Assistant Vice President of Talent Development

Jansel Akyol

Over twenty years of experience have granted Jansel Akyol, Assistant Vice President of Talent Development at RioCan, exceptional people and leadership capabilities. Born and raised in Turkey, her following endeavors moved to Canada eighteen years ago. After her MBA at the University of Toronto, she worked at Bell Canada Enterprises, Sobeys Inc., and George Brown College, advancing people practices to build vibrant organizational cultures.

In an interview with Manage HR Canada, Jansel Akyol discusses the significance of managing talent in an ever-changing market that demands proactive approaches and quick adaptability.

 Can you provide an overview of your career in the People/HR space and outline your current role and responsibilities?

I have been working in the people space for over twenty years. I have been fortunate to assume leadership roles in and outside Canada in various sectors, including but not limited to consulting, manufacturing, telecom, retail, and higher education.

My journey at RioCan REIT over the past two and a half years has been incredibly exciting and rewarding. I lead the Talent Strategy and Roadmap, governing key organizational people processes, such as performance, succession, engagement, and learning and development. I am passionate about keeping myself up-to-date on market trends and implementing leading people processes to create an engaging and high-performing organization.

In your experience, have you faced any notable challenges in talent management?

Certainly, talent management is not without its challenges, and global events impact the people/HR space constantly. Market changes often require HR professionals to implement reforms to adapt effectively. Staying aware of emerging trends is crucial for a proactive response. Events like globalization and the COVID-19 pandemic have caused large-scale fluctuations across the globe, influencing how we approach people solutions. Additionally, the current political and economic environment, such as rising interest rates and global conflicts, constantly adds complexity. To address these challenges, we need to stay proactive in defining people needs, realities, and develop solutions to enhance the organization's resilience and adaptability.

Could you elaborate on the technological and cross-disciplinary solutions you have implemented at RioCan?

When I joined RioCan, my first priority was to define a Talent Strategy and Roadmap. I started conducting a comprehensive analysis of the existing state of the organization. This involved gathering insights from several employees to understand the company's current practices. It became apparent that we had a number of priority areas, such as learning and development.

“The awareness of the global, technological and leadership trends is crucial for an effective response. In this scenario, a proactive approach is beneficial to prepare, engage, and retain talent.”

One of my first deliveries was to launch a mentorship program. The organization was coming out of the Covid-19 pandemic, which disrupted human connectivity and cross-departmental learning. With the mentoring program, we enabled one-time coffee chats with anyone across RioCan. We also enabled opportunities to have a more formal three-month mentoring relationship with more experienced leaders. This initiative has been widely embraced, with over half of our employees participating, exceeding best practice metrics. A well-structured plan has positively impacted our work culture, enabling inter-departmental connections and learning.

Looking into the future, which trends in the field of HR are you particularly excited about or find most intriguing?

The evolution of the people space is truly exciting. We've come a long way from being viewed as merely an employee relations and payroll department to becoming strategic partners in leading an organization. Technological advancements are driving industry-wide transformations. The integration of artificial intelligence, exemplified by solutions like ChatGPT, is poised to shift HR away from administrative tasks toward a tech-driven, pro-partnership, and strategic role. This opens doors to long-term, mutually beneficial business connections.

Moreover, the focus on DEI is reshaping the HR landscape. HR teams are dedicated to increasing inclusivity, ensuring acceptance and belonging in the workplace. The recognition of mental health as a crucial aspect of employee well-being, especially in the wake of the COVID-19 pandemic, has led to the establishment of essential initiatives that are here to stay. These trends emphasize a holistic approach to employee development, which is very exciting for the HR field.

What advice would you like to offer to your fellow HR professionals based on your experiences in the field?

I would encourage my fellow HR professionals to maintain an open mindset and stay curious. Embrace change and never settle for the status quo because the HR landscape is always evolving. Continuous learning and networking outside the organization provide invaluable insights and exposure. Collaborate proactively and engage in meaningful communication both within and outside of your organization. A forward-thinking approach to collaboration can lead to collective benefits and drive positive change.