How Englobe strengthens employee experience through a caring workplace culture

A conversation with Marie-France Lavallée, Senior Vice-President, Human Resources, Communications and Marketing 

As expectations around work-life balance and employee well-being continue to evolve, Englobe is taking a thoughtful, sustainable approach to the way it supports its people across Canada. At the centre of this approach is a warm, supportive culture, built on the company’s core value of radical caring. 

We recently sat down with Marie‑France Lavallée, Senior Vice‑President of Human Resources, Communications and Marketing, to obtain her perspective on how Englobe consistently brings this caring culture into its employee-focused initiatives. She also addresses how she and her team continue to refine the ways they support people at Englobe, particularly at a time where the company is growing rapidly.  

ENGLOBE: Englobe’s culture has always put the health, safety, and well-being of its people first. Over the past few years, the company has grown rapidly – which can lead to shifts and changes in culture. Has this evolving landscape affected Englobe’s culture, or the decisions you make around the employee experience? 

Marie-France Lavallée: People are at the heart of everything we do. Our expertise, our relationships, and our impact all come from the women and men who choose to build their careers at Englobe.  

This has not changed through this rapid growth phase. If anything, these changes expose us to the workplace cultures and perspectives of the companies that join Englobe's platform through acquisitions. This gives us a rare insider view of how our new partners do things; this valuable insight allows us to see whether any elements of their culture can be transposed to our own workplace environment.  

Building on this, we recently held a strategic meeting with leaders from across our partner companies, which confirmed a strong alignment on our shared priorities and values. This reinforces that, even as we grow, we are building a consistent and cohesive culture across the organization. 

E: Does this mean that you take a long-term view when it comes to building a culture that supports employee well-being and development?  

MFL: Absolutely. When I think about long-term success, I don’t separate business performance or growth from the employee experience. In my mind, they are deeply interconnected.  

When we make decisions, my team and I look beyond short-term needs and ask ourselves whether our choices are sustainable over time. Are we creating an environment where employees feel supported, respected, and able to grow in the future? If the answer is yes, we know we’re building something sustainable, both for our people and for the organization. 

E: How does Englobe stay connected to what employees need at various stages of their careers? How does this understanding translate into meaningful change? 

MFL: Our team is very diverse, not only in terms of their roles and disciplines, but also in their life stages and personal priorities. What someone needs early in their career may look quite different from what they need later on - and we want to remain mindful of that.  

The way we do that is by listening carefully to what our people are telling us. We obtain this input through a combination of formal feedback mechanisms and ongoing conversations with team members and leaders across the organization and then use this information to determine our next steps. 

E: Can you give me an example of what this looks like in practical terms?  

MFL: In terms of our Human Resources team, we always draw great insights from our annual employee engagement survey, which help us pinpoint where change is most needed and to determine our priority areas of opportunity. In addition, our HR Business Partners and Coordinators are in regular contact with the teams they support, so they gather valuable feedback year-round. 

But in parallel with these activities, most of our team leaders also have regular, informal conversations with their people to identify specific needs and take corrective action at the team level. This is a great example of how approachable these leaders are, and how much they care for their team members. 

When you take these approaches together, you gain a wealth of concrete information. This helps us ensure that our initiatives are practical and relevant, and truly address employees’ real-life experiences, needs, and expectations. 

E: In business, there’s growing recognition that employees bring their whole selves to work. How is Englobe thinking about support in this more holistic way? 

MFL: We’ve moved away from the idea that work and personal life exist in separate compartments. I believe that a caring workplace embraces every individual’s unique personality and circumstances.  

At Englobe, our holistic approach means looking at the full employee experience — from physical and mental well-being to financial security and professional growth. Over the past few years, we’ve been thoughtfully evolving how we design programs and policies, so we can provide the kind of support that employees really need: flexible, accessible, and relevant to their day-to-day reality and how it can change over time and with different life circumstances. 

E: On a similar note, mental health awareness continues to gain importance. How does Englobe approach mental health as something embedded in everyday work rather than addressed only at specific moments? 

MFL: Mental health needs to be part of how we work every day. When mental health is embedded in everyday practices, it becomes a shared responsibility rather than a token gesture.  

That’s why we focus on creating a work environment where conversations about well-being are normalized and where people feel comfortable asking for support. This includes equipping our leaders with the tools to recognize challenges and fostering a companywide culture of empathy and trust.  

We also empower employees through access to mental health resources, tools, and experts covering a wide range of topics, which can provide the help our people need to overcome any challenges they might be facing. 

E: Creating an inclusive workplace is an ongoing journey. In your opinion, how does Englobe approach inclusion, diversity and gender parity in a way that feels authentic? 

MFL: Inclusion starts with a caring culture. It’s about making sure people feel they belong and that their perspectives are heard and valued. At Englobe, this means paying attention to how leaders make decisions, how development opportunities are offered, and how we listen to diverse voices.  

That’s why we aim to embed inclusion into everyday work. First and foremost, it is a mindset that is supported by initiatives that help bring it to life.

E:  Can you share a few examples of how this mindset is translated into concrete actions or initiatives across Englobe? 

MFL: To bring this mindset to life, we’ve introduced several initiatives across Englobe. These initiatives reflect just a few ways we put this mindset into practice, from supporting career development and inclusion, to strengthening connections across our teams, and fostering pride through recognition and visibility. 

For example, we have created two Inclusion and Women in Leadership committees with women and allies from all levels of our organization. These committees have done outstanding work in determining our areas of opportunity and developing tangible programs and initiatives to drive greater equity across Englobe. 

This year, we have also launched four Women’s Networks across our regions. These Networks create spaces where employees can connect, learn, and support one another, while advancing inclusion, professional growth, mentorship, and well-being. 

We also work to strengthen our relationship with Indigenous communities across Canada, including through workshops led nationally and within individual regions to foster awareness, understanding and collaboration.  

In addition, we make a point of highlighting projects carried out in collaboration with our Indigenous partners through feature articles, as a way to offer visibility and recognition to these communities and to their contributions to our organization. 

Recognizing our people is another important part of this approach. This includes a range of initiatives, from recognition and leadership programs to how we feature our people in our communications.  

The Englobe Awards, for example, celebrate outstanding contributions, collaboration, and impact across our teams. We also make a point of showcasing our employees in action rather than using stock photography to build collective pride and recognize their contributions. 

E: From a practical perspective, what do you hope to achieve through these initiatives? Do you feel they enrich the employee experience, and if so, how? 

MFL: I hope that employees see these initiatives as genuine and heartfelt. I believe that our company’s success is closely tied to our people’s success.  

A great workplace culture brings out the best in people, and we are proud that our team members have chosen to bring their skills and expertise to support our mission. So we’re happy to do everything we can to thank them and to provide a positive, inclusive and genuinely caring environment that supports their personal and career objectives.   

E: Looking ahead, what do you hope employees will say about what it feels like to work - and grow - at Englobe? 

MFL: I hope they will say that Englobe is a great place to work, a place where they feel supported, heard, and able to grow in ways that align with their professional and personal objectives. Our goal is to foster a work environment where their overall well-being matters and where they can build a career that is both meaningful and sustainable.  

If we achieve that, we will know that we have built a culture where people feel proud and valued not only for what they bring to the table, but also for who they are. 

Learn more about life at Englobe: Who we are