Embracing Change to Navigate Talent Management

Rachel Wong, Vice President, Total Rewards, Symcor

In an interview with Manage HR, Rachel Wong, vice president of total rewards at Symcor, sheds light on the evolving landscape of HR consulting and the importance of staying informed and adaptable to meet the diverse needs of employees.

What did your illustrious career prior to joining Symcor look like, and what are the roles and responsibilities you cater to as the vice president of total rewards at Symcor?

I joined Symcor just over a year ago with a background primarily focused on compensation. However, my role expanded over time to encompass total rewards, perks, and wellness, as well as HR. As the Vice President of Total Rewards, I oversee several teams, including compensation, benefits and pensions, disability and wellness, and HR operations. This structure works well because today's employees have diverse needs and motivations beyond just their salary.

I believe HR technology plays a crucial role in supporting our total rewards programs. Regardless of how robust our offerings are, without the right systems in place, it becomes challenging to effectively communicate and implement them for employees, managers, and potential hires. Over the years, I have witnessed the importance of having proper HR technology. For instance, the COVID-19 pandemic highlighted the significance of mental wellness, flexible benefits, and unique perks. However, it is crucial to have the right tools to effectively deliver these programs to employees, as miscommunication can occur without a proper channel.

By having the appropriate HR technology, we can streamline processes and make it easier for managers to plan year-end payouts, bonuses, and merit-based rewards. Additionally, a central platform that consolidates wellness resources and various vendor services can enhance employee participation and interest. Unfortunately, there is often a lack of understanding among HR teams regarding the value of HR systems, as they may not have direct insights into their benefits. This leads to missed opportunities.

In my current role, I am fortunate to have a strong HR systems team, and our existing tool meets our current needs. While there are more advanced versions available, I believe in incremental enhancements rather than investing in everything upfront. It is crucial to ensure the right HR tool is in place to support all our programs effectively.

How do you think the pandemic has influenced the HR consulting space?

In the realm of total rewards, I've noticed an increased need for connections and mental wellness support in the post-pandemic era. People coming out of COVID-19 may experience various emotions and struggles, and many may not know how to cope with them. As leaders, we naturally want to help and support our employees as much as possible because they are like our work family. However, I've observed that this can lead to burnout among managers who may take these issues personally and feel ill-equipped to handle their team's mental wellness.

"We have enhanced our benefit plan with a stronger focus on mental health, employer-shared models, and DEI initiatives."

To address this, there is a growing emphasis on equipping managers and senior leaders to better support their teams. By equipping them, we are not expecting them to solve all the employees' issues but rather help them assess the severity of individual situations and direct them to the appropriate resources. It involves providing guidance on setting professional boundaries, recognizing when support is needed, and ensuring employees have the time they require for support. It is crucial to assess the criticality of each situation because some employees may simply need to vent, while others may require more serious interventions. This is an area where I see a significant gap.

Furthermore, the use of employee assistance programs (EAPs) for mental health support has notably increased since the pandemic. Employees are coming forward and seeking the assistance they need. With this in mind, it is essential to equip frontline managers and cascade the knowledge down to employees, empowering them to assess their own well-being and utilize available resources. They should be aware of when it is appropriate to seek professional help and how to access it. This trend of promoting mental wellness and providing the necessary support is of utmost importance in the current landscape.

What are some of the recent trends and technological advancements in the HR consulting landscape, and how do you envision the future of the industry with them?

We are currently amidst a debate surrounding the hybrid work model as more employers are gradually calling employees back to the office on certain mandatory dates. However, at Symcor, we are still in the evaluation phase. While we recognize the advantages of offering remote work, we have not made it mandatory for employees to return to the office. Instead, we have entrusted the leaders of each function to organize regular meetings and social events as needed. At present, we do not see a pressing need for a complete recall. This approach aligns with our strategic focus on maintaining a competitive advantage in talent retention and attraction.

We have enhanced our benefit plan with a stronger focus on mental health, employer-shared models, and DEI initiatives. Before making any changes, we conducted employee surveys to understand their diverse needs and preferences. We value employee feedback and are committed to taking action based on survey results to build confidence and encourage future participation.

While we acknowledge that there are always areas for improvement, it is crucial to prioritize changes based on feasibility and financial implications. We have been transparent with our employees, informing them that the changes will be implemented in 2024. Additionally, we have committed to conducting annual evaluations and seeking employee feedback regularly. We understand that the process of enhancing our offerings will be iterative, with multiple phases planned for the future. Patience and collaboration from employees are appreciated as we work together to improve and evolve our benefits package.

AI has generated significant interest in recent times, and there have been discussions about the potential for HR roles to be replaced by AI. To maintain a competitive advantage, it is essential for HR professionals to remain open-minded and creative in their offerings. While AI systems can assist with certain tasks, the human touch and relevance provided by HR professionals are still valuable. HR leaders should continuously strive to stay informed and up-to-date with industry trends, not just within Canada but also globally, to enhance their value and bring new ideas to the table.

Do you have any words of advice for your peers on how to navigate the complexities of the ever-evolving HR consulting landscape?

My guiding principle and motivation have always been to do the right thing. When faced with decisions or contemplating whether to raise certain issues with my leaders, I always consider whether it aligns with doing what is best for employees. This mindset gives me confidence in my actions. My advice to others would be to prioritize doing the right thing for employees in all circumstances.

HR Technology

AI

HR systems

Financial