Employee empowerment makes AGLC a winner

Diane Lim knows it’s a sure bet that if she needs more work-life balance, or to pitch an idea to keep her team engaged, or to propose something that will change the way Alberta Gaming, Liquor and Cannabis (AGLC) does business, her voice will matter.

“What I really love about my job is my leadership team is so empowering – they set me up for success,” says Lim, a change analyst.

“We have people who have amazing ideas they bring to the table and it makes you want to be better and build off of their creativity. I think that’s what makes us really strong.”

Headquartered in St. Albert, AGLC is an agency of the Alberta government regulating alcoholic beverages, gaming-related activities and non-medical cannabis in the province. It balances choice and social responsibility for Albertans using its broad range of services.

Change has been a constant for AGLC, as it has for many others, since the COVID-19 pandemic transformed the world in 2020. Casinos, liquor stores and other facilities initially shut down or were impacted by public health restrictions, forcing the organization to take a hard look at how it could do business and support employees moving forward.

Mandated to look at those changes, Lim is on the front line of a transformation that’s seeing AGLC double down on employee engagement and flexibility to chart a course to a post-pandemic future. Many employees have shifted to working from home. Lim was part of a pilot project to assess whether some employees need ever go back to the office, which led to a telecommuting program for eligible staff.

That sort of transparent re-assessment of how AGLC does business has been liberating for both employees and management.

“Responding to COVID-19 helped us stay focused on what we needed to do and gave us an opportunity to look at where we needed to make changes,” says Kirsten Hayes, director, human resources consulting and employee development.

“Our employees were very resilient in responding to those challenges and still able to meet the demands of our customers.”

Unleashing employees’ creativity allows AGLC to build on a culture of innovation where they not only fill their traditional roles but also create and implement new initiatives. The Employee Resource Group, an employee-driven program, promotes diversity and inclusion – two key components of AGLC’s corporate culture. Built on a foundation of principles like open communication, the culture is transforming as a post-pandemic new normal emerges, says Hayes.

“Our culture moving forward is new and optimistic. It’s exciting times, but with that comes uncertainty. It’s critical for us to ensure that we have a culture that resonates with individuals’ values and that we remain agile in continuing to grow that culture into the future,” she says.

One of AGLC’s cultural bedrocks, past and future, is giving back to the community and keeping employees connected. The pandemic has shifted much of that online, but employees find creative ways to come together and stay in touch. From quick team huddles and virtual watercooler chats to start the day, to supporting the United Way through virtual events that include music and compelling story exchanges, employees make that extra effort to bond with each other and the communities they work in.

As for working at home and the need to take breaks, Lim has the best kind of alarm clock.

“What really helps me balance my day is when my six-year-old son gets off the school bus and comes barreling in the front door with his Grade 1 news,” she says. “Then I can take a break and shift my focus a little.”

This article appeared in the magazine announcing this year's Alberta’s Top Employers winners, published January 25, 2022 in the Calgary Herald and Edmonton Journal. This article was prepared with the financial support of the employer, which reviewed but did not write its contents.