MPAC knows employees are the heart of the organization

During more than 30 years with the Municipal Property Assessment Corporation (MPAC), Carmelo Lipsi has seen many changes within the organization. He says the most significant has been the greater focus on employee well-being.

“We recognize that our employees really are the heart of our organization. We have become forward-thinking, with importance placed on putting our people first,” says Lipsi, vice-president and chief operating officer. “We’re always seeking opportunities to elevate the employee experience and improve their work-life balance.”

At MPAC, which determines the assessed value for all properties across Ontario, this can mean wellness programs that include regular webinars on topics such as mindful strategies for work-life balance, how to fit exercise into your busy life, and support for caregivers. The organization also offers hybrid work options and flexible work schedules. For example, some employees take every Monday off or every second Friday.

“We’ve heard from employees that having that day is an extreme benefit,” Lipsi says. “They may run errands or participate in programs at their child’s school, or be able to provide caregiving for their parents. It gives them flexibility to do the things that matter to them. And if these things are important to our employees, it is important to us to ensure we can support them.”

Adriana Kim, property valuation specialist, appreciates MPAC’s focus on employee learning and development. This includes offering temporary assignments and curated learning and development programs and defining career advancement pathways for each employee. MPAC is launching a mentorship program in 2025.

The organization also covers tuition for the required courses for employees pursuing professional designations and educates employees on these options. Speakers from four accreditation bodies have visited MPAC to discuss requirements and outline the process.

“I think it means a lot when the company wants you to grow individually and professionally,” says Kim, who has earned two designations. “It shows that the company values people and that they’re committed to helping you grow within the organization.”

Kim is also part of MPAC’s Valuation and Customer Relations Succession Planning Program, which is preparing a select group of employees for future valuation and customer relations manager roles.

“With many managers coming up for retirement in the next five years, the program aims to ensure that we are building a diverse pipeline of future leaders, while also reinforcing the importance of ongoing professional growth,” Lipsi says.

The 12-to-18-month program involves four phases, beginning with a self-assessment. Phase two is about reflection, where an employee identifies their development needs based on that self-assessment. In phase three, the employee creates an individual development plan of what steps they will take to close any skills or knowledge gaps and bolster their strengths. The final phase involves taking steps to develop skills and behaviours, such as attending courses, completing an acting assignment, and any other activities identified in their development plan.

“I wanted to develop my leadership skills and increase my self-awareness,” Kim says. “This program is helping guide me and setting me up for that next step in my career.”

Lipsi says it is important to have employees who feel valued. “When individuals feel like they’ve been given opportunities for development, it keeps them engaged and motivated and more likely to stay with the organization longer,” he says. “It also makes them more productive, and it allows us as an organization to better serve residents within the province of Ontario.”

This article appeared in the magazine announcing this year's Greater Toronto’s Top Employers winners, published December 3, 2024 in The Globe and Mail. This article was prepared with the financial support of the employer, which reviewed but did not write its contents.