HR executive at BCI explains what led them to be a leading winner of Dialogue's "Healthiest Workplace Award"
One of Canada’s Maple 8 pension fund investors is being recognized among plan sponsors and HR leaders for their adoption of a healthy, supportive workplace.
With over $250 billion in assets under management and a global staff of 800-plus, British Columbia Investment Management Corporation (BCI) might be best known for its performance in the capital markets and as a Canadian pension fund investor. Now, they’re adding Dialogue's “Healthiest Workplace Award” to their list of accomplishments.
Norine Hale describes their employee value proposition and “performance with purpose” as what’s setting them apart.
“Most of our employees feel they do meaningful work,” acknowledged Hale, executive vice president of human resources at BCI. “You’re not managing private wealth funds. You’re providing futures for public sector pensioners. We’ve always prided ourselves on pushing boundaries and trying to adopt a philosophy of continuous improvement in our organization as well as striving for world class – that applies to how we care for our people too .”
Hale emphasized that Dialogue's recognition of BCI reflects the organization's focus on employee wellbeing and benefit innovation, particularly when recruiting talent across its global offices. To remain competitive and address local healthcare gaps, Hale explained that BCI rolled out virtual health services through Dialogue in Canada, providing both medical and mental health support.
To accommodate diverse needs, BCI embedded flexibility into its benefits design. Hale noted the company has added a scaled healthcare spending account where a single employee receives $3,000 annually, couples get $3,500, and families receive $4,000.
Hale explained employees also receive a wellness allowance covering not only fitness programs and equipment but also home office equipment. Employee feedback and active listening has played a vital role in shaping these offerings and BCI tracks sentiments closely through regular engagement surveys, explained Hale.
BCI supplements that personal support with regular educational sessions, like lunch-and-learns, and one-on-one meetings, particularly in its smaller global offices like New York and London.
Beyond presentations, BCI hosts wellness fairs that bring in professionals like nutritionists, physiotherapists, and massage therapists to engage directly with staff. Employees also have access to an extensive digital resource hub via the company’s intranet, noted Hale.
“We’re trying to take some of that stress off because we understand that the more you support your employees, the more they're going to be able to focus on their work with peace of mind,” emphasized Hale. “We’re always looking at the data to see what’s working and what’s not, then tweaking around the edges,” she said.
Hale highlighted that BCI places significant focus on both its benefits and compensation structure, designing them to reinforce alignment between employee performance and client expectations.
“We also have quite a generous incentive pay program tied to the investment performance of our clients,” she said, emphasizing that staff are directly motivated to contribute to strong client results because their own compensation is affected.
Candidates are made aware of the firm’s approach to compensation and support early in the hiring process, Hale explained, adding these discussions start well before orientation, although benefits are formally covered from day one.
She added that BCI strives to deliver equivalent support across its global offices. While replicating the local BC pension structure outside Canada isn’t possible, “we’ve designed comprehensive benefits packages specifically for the US and the UK,” she noted, including comparable vacation and healthcare spending allowances.
The numbers suggest these initiatives are paying off. Notably, BCI has been named one of Canada’s Top 100 Employers and Top Family-Friendly Employers for six consecutive years.
This year, they added a new recognition: Canada’s Top Employer for Young People. Hale credited that to their “campus program” and a robust pipeline of co-op placements for students.
When asked what flexibility means for BCI, Hale highlighted its “Work from Anywhere” program that allows staff to log in from anywhere in the world for up to four weeks per year.
“People can travel or visit out-of-town friends and family while still working so they don’t have to use their vacation all at once,” noted Hale.
But she’s also quick to emphasize that these perks mean little if employees don’t know how to use them, underscoring the importance of education of workplace benefits early on and often.
For other HR leaders and plan sponsors seeking direction, Hale urges plan sponsors and HR leaders to view employee benefits as a critical investment rather than a cost.
“To me, it’s money well spent,” she said. “I really believe that if you take care of your employees, they’re going to give back tenfold for that.”
The same goes for training and development, she noted.
“We invest a lot in our people because we want employees to grow with us. We don’t want them to come and get their two or three years of experience and leave,” she added. “Our retention rate is showing that’s working, and I think it’s something to be proud of.”
