At Manulife Canada, the focus is on ‘always learning’
Natalie Czobit Fanone is the co-op student who never left. Her learning journey at insurance leader Manulife Canada began right at the start with a mentor who encouraged her to figure out her future path.
Over the next 10 years, Fanone explored several different roles, eventually switching from formal marketing into her present dream job as director, human centered design enablement, Canada.
“I like helping people understand how to do things differently or better,” says Fanone. “I followed that extracurricular interest at work and ended up turning it into my full-time job, which was really rewarding. A lot of my role is developing training programs – something I had a natural inclination for but no formal training – so Manulife paid for me to go to George Brown College and do a certificate program.”
Fanone says Manulife has invested in her learning and career development multiple times along the way. Currently she’s doing a course in strategic change management.
“I started with the internal programs on Pursuit – Manulife’s online learning platform – because we have a lot of great curated content there, and then took it to the next level with an external program with the support of my leader,” says Fanone. “The commitment to learning is real and there’s the flexibility to make it work.”
“Pursuit gives us a world-class online platform for learning that colleagues can access anywhere and anytime, while Fuel Up Fridays give us the time and space for learning,” says Michelle DeBeyer, head of HR for Manulife Canada. “Each month all year the company sets aside a Friday afternoon for employees to focus on learning and development. It gives them another tool in their toolbox for growing their careers.”
Manulife introduced Fuel Up Fridays in 2022 to support the well-being of staff and help build an ‘always learning’ culture. Employees can explore new skills, deepen current ones or complete required compliance or team-specific training. As of last Aug. 31, employee learning globally totalled 636,000 hours, with 90,914 hours of that completed during Fuel Up Fridays.
“A lot of companies say, ‘learn, learn, learn’ but you don’t have time,” says DeBeyer. “Everybody’s really busy so we give people the time to take that three-hour course on leadership or acquire new skills via expert-led video. They actually have time budgeted for that.”
Typically, colleagues can have a conversation with their leaders and managers on what their development opportunities are, says DeBeyer. Then the company provides the courses, platforms and time for the individual to fulfil that ambition.
“Sometimes you’re just interested in doing something different,” says DeBeyer. “If you really want to be a software engineer, you need to take this coding course. So we give you the time to take that coding course. Then maybe you can apply for that coding job because you now have the skills.”
With the stated goal of becoming the most digital, customer-centric global company in its industry, Manulife recognizes the need to do things differently than before, Fanone says.
“In order for us to be successful, we need to continuously upskill and grow,” she says. “The skills I came in with a decade ago aren’t the skills that would give me the job I have today. Manulife is investing in building up that talent pool themselves.”
Beyond technology, DeBeyer, who is five months new at Manulife, notes how impressed she has been by the kind and welcoming culture.
“Everyone actually wants you to succeed,” says DeBeyer. “There are a lot of support mechanisms in the culture to ensure people can be successful.”
Manulife transforms its global headquarters in Toronto
This past August, Serena Ma tested out a new event for colleagues at Manulife – a family-friendly movie night on the lawn of its newly renovated headquarters in Toronto. The reaction, she says, blew her away, with all 500 seats booked in just a few hours.
As assistant vice president, head of strategic initiatives and global events, Ma leads a team responsible for the planning and delivery of high-impact events and experiences, all designed to drive engagement and connection between colleagues.
“It was an opportunity for people to bring their kids in and meet other family members of colleagues,” says Ma. “It was a really nice means of deepening that connection in a way that aligns to our value of sharing your humanity. These are building blocks for strengthening that sense of community, where you feel you belong to something bigger than your immediate team.”
The transformation of the office building at 200 Bloor Street East has significantly changed how Ma can bring people together, with its expansive open social spaces inside and outside. In addition to the huge lobby with its iconic double-door entrance, there’s a barista on the ground floor and a 21,000-square-foot cafeteria offering affordable multiple meal and snack options as well as foosball tables.
“The most important thing threading through all of the space is that it’s open concept – it feels modern, warm and inviting,” says Ma. “Combined with the outdoor space, when the weather cooperates, it all comes together as a space people want to be in.
“The consistent message we hear is that people are really appreciative of the opportunity to come together away from their desk and computer to connect with colleagues they might not see on a day-today basis. It’s also an opportunity to meet leaders whom they might not usually interact with, so it levels the playing field for everyone to get to know each other a bit more socially in a casual environment.”
Senior vice-president Mike Dallas, global head of employee experience, says the aim was to create a very flexible environment that would not only look good, but function in a dynamic way going forward.
“The goal of this transformation was to look at how you do things, not only from an environmental perspective – good use of materials and light and natural space – but accommodating the ever-changing nature of work. So we asked, how do you incorporate technology into the architecture? How do you incorporate movement in the way people meet and design spaces that are multipurpose? We feel we’ve accomplished that quite well.”
Manulife remains committed to its hybrid working model, with upgraded technology for hybrid conferences and meetings. Dallas says the physical space is designed to blend people on site and virtually as a regular working norm.
“The design enables people to work as they do in their home footprints – with time outside, inside and in different parts of the campus,” says Dallas. “People got challenged being confined to one space, so that influenced our design in terms of it being a whole building view rather than just segment by segment.
“Then there’s what people need from a total-self work perspective, so that manifested in the cafeteria and wellness centre, including spaces for things you need to do to live your whole life – for reflection, for working mothers, and in our Legacy Spaces in Toronto and our Waterloo offices to build awareness of Indigenous history and reconciliation.
“This is not a static design. It’s an organic space that keeps evolving and we feel prepared to do that in partnership with the feedback we get.”
Manulife welcomes Gen Z with support and connection
Olivia Heins had an early introduction to Manulife Canada – as a Grade 9 student on a ‘Take Our Kids to Work Day.’ Summer student positions followed throughout her university years, leading to her first full-time job in treasury operations after graduation.
“I had a family member at Manulife, so I heard lots of good things first-hand about working at the company,” says Heins, 27, currently a transformation portfolio oversight and reporting senior specialist. “What impressed me, even as a student, was the positive, upbeat culture, as well as the educational opportunities with lots of room to grow and build our skill set – such as free access to LinkedIn Learning and sponsorships for certification.
“I’ve also had great managers who will advocate for you if you’re interested in trying something new. There’s often room to dip your toe in or shadow people, even if it’s not exactly in your job mandate. I’m always raising my hand for new projects and opportunities.”
Heins is a keen advocate for the company’s 14 employee resource groups (ERGs), and the co-chair of GenerationNEXT, which aims to bridge the gap between generations in the workplace. Manulife’s ERGs are very active with multiple events. In one week alone last fall, Heins attended the transgender flag raising hosted by PROUD (which aims to promote an inclusive workplace for LGTBQ+ employees) in the Toronto office, as well as a year-end celebration by the ‘Global Women’s Alliance.’
“Manulife doesn’t just talk the talk,” says Heins. “They encourage that kind of in-person socialization and support all our ERGs, which embody the diversity of the staff.
“Our mission at GenerationNEXT is to create programming that’s inclusive to all employees, with education, volunteer and networking opportunities. Some hot topics at panels we’ve hosted include artificial intelligence and the digital transformation at Manulife. We also broadcast our events virtually since we’re a global company.”
Sarah Chapman is chief marketing officer, Manulife investment management, and global chief sustainability officer, Manulife, in addition to chairing two ERGs – one for sustainability and the other for GenerationNEXT.
“It’s a truly engaging role,” says Chapman. “I help them oversee the strategy and to navigate the organization in terms of building relationships and leveraging key communications channels. It’s really about elevating and accelerating what they want to do and how they want to do it.”
What stands out for Chapman in working with GenerationNEXT is their drive and ambition for continuous learning as well as their authenticity. Another is how central purpose is to Gen Z.
“So much about this younger generation comes back to a desire to feel connected to purpose in their job,” says Chapman. “Older generations may be passionate about something, but can often separate that from their work life and explore that passion outside of work. The younger generation and Gen Z want that to be integrated. It’s not about work-life balance, but work-life integration. Work must be connected to a bigger purpose.”
Manulife supports young people in their onboarding journey with a portal for easy access to essential information and a colleague welcome kit, including a personal note from president & CEO Roy Gori and an invitation for LinkedIn, Yammer, Instagram and Facebook.
“There are good mentorship and buddy programs to help people feel connected, and we have a formal check-in at the 100-day mark to ensure our new colleagues are settling in well and that they have everything they need to set them up for success,” says Chapman. “That’s where we source a lot of new people for the GenerationNEXT ERG – it’s a great way to meet others across the organization.”
Manulife fosters a workplace where all feel included
Growing up in a family of different colours, religions, races and ethnicities, diversity was the norm for Manulife Canada executive Michelle Joy Rafat. Her parents hail from Guyana in South America, part of the Caribbean, where Indigenous, Black, Brown, Asian and European communities all mix together in the Caribbean culture.
“In my family alone, we are Christian, we are Hindu, we are Muslim, and we celebrate it all – not one more than the other,” says Rafat, assistant vice president of diversity, equity and inclusion (DEI) for Canada. “That’s my identity, so I’ve just naturally taken that lens and approach in the field of human resources.”
After a conversation with Michelle Taylor-Jones, global chief diversity, equity and inclusion officer, convinced Rafat that Manulife leadership shared her vision, she joined the insurance giant as director of DEI for Canada in late 2021, moving into her current position in 2023.
“My career journey speaks to the company’s culture of learning and recognition,” says Rafat. “My expanded role allows me the opportunity to work, internally and externally, with a lot of our leaders, businesses, colleagues and stakeholders to truly evolve Manulife’s agenda to build an inclusive environment.”
The company’s DEI strategy has four pillars, encompassing workforce, workplace, business and community.
“Workforce is the diversity of our organization while workplace is our culture – the colleague experience coming to life,” explains Rafat. “It’s the work we do to create that psychologically safe space for everyone.
“Business goes beyond our products into how we treat our customers and the collections of data. Community is about impactful investment – our strategic partners and organizations aimed at addressing systemic barriers among marginalized groups.”
Accountability for DEI is leader-driven in multiple ways.
“We hold our top leaders accountable, and they hold their own leaders accountable,” says Rafat. “It funnels down throughout the organization, built into our culture, core values and DNA. Nothing is ever perfect, but we try our best to be as inclusive as possible.”
Rafat is also focused on the Indigenous community and reconciliation in Canada, including clear actions that demonstrate Manulife’s commitment. The opening of the new Indigenous Legacy Space at its global headquarters in Toronto was especially “near and dear to my heart,” she says, as a project she launched in partnership with Manulife’s Indigenous Peoples & their Allies (IPTA) employee resource group (ERG). Globally, Manulife has 14 ERGs with 31 chapters and over 11,000 members.
Carrie Haggerty, director, global search engine optimization and co-chair of IPTA, says the opening ceremonies gave her goosebumps.
“People came in drumming and singing,” says Haggerty, a Métis who identifies as two-spirited. “I got to stand on stage with my colleagues to open a space that’s really important to the Indigenous community with all our leaders in attendance.”
Manulife has Legacy Spaces in its Toronto and Waterloo, Ont., offices, dedicated to providing education and spreading awareness of Indigenous history and reconciliation. The spaces are equipped with special ventilation to allow for smudging ceremonies.
“Through IPTA, we’re educating a lot of people who didn’t understand our culture or history,” says Haggerty. “We do things as simple as a beading class where guests tell stories, and we have speakers come in, such as Michelle Good, who wrote ‘Five Little Indians.’ Over 1,200 people attended for her, in person and online, wanting to understand and learn more – so the appetite is there.”
What Haggerty values most at Manulife is being able to go to work authentically and safely.
“Feeling like you don’t have to hide any part of yourself is so important,” she says. “You want to do your job and do it better so that the company excels as well.”