Michelle Chan Email and Phone Number

Reporting to the Chief Inclusion officer, this role allows me to focus on employee engagement with an EDI lens and make recommendations to remove barriers for equity deserving communities to improve their employee experience. Responsibilities include:EMPLOYEE ENGAGEMENT STRATEGY: Responsible for leading the design, execution and analysis of employee engagement surveys. EQUITY, DIVERSITY & INCLUSION INSIGHTS: the first to lead a the EDI Insights team to report on engagement across four equity deserving communities at Metrolinx, including gender identity, sexual orientation, race and ethnicity and disability. ADVISORY AND CONSULTATION: conduct research on best practices focused on the future of work and provide guidance to Human Resource leaders and senior leaders across the enterprise to build employee programs aligned to the employee engagement survey findings.ACHIEVEMENTS:Within a one-year time frame:1. Lead the analysis for Metrolinx first EDI survey and presented the results to the CEO and Senior Management Team. 2. Researched, developed and deployed an annual survey to 5600+ employees and achieved the highest participation rate of 73% 3. Proposed and lead the design of the first Leadership Trust Index for Metrolinx, which was incorporated into the employee engagement survey and benchmarked in 2023.4. Lead the impact analysis of the annual survey and translated the insights into six actionable focus areas and pulsed the enterprise six months later to understand what progress was made. Demonstrated within a short amount of time, leaders were able to see positive results on three of the six focus areas.

In January 2019, Air Canada acquired Aeroplan and in the merger, I was offered a position Manager, Employee Engagement and specifically given the responsibility to be the change management lead for the redesign of its loyalty program slated to launch the summer of 2020. Since Aeroplan's relaunch, the scope of my entire portfolio has expanded to include: learning and development, employee engagement programming, people analytics, coaching and facilitation.My current projects include EMPLOYEE EXPERIENCE: Currently establishing an employee advisory board within an enterprise-wide cultural transformation taking it from strategy to execution. Oversaw the internal recruitment process partnering with various stakeholders to onboard over 200 successful candidates.EMPLOYEE ENGAGEMENT: Own and launch enterprise-wide employee engagement surveys, working alongside vendors to build a listening strategy, collect qualitative and quantitative feedback and analyze the data to construct a roadmap to modernize the employee experience.ENTERPRISE LEARNING & PROGRAM MANAGEMENT: Support various branches across the organizations with talent and leadership development initiatives, leveraging existing programs when possible, engaging vendors, or developing customized programming in-house and ensuring alignment with business outcomes.CHANGE MANAGEMENT: Primary consultant with business leaders on various change management programs such as building a safety mindset using principles from building a High Reliability Organization, implementation of a new Aeroplan program and helping employees manage through the pandemic.LEARNING ANALYTICS: The first team member in Corporate Talent to lead the development of learning analytics capability by consolidating five years’ worth of digital learning data into a dashboard developed in PowerBI that enabled benchmarking digital learning data and uncovering learning trends to inform the corporate learning strategy.

When I joined Aimia, Aeroplan was a few months away from being acquired by Air Canada. In the six months I was with Aimia there were two main priorities that I focused on: building a low tech recognition program with a diverse team. We launched the program in a month and within three months we noticed significant increase in the employee engagement scores. The second initiative was the development and launch of a career roadmap program to empower employees to take ownership of their careers and how to leverage the organizational tools available to support their professional development journeys.DEI was completely employee-driven and I was responsible for the learning pillar on the DEI committee. I also analyzed the employee engagement data for areas linked to DEI to help committee members link the work being done to measurable outcomes and to find opportunities to elevate DEI initatives.

As the Senior Manager, Learning & Development, in Global Compliance Transformation Project Office, my goal was to develop a learning strategy for a growing team of 350 while simultaneously supporting its change management efforts through its transformation. To successfully drive the strategy forward, I engaged Global Compliance leaders to support the learning strategy and leverage their influence to help employees realize their full potential. Accomplishments- Develop a learning strategy for Global Compliance encompassing a holistic view of learning including 70-20-10 learning model, considerations for data collection and measurement of impact and transformation learning needs- Design a global onboarding program with the main priority of helping new employees to get to know Global Compliance and its responsibilities but to also help individuals build their professional network by including panel discussions with leaders, a networking trade show and portrait party- Collaborated with a team of Directors through the learning and development cycle to design and deliver an introductory course to Global Compliance; conducted three pilots, gathered feedback and officially launched the course in January

As the Senior Manager, Employee Development, I supported various groups within Global Banking and Markets making up approximately 1800 employees. My primary responsibilities included the development and execution of a learning strategy aligned to the strategic priorities of the business, provide oversight to the delivery of the learning programs and report learning impacts back to the business.Accomplishments- Managed a budget of $65000.00 to deliver a global change resilience program to 350 people within three months which received overall average ratings between and 4.6-4.1 out of 5, respectively on feedback results- Designed and facilitated a global career leadership program for individual contributors and people managers across GBM Finance which was aligned with their career development strategic priority; delivered to approximately 150 participants in Toronto, Houston, New York and London - Partnered with the Customer Focus committee in GWO to design and facilitate a "Delivering Excellence in Customer Service" program, delivering the program to all employees within a two-month period by leveraging Shared Services and Global HR business partners totaling approximately 731 participants in Toronto, New York, London and regional areas in Asia- Gathered learning data and transformed the information into meaningful feedback to help leaders understand the value of learning and development

As the Manager, Employee Development, supporting Global Banking & Markets (GBM), Global Risk Management (GRM) and Group Treasury (GT), my primary responsibilities included conducting needs assessments, providing learning expertise, performance consulting, vendor management and project management to develop and implement innovative learning solutions.Accomplishments- Completed a needs assessment for Corporate Banking with a diverse team of corporate bankers (Associates to Managing Directors); the result was the creation of a Corporate Banking Training Committee where I facilitated the development of learning strategy for the business- Pioneered the design and development of the first learning infographic at the Bank to promoted and educate employees on the Employee Development Program - Partnered with the Campus Recruitment team to prepare frontline leaders in GBM (Investment andCorporate Banking) and GRM on how personal biases can influence decision making during the selection process- Designed and facilitated a speed mentoring sessions for Senior Managers and Directors in Group Treasury- Worked with a vendor to create an interactive session for people managers on how to deliver constructive feedback during performance reviews: workshop included the use of business actors to realistically role play different performance review discussions

As a Learning & Organizational Development Consultant, I worked with cross-functional teams to facilitate complex enterprise-wide initiatives (change management, leadership development, health and safety, new operational processes and sales and customer service models) through various learning solutions including: instructor-led training, webinars, elearning, and blended training strategies to support business objectives. I also oversaw the corporate training calendar and budget to ensure enrolment was increased by 10% year over year, course cancellations are reduced by 15% year over year and maximized the training budget to ensure that it was aligned with the training strategy.