Recognized as one of Waterloo Area's Top Employers (2018)
By Richard Yerema and Kristina Leung, Mediacorp Canada Inc. staff editors (Nov 23, 2017)
Here are some of the reasons why Reid's Heritage Group of Companies was selected as one of Waterloo Area's Top Employers (2018):
- Reid's Heritage Group of Companies supports employees who are new mothers with maternity leave top-up payments, to 80% of salary for up to 17 weeks
- Along with flexible work hours, Reid's Heritage Group of Companies helps employees balance work and their personal commitments with up to 10 paid personal days, which can be scheduled at employees' discretion
- Reid's Heritage Group of Companies offers referral bonuses as an incentive for employees to help recruit candidates from their personal networks, to $1,500 per successful hire
Recognized as one of Canada's Top Small & Medium Employers (2017)
By Richard Yerema and Kristina Leung, Mediacorp Canada Inc. staff editors (Apr 24, 2017)
Here are some of the reasons why Reid's Heritage Group of Companies was selected as one of Canada's Top Small & Medium Employers (2017):
- Reid's Heritage Group of Companies supports ongoing employee development with in-house training programs, tuition subsidies for courses taken at outside institutions (to $1,000 per year) and subsidies for professional accreditation
- On an annual basis, Reid's Heritage Group of Companies offers employees health and wellness dollars which can be used for a variety of fitness and healthy lifestyle items
- Reid's Heritage Group of Companies is a forward-thinking home builder that is a member of the Net Zero Energy Housing Council, a unique industry initiative that focuses on designing and building affordable homes that produce (at minimum) as much energy as they consume
Reid's Heritage builds on training and development
Here are some of the things Ilia Routkevitch and Vincent Harris like about working for Reid's Heritage Group of Cambridge, Ont. There are the work perks -- like the $100 a year safety boot allowance, the $250 a year health and wellness allowance and the talent ambassador program in which team members receive $1,500 if the company hires someone they've recommended.
More importantly, though, there's the corporate culture built around promoting excellence and providing training and development opportunities for team members at all levels.
"Everyone from labourers up gets trained," says Harris, a Sheet Metal Supervisor. "It's an ongoing process and it really helps develop our people."
"It keeps people interested and makes them feel like they can have a long career here," adds Routkevitch, a Project Manager.
Reid's Heritage builds single family homes and mid-rise condominiums. The company's workforce runs the gamut from labourers to skilled tradesmen to university-educated engineers and accountants. That said, the company offers team members plenty of opportunity to advance regardless of where they start.
"You can start as a labourer cleaning up a job site and wind up supervising a job site," says President Tim Blevins. "We've had people who started as trimmers or framers. By the end of their careers they were partners or regional managers. You tell us where you want to be and we'll help you get there."
That is due, in part, to the company's training and development program, called the learning ladder, which has four components. The first is the Continuing Education Opportunity (CEO) program under which Reid's Heritage offers up to $1,000 annually in tuition subsidies for courses offered by third-party institutions.
Next, there is in-house leadership training, along with culture and team development sessions, which are offered quarterly. These meetings take place off-site, usually in a hotel meeting room. All managers and supervisors participate in the leadership sessions and all other team members attend the culture and team development sessions, which generally run for two to three hours.
The company also has a suite of 150-odd online tutorials that any team member can download free of charge. They cover everything from health and safety issues and effective leadership to time management and building communications skills.
The last leg of the program is "Jobservation" or job shadowing. "If somebody says they'd like to be a supervisor or a salesperson, we'll give them an opportunity before they go down that path to work beside someone in that position for a period of time," says Blevins. "They can see if that's what they really want. A lot of people will say they want to work on a job site -- until it's minus 25 and the snow is blowing on a windy day. Then they realize they want to be an inside supervisor."
Every year, Reid's Heritage retains an outside company to conduct an employee engagement survey. In the latest survey, the company attained its best results to date. A remarkable 80 per cent said they were engaged.
"We really believe that if we look after our team members they'll look after our customers," says Doug Sider, Vice-President of Team Development, Resources and Corporate Culture. "People spend a lot of time at work and you want them to enjoy working together."
Reid's Heritage Group appears to have gone a long way toward achieving that objective. "The great thing about working here is that it's enjoyable to come to work," says Routkevitch. "It doesn't feel like a job. You want to be here."