,000 members in the past year)
- RBC maintains a formal supplier diversity program to advance equality of opportunity globally to businesses owned by women, Aboriginal peoples, minorities/visible minorities, LGBT, people with disabilities and service-disabled veterans -- additionally, the bank offers Supplier Diversity Mentorship Workshops (in partnership with WEConnect) to provide opportunities to network with employees in enterprise services and Canadian banking divisions, and a reciprocal mentoring program
"I've always been interested in the role of diversity & inclusion -- diversity is part of my world -- inside and outside of the workplace. At RBC, we're encouraged to bring our whole selves to work, and as a member of a Diversity and Inclusion committee, I have learned that we can't stop at recognizing diversity. We all need to promote an inclusive environment. When you are able to bring your whole self to work, and we create a workplace that engages in discussion and brings the conversations forward, diversity & inclusion becomes part of our routine -- not just a standalone event." Marc-André Rocher, Senior Manager of Policy and Home Equity Finance
Unleashing the power of connection for individuals and ERGs at RBC
The sardonic phrase "Ladies Who Lunch" often conjures up images of well-off, well-dressed women meeting at expensive restaurants for social luncheons during the work week. But these are certainly not the Ladies Who Lunch at RBC, Canada's leading bank.
"We have taken back the term - we are reclaiming it," says Rachel Megitt, a Director in the Global Initiatives Group of RBC Capital Markets. "This is an empowering discussion."
Since joining RBC in 2011, Megitt has been an enthusiastic part of the bank's support system for women employees. She is a co-chair of RWomen, an employee resource group for women in capital markets, and she has also created Ladies Who Lunch - an innovative way to help attract young women still in high school to the financial services industry.
"In our educational system, you make decisions about the courses you are going to take as early as 15 or 16 years old," Megitt explains. "So if at 16, math is not a subject you're truly passionate about and you opt out of the math stream, the likelihood of you studying business or economics at university is low. You've closed a door you didn't know existed. Part of our goal is to let these young women know that the financial industry and RBC in particular is a great place to be."
Every March, RBC brings in a group of female Grade 12 students to tour Royal Bank Plaza in downtown Toronto, including its nearly 50,000-square-foot trading floor, followed by a one-on-one lunch with an RBC female employee - becoming the Ladies Who Lunch. This year, the program has been expanded to other areas of RBC including Technology & Operations, Wealth Management and Personal & Commercial Banking. "This is part of a long-term strategy so that in three, four, five years from now, RBC will be top of mind for these young women," says Megitt.
This event is part of the broad variety of programs and initiatives that RBC pursues to support diversity and inclusion in an 80,000-employee global company. Among the key elements are the employee resource groups, or ERGs, like RWomen - networks based on shared identity. Other examples include MOSAIC, for visible minorities, PRIDE, for the LGBT+ community, Royal Eagles, for Indigenous employees, REACH, for people with disabilities, and NextGen, for millennials.
"The ERGs are pivotal to the success of expanding diversity and inclusion within the organization," says Norma Tombari, Senior Director, Global Diversity. "They form an invaluable network of peers, coaches and mentors who create a real sense of community. And they have been growing enormously - every quarter we see more members."
Megitt joined RWomen to expand her network within RBC. But she found much more. "You come to work knowing you have a whole community behind you," she says. "It changes your perspective about the organization you work for and builds excitement and commitment. It allows you to ask questions, have conversations, and build relationships."
It also builds confidence for employees to speak up, or feel ready to take on new challenges. This means the organization also benefits, she notes. "If you have an empowered team, you have more diversity of thought."
As an RWomen co-Chair, Megitt also organizes events that include men. "It's important that all of us, including our male senior leaders, act as advocates for women in the workplace," she says. "Through mentoring events and other sponsoring initiatives, together men and women can play a great role in helping us to achieve gender equality.
At RBC, everyone is committed to diversity and inclusion."
Recognized as one of Canada's Greenest Employers (2017)
By Richard Yerema and Kristina Leung, Mediacorp Canada Inc. staff editors (Apr 20, 2017)
Here are some of the reasons why Royal Bank of Canada was selected as one of Canada's Greenest Employers (2017):
- RBC appointed its first Environmental Risk Manager and introduced its first formal environmental policy back in 1991 (updated in 2014) -- since then, the bank has expanded and evolved its programs to address growing global environmental concerns
- As part of its Environmental Blueprint, RBC is committed to ongoing development and expansion of waste reduction and recycling initiatives (setting a goal of zero electronic waste to the landfill by 2018), maintaining organic and recycling programs at all locations, finding ways to reuse or donate slightly used furniture (with over 1,000 tonnes of furniture diverted from the landfill since 2008), and ensuring that all paper waste (its primary waste product) is shredded and properly recycled -- the bank also reduced greenhouse gas emissions by 40 percent since 2009, with goals for an additional 20 percent reduction by 2018
- RBC offers unique financing products including energy saver loans and mortgages to help customers create and buy energy efficient homes while saving on borrowing costs -- RBC also offers investors seven socially responsible investment (SRI) mutual fund products, with over $4 billion in assets currently
RBCers take pride in working for a clean economy
When you've just graduated with a master's degree in environmental studies, where do you look for a job? A clean-water firm, perhaps? A government department monitoring climate change? Not if you're Matthew Metcalf. He joined RBC, Canada's leading bank, and he's glad he did.
In fact, Metcalf hadn't really considered the financial services industry. Based in Winnipeg, he was attracted by RBC's innovative Career Launch program, which brings in promising graduates for a year of empowering experience in the bank, including three months at one of its charitable partners, to help them start a career.
"Originally, I was looking for something in the environmental sector, but what appealed to me was the opportunity RBC offered to learn new skills and get experience at a charity," Metcalf says. Then he learned more about the bank's own approach to the environment and helping communities.
There is, for instance, its decade-long, $50 million commitment to the RBC Blue Water Project in support of access to fresh water across the globe. And in its operations, the bank actively promotes sustainability both internally and in working with clients.
"I was very impressed," says Metcalf. "By the Blue Water Project, for sure, but also by how active people are within RBC - so many people contribute to cleaning up our communities and doing other service that betters communities both socially and environmentally. That's one of the reasons I really wanted to stay on. I never thought that would be something available to this degree within a bank."
RBC offered him a position as an Associate Account Manager, Commercial Financial Services, in Winnipeg and he accepted. Since then, Metcalf has been named an RBC Green Champion for his work in leading environmentally conscious Days of Service for employees - including one where the job was to unpave a parking lot by hand - and his support for Blue Water.
"Water rights are a big issue in the Middle East," says Metcalf, who earned his master's degree at Tel Aviv University. "I've seen the problems it can cause internationally. RBC has contributed a lot to making water more safe and accessible to a lot of people around the world."
The dedication to sustainability is reflected from the top down at RBC, says Andrew Craig, Director of Corporate Environmental Affairs. He's been with the bank for 10 years, he says, but "some of the proudest moments I've had as an RBCer have come in the past year."
A key reason was a headline-making speech by President and CEO Dave McKay in Edmonton in September 2016 in which he made clear the bank's support for carbon pricing as a way to drive innovation and sustainability in Canada's energy industry. Increasingly, too, other top executives have appeared in major forums, talking up the advantages of a clean economy.
"We have now created the RBC Clean Economy Working Group to bring together all the expertise we have across the enterprise, from green bonds to carbon trading to green real estate to green IT," says Craig. "It connects a lot of dots in this huge organization, and what's exciting is that we keep finding more people wanting to get involved."
A lot of those people - about half of RBC's 80,000 employees worldwide - are also working in LEED-certified green buildings, another point of pride for Craig and RBC. "We are one of the largest leasers of green office space in Canada," he says. "It's massive - over 600,000 square metres - the equivalent of about 80 soccer fields." The bank also mounts major recycling programs for its electronic waste, furniture and used paper.
In his enthusiasm, Craig echoes some of the thoughts Metcalf had as a new recruit to RBC. Says Craig: "I've been studying environmental sustainability since I was an undergrad, and I'm really proud to be working for an organization that sees this as such an important area to focus on."
Recognized as one of Canada's Top Employers for Young People (2018)
By Kristina Leung and Richard Yerema, Mediacorp Canada Inc. staff editors (Feb 8, 2018)
Here are some of the reasons why Royal Bank of Canada was selected as one of Canada's Top Employers for Young People (2018):
- RBC created a unique new "backpack" application for students enrolled in its internship program -- the application features personalized student profiles with information on their school, discipline of study and anticipated graduation date, gamified challenges to develop new skills through peer competition, and opportunities to sign up for career chats with executives
- Recent university and college graduates can acquire career-level experience through RBC's Career Launch Program, a 1-year paid internship for graduates under the age of 24 -- the program features rotations in retail banking branches and corporate offices, mentorship, professional networking and community experience via a short-term placement with a registered Canadian charity
- RBC Career Launch Associates may also participate in the Next Great Social Innovator Challenge, an annual competition inviting associates to find a solution to a specific business need -- finalists receive an all-expenses paid trip to Toronto to present their ideas to a panel of RBC executives
Well-being: How RBC takes care of its people
Anastacia Chichova knows from personal experience how important it is to have an employer that is committed to wellness and well-being in the workplace. In 2013, she suffered head injuries in a car accident and had to take time off from her job at RBC. "I had a severe concussion," she remembers. "When I came back, RBC made sure I was accommodated in a quiet environment. And there was a coach to help me deal with anything I needed."
At the time, Chichova was working as a business advisor in the large RBC Advice Centre in Mississauga, Ont. Today, she is a Client Effectiveness Coach, developing advisors who deal direct with RBC clients by phone and video conference. She is also a Wellness Champion, part of the bank's commitment to making sure its people -- including new recruits and younger staff like her -- feel supported in all aspects of their working lives.
At the Advice Centre, Chichova helps organize and deliver programs such as Wellness Days. "We put the focus on employees' holistic well-being -- their physical well-being, their financial well-being and their mental well-being," she says. "These are the people who take care of our clients so we need to take care of them."
There are yoga classes, mindfulness and meditation sessions, and outside experts brought in to talk about managing stress. RBC employee resource groups, such as NextGen for young people, also organize events and help employees network with one another.
"We spend a big chunk of our life at work, so it's important to RBC that while we're here, we're well taken care of," says Chichova.
Across the bank, there are many programs to promote employee well-being, says Nadine Orr, Vice-President, Pension and Benefits. "Our focus is on creating an inclusive work culture where everybody feels engaged, supported and encouraged to bring their whole self to work and thrive."
There are global wellness campaigns to increase awareness about physical, nutritional and mental well-being, in which employees can earn "wellness credits" to purchase wellness-related services and merchandise. In 2016, the bank held its first year-long campaign focused on mental well-being -- the "Your Mind Matters" campaign -- which encouraged conversations about the importance of, and link between, mental health and overall well-being. More than 28,000 employees participated in one or more activities.
In 2017, the bank also expanded its medical coverage to include a new core benefit for all Canadian employees and their enrolled dependents -- $3,000 worth of psychological coverage, including psychologists, psychotherapy, marriage counselling and other services.
Orr sees these benefits and programs as particularly attractive to young people considering a career at RBC. "We have found that young people feel less stigma about accessing support," she says.
For those feeling stressed by money issues, there is also Invest in Yourself, a program to help people better understand their finances. That is especially top of mind for young people coming out of school with debt from student loans, or saving towards their first home. And Orr points to RBC's commitment to community involvement, including employee volunteer grants, as contributing to a sense of employee well-being and purpose.
"We encourage every RBCer to discover a cause they're passionate about and make it easy for them to get involved in whatever way works best for them," she says. "The big focus for us across the board is on making sure that employees are set up to succeed in realizing their full potential and building meaningful careers."