Vice President, People & Organizational Development People & Culture Among [redacted]’s 5 key strategic objectives for 2018 and beyond, two are tied to the deliverables of the People & Culture team. The first, is strengthening our culture and improving employee engagement. The second, is to advance the talent management and employee development initiatives, in addition to rotating more of the Global Leadership team members into stretch projects and high-impact assignments. Ultimately, the People & Culture function is highly visible and well-regarded at [redacted] and the team is collectively playing a critical role in transforming [redacted] to become a leading Global player in the airline sector. Since joining [redacted] in October 2015, our EVP People & Culture, Mark Porter, has successfully delivered a number of key “People’ Initiatives aligned with driving the business forward: Created and implemented a robust Succession Planning & Talent development approach that has resulted in recruitment of 60% of the Executive team from across the world. This was accomplished through the establishment of a best-in-class internal executive talent acquisition and talent development teams. Developed and delivered a foundational leadership program (iLead) which is a four-module program co-facilitated by the executive team. The program is aimed at providing all 650 [redacted] leaders with the core skills to deliver on the business goals. Reorganized and upgraded the “People & Culture’ team including the enhancement of the People Relations team as well as established a labour relations function. This included the selection and development of top talent HR & business leaders and functional experts into the [redacted] People & Culture team. Implemented a structured approach to people processes with the key current task of implementing both a best-in-class HRIS system as well as a next generation payroll system. Refreshed [redacted]’s Values and imbedded these Values into all People processes and practices. Mark Porter has almost 30 years of Human Resources & People experience with some of Canada’s most iconic companies. During this time his leadership has been focused on the following key personal values: Always look to add value to the business in all we do. A development mindset. Constant feedback is key to success. We learn from our mistakes and we should never be afraid to give deserving individuals an opportunity to prove themselves. Work hard. However, play hard as well. Work should be fun; we spend too much time at work not to enjoy it. Credibility is earned: by what we do, what we say, and how we do and say it. A title does not make anyone better. Respect is a foundational principle. It doesn’t matter what the issue is there must always be respect for an individual. [redacted]’s Values As previously mentioned, [redacted] has recently unveiled a refreshed set of values, built over the last two years by [redacted]ters. These values and the behaviors that accompany them will set the stage for global expansion in a way that is uniquely [redacted]. It doesn’t take much time for a new [redacted]ter to realize we live these values every day – with our guests, and with one another. Act like an Owner - I take responsibility for my decisions and accountability for the outcomes. Care from the Heart - I do the right thing and do things right, because I care. Rise to the Challenge - I have the courage of a champion, relentless in my pursuit of excellence. Work Together to Win - I play my part, connecting as one team. Together we fly. With a commitment to low costs, [redacted] continues to offer value to its people, its shareholders and above all, its guests. It is on these fundamental beliefs that [redacted] has built its four-pillar strategy: People and Culture: Putting our people first goes beyond fostering an environment of caring and commitment. We are all owners – empowered and accountable for making the right decisions for our guests and our business. Operational Excellence: Delivering great guest value is the most important part of what we do. If there is one thing that will continue to separate us from the rest, it is how we treat our guests, and providing the ultimate guest experience. Diversified, Sustainable Revenue Growth: Growing strategically and profitably means taking advantage of smart growth opportunities, and understanding the wants and needs of travelers. We will continue to add new destinations and gain market share. Financial strength: Keeping our low-cost advantage is simple. We will continue to offer value to our guests and our shareholders by providing the best guest experience in the industry, while achieving a targeted, sustainable profit margin that will be No. 1 among North American airlines. Further corporate information can be found within our most recent MD&A, Financial Statements and Annual Report: [redacted] [redacted]’s Investor Day 2017 Presentation is accessible here: [redacted] Our [redacted] YouTube channel showcases several examples of how we love giving back to our communities, including content that has reached up to 48 million views! This video link is an example of the strong partnership [redacted] has formed with the Ronald MacDonald house: [redacted] THE ROLE At the rate [redacted] is expanding globally, we have recently broadened the Vice President, People & Organizational Development (“VP”) role to attract a top caliber, innovative human resource change agent to oversee the broad People Relations, Talent, Learning, and Organizational Development strategies for the [redacted] Group of Companies. With success, this individual will be strongly positioned for upwards EVP succession in the next three to five years as the business continues to rapidly increase complexity and scale. Given the unique growth stage [redacted] has reached and evolving mentality of the leaders across the business, the new VP will have significant visibility across [redacted]’s Leadership team, with direct influence on the development and roll-out of enterprise-wide impacting leadership and employee lifecycle programs. As previously noted, the VP will oversee the deployment of leadership, talent development, talent acquisition, structure design, culture, and engagement programs that are high on the priority list for [redacted]’s talent-first CEO. Over the past three years, the People & Culture team has undergone a significant amount of change and restructuring to ensure priorities are aligned to corporate objectives, and the People infrastructure and talent is in place to successfully scale [redacted]’s global business expansion. The VP will oversee a talented team of over 100 employees with five direct reports that span both proven [redacted] leaders that have deep knowledge of the opportunities ahead, and newcomers that bring a multi-sector knowledge and experiences across all HR functions. This individual will inherit a team of highly-motivated and dedicated individuals, each that are eager to make key deliverables a reality. By function, the following are primary initiatives under development and/or being executed for F2018: People Relations Team of 24 (Corporate; Encore; Airports; Technical Operations; Inflight; Contact Centre) Develop a coordinated People strategy that delivers high-impact programs created by each COE to the Corporate and Operating divisions; Create a consistent channel of communication of key business risks and challenges to each COE to ensure priorities are aligned amidst an environment of constant change; Deploy innovative performance & engagement programs to all [redacted]ters as the role expectations and culture transitions within [redacted]’s new world; As the primary People team point of contact for the internal employee associations, ensure continued trust building and transparent communication of key People, Business and Operations decisions is maintained and delivered; Through technology and resources, create an agile foundation for day-to-day People Relations activities to ensure strategic, high-impact projects are not lost in administrative tasks. Learning & Organizational Development Team of 30 Continued deployment and facilitation of iLead to all 600 [redacted] leaders; Overall responsibility for the suite of Leadership programs that support [redacted]’s highest potential leaders to develop better self-insight, scale their leadership, know their values, lead with a clear sense of purpose and drive sustainable impact for the company; Alignment of the L&D function to business strategy and goals in support of the key 787 global expansion initiatives and broader agility training across the Corporate functions Ensure L&D is optimized to create fluid organizational capabilities by measuring strategic, financial and operational excellence metrics; Strengthen [redacted]’s People competencies by introducing learning programs, including business acumen, performance improvement, instructional design, project management, change enablement, learning technologies, and training facilitation. Develop, implement & enhance a best-in-class on boarding program that ensures that all new [redacted]ter’s understand expectations, values and their role in the ongoing success of the organization. Talent & Engagement Team of 5 Transition business to a continuous performance management model (vs. our current annual performance review process); Institutionalize talent assessment and management with [redacted]’s Global Leadership Team and People Relations team; Build a People Analytics function to generate insights and support data-driven decisions across People & Culture; Deploy Diversity and Inclusion practices across each People team COE and the business; Create and implement an organization-wide employee listening strategy (e.g., pulse surveys, feedback mechanisms, etc.). Develop, & implement frontline & corporate engagement programs in partnership with the People Relations team. Talent Acquisition, Global Mobility & Employer Brand Team of 23 Maintain an effective internal executive search function to ensure top Canadian and global talent is identified, hired, and retained in their new career with [redacted]; Transform the end-to-end candidate and recruiter experience by the introduction of LEAN methodologies and new recruitment marketing technologies, in advance to the PCMS transition; Support the Executive and Global Leadership team in the assessment and selection of all internal and external talent and promotions; Build and deploy a Global Mobility and Immigration function in support of [redacted]’s global expansion; Develop the foundation of a new 5-year Employer Brand framework and ensure the resources and technology/tools are in place to successfully position [redacted] as a top employer of choice; Ensure custom talent strategies are built and deployed for each Operational business unit (Pilots; Inflight; Airports; Contact Center; Technical Operations), including critical Corporate functions. C.A.R.E & Connection (Previously Culture Activation) Team of 11 Facilitate strategic culture development at the organization level – embed [redacted] values in all that we do; Develop a culture of recognition by redefining [redacted]’s recognition technology, approach and experiences; Execute key programs across the frontline business units to facilitate connection and strengthen engagement during a period of culture transition; Manager “just in time” organization sensing to proactively communicate and support positive culture drivers; Within the C.A.R.E. team (Create A Remarkable Experience), design and deliver quarterly business events and iconic annual events tied to [redacted] values. Required Experience [redacted]’s new Vice President, People & OD will be a transformative leader with demonstrated experience in partnering with Global Leadership teams to attract, motivate and retain a high performing team. He/She will be a team player with broad-based business acumen, strategic insight and sound judgment along with proven, in-depth executive experience across the organizational design, talent, learning & development, and HR/LR generalist human resources spectrum. He/She will be able to lead in a nimble, growth-and team-oriented culture. The individual we seek will also possess the following: A talent and human resource generalist with 15+ years’ experience in a large and complex, global organization, preferably with a strong, customer-centric Business to Customer (B2C) organization where culture is a key differentiator; Given [redacted]’s anticipated growth trajectory, experience in a larger ($8-15B+ revenue), more sophisticated company environment will be a primary consideration; Proven track record of developing agile Talent Acquisition, Management and Development strategies that have significantly transitioned talent delivery that directly impacted corporate growth, innovation and shareholder value; Ability to manage and lead People Relations for a workforce that spans across all Canadian geographies. Experience continuing the evolution, development and transition of the People Relations team so it is capable to deliver on the aggressive business strategy; A track record of success working within a unionized labour environment; Experience leading within a dynamic, expanding company known for innovative and effective human resources practices and superior employee engagement and productivity; Global experience is required, with an understanding of how to adapt talent management framework to a young, global workforce; Previous experience within a company that has developed and maintained a strong focus on operational excellence and continuous improvement, would be strongly desired. Experience working within a unionized environment with a solid knowledge of Canadian Labour relations law and landscape amongst federally regulated employers; Ability to communicate both verbally and in writing on controversial or complex topics to employee groups, management at all levels of the company, the Board and outside organizations; Full understanding and demonstrated working knowledge of relevant Human Resources legislation domestically and globally. Leadership Competencies & Attributes Unquestioned business ethics and personal integrity and a genuine commitment to [redacted]’s values; Creates a long-term, strategic outlook and orientation with the ability, willingness and humility to “roll up their sleeves” as needed. Exhibits strong leadership and a high degree of cross-functional cooperation. Has demonstrated the ability to identify, attract, develop and retain top talent, maintaining strong engagement across high performing teams. Actively contributes to talent management and succession planning programs. Comfortable leading in an employee-centric corporate environment; a visible and accessible leader of people as well as a domain expert. An ability to communicate complex concepts simply. As a solutions-oriented leader, fosters a culture of creativity, innovation, common sense and proactivity. A positive, can do attitude with the ‘grit’ to be able to handle set backs as learning opportunities that arise. Education An undergraduate degree is required. A Master\'s degree in business or human resources is highly desired. Compensation A competitive compensation package will be negotiated based on experience and qualifications. This position is eligible for a performance bonus as per [redacted]’s compensation policy and the Total Rewards program that includes the following: extended health, emergency travel medical, dental, vision, short-term disability (STD), long-term disability (LTD), life insurance, accidental death and dismemberment (AD&D) & travel benefits.