At Altus Group, the key to flexible work is trust
As a university student, Martin Miasko had a goal of becoming a director by the time he was 30. Interning with Altus Group helped make his goal a reality.
Miasko progressed to the director level on the financial side of Altus Group and realized he wanted to do something more. When a position came up in investor relations, Miasko discussed a potential move with management. Because of his high performance, he was encouraged to apply – and got the job.
“To be able to shift what I do while staying with the same company was life-changing for me,” says Miasko, now director, investor relations.
“Altus Group has a culture that accommodates without compromising performance,” says Kim Carter, chief people officer.
A global provider of asset and fund intelligence for commercial real estate, Altus Group has offices across Canada, and around the world, with headquarters in Toronto.
The company has people working in AI and data science collaborating with people who have decades of experience in commercial real estate professional services. “An energy permeates meetings,” says Miasko. “Our vision is to innovate and transform the commercial real estate industry.” He jumped at the chance to work at the intersection of technology and real estate.
Carter feels that a company that calls itself a disrupter and a bold thinker has to approach talent decisions a similar way. “We do a lot of work measuring performance and assessing potential,” she says. “We don’t put people in a box.”
The detailed performance management system sets the stage for employee success. Managers and employees develop cascading objectives based on the company strategy and the employee’s priorities as an individual. Frequent check-ins show the status of objectives and development goals. “We ask not just what are you delivering, but how are we developing and enabling you to deliver on your priorities,” she says.
Carter says another main benefit is an activity-based work model. “The key to being able to provide a flexible work environment is trust. It’s a balance,” she says. “Teams let us know what kind of schedule works for them and, as long as they are achieving their goals, they are free to work to that schedule.”
Turnover and attrition have gone down by approximately 50 per cent in the past two years at Altus Group globally. Carter thinks the inclusivity of this work model may be a key reason. “A flexible work environment empowers everyone – at any stage of their career, from young people who want to come into the office to work in a way that helps them develop to working parents who require flexibility.”
Flexible hours, activity-based working and knowledgeable leaders have been vital to Miasko’s success. He has worked from his cottage where he can sometimes stack wood in the afternoon and complete his work in the evening. And he has found a mentor in every manager. The relationships continue as he moves forward.
“My boss leads by example – not just by talking but by doing things with me. And I still talk regularly with the person who hired me,” he says. And in return, Miasko mentors others.
Miasko realizes he has been fortunate to have opportunities that allowed him to shift positions in the organization.
“As a global organization that is transforming and growing, Altus Group has positions available to advance careers,” says Carter.