Colas Canada Inc

Kelly Cotton

Kelly possesses expertise in HR consulting, coaching, HR policies, labor relations, and employee training. She is a highly proficient human resources professional, holding a Master of Business Administration (MBA) with a focus on Human Resources from Royal Roads University.

Please tell us about the journey that you've had so far and your roles and responsibilities at Colas.

I possess a business and psychology degree and began my career in managing people and HR functions, such as payroll, scheduling, performance reviews, hiring, and terminations at Pan Pacific Hotels and Resorts in Vancouver and Whistler. Subsequently, I worked at Organizational Health Incorporated, a medical support organization, where I played a pivotal role in its growth from five to 85 employees. While there, I worked in sales, customer service, and also set up benefit plans and compensation structures.

I then joined Finning Canada, an affiliate of Caterpillar, where I transitioned into an HR generalist role overseeing businesses in both Edmonton and British Columbia. After a brief stint at ATB Financial, where I implemented a disability management program, I joined Lafarge, a multinational corporation. During my seven-year tenure, I held a director of HR role and later moved to Ontario, handling cross-border responsibilities with the U.S.

Following my time at Lafarge, I served as the VP of HR at Armtec, a Canadian construction materials firm. Subsequently, I held the VP of HR position at the Miller Group, where I contributed to the transition from a family-run business to a corporate subsidiary under Colas Canada.

After my time at Miller, I transitioned to my current role as the Vice President of Human Resources at Colas Canada. Colas Canada has 8,000 employees spread across the country. While our primary focus is on road construction, we also have a significant presence in the materials sector, involving aggregate, Ready-mix concrete, cement and asphalt.

The HR department consists of around a hundred professionals, with the majority working in the field to support local businesses. The corporate team is headquartered in Toronto and directly reports to me. This team is organized into functional units, including Total Rewards, HRIS Systems and Efficiency, Learning and Development, and Talent. In addition, we have HR business partners situated at our head offices in Montreal and Toronto. Each business across the country is supported by an HR director, who reports to the respective business president and a dotted line to the function.

My daily routine varies depending on the current circumstances, but over the past year and a half, my primary focus has been enhancing the efficiency of our HR functions, both within our corporate team and across our various business units. In addition, I've been dedicated to establishing and advancing a comprehensive Diversity, Equity, Inclusion, and Belonging program.

“It is imperative to gain a deep understanding of both your people and your business, while staying attuned to emerging technologies and trends that can enhance your organization. Advocating for change involves reassessing established practices, as embracing different approaches may yield more positive outcomes”

As a member of the executive committee at Colas Canada, which comprises of myself, our general counsel, CFO, and the presidents of our five businesses, along with the President of Colas Canada, our main responsibility is to formulate and execute the strategic plan for the organization.

On a more tactical level, my daily tasks involve supporting my team in areas such as conflict resolution, goal-setting, and vendor management. The majority of my time is divided between aiding my team and collaborating with the executive committee to devise programs that contribute to the organization's future growth. I also hold a position on the global HR leadership team, a group of eight individuals responsible for establishing global HR priorities and ensuring alignment with these priorities across different countries.

What are some of the major challenges in the corporate gifting space?

There are a lot of challenges faced by global organizations, particularly in navigating taxation and adherence to diverse rules across different countries, alongside the persistent issue of corruption. Our approach to corporate gifting is meticulous, driven by a specific policy due to the diverse regulatory landscapes in the countries we operate in as part of Colas globally. The potential pitfalls of being perceived as engaging in gift-giving for services or favors are considerable. As the landscape evolves in this direction, maintaining employee appreciation and fostering robust relationships with vendors and suppliers becomes more complex. We need to explore alternative methods beyond traditional corporate gifting to ensure our relationships remain strong and genuine in this challenging environment.

What are recent trends that have evolved to help tackle these pain points?

I've observed a notable trend within the organization and local settings where individuals emphasize the importance of understanding employee values. Many employees express a preference for organizational swag as a means to proudly display their affiliation externally. There's a resurgence of the traditional approach to relationship-building, where face-to-face interactions play a crucial role. This involves visiting suppliers and vendors to understand their processes, asking about their corporate social responsibility (CSR) efforts, and fostering genuine connections. Internally, employees seek clarity on CSR obligations, indicating a shift towards grassroots relationship-building. This contrasts with the conventional approach of corporate gifting, where generic tokens and gifts are given without necessarily adding significant value to the recipients.

How do you see the corporate gifting industry evolve over the next few years?

The trend is shifting towards a deeper understanding of employees' needs, interests, and desires, as well as the core values of the organization. This perspective on gifting can take various forms. For instance, instead of traditional gifts, companies might offer an extra day of vacation or the chance to volunteer with a preferred organization. There could also be opportunities for employees to allocate time to support their children at school or engage in activities that are more personally fulfilling. This approach emphasizes intrinsic motivation over external rewards, demonstrating a genuine care for the well-being of employees, their families, and the broader community.

Any specific piece of advice that you'd like to share with your fellow peers or other industry leaders?

It's crucial to truly understand your people and your business and be mindful of emerging technologies and trends that could benefit your business. Organizations should advocate for change by reevaluating established practices as different approaches may yield more positive outcomes. They must embrace change, as it often brings positive results, and stop assuming that sticking to the status quo is the best option. It is beneficial to seek input from your teams and consult your business for informed decisions. Avoid complacency, as staying stagnant can lead to falling behind. Lastly, while HR theories from academic settings are valuable, be discerning in their application – prioritize what works and discard what doesn't in practical situations.