Mazda’s community culture drives employee engagement

Eight years ago, a former boss asked Soon Yong to consider moving to Mazda Canada Inc. Yong spoke to others he knew at the company and was impressed by their consistent message. “It’s rare that all the people you reach out to would talk about the great culture,” says Yong, now manager, service operations. “And it’s true! We have a sense of community.”

The company is responsible for the sales and marketing, customer service and parts support of Mazda vehicles in Canada. Headquartered in Richmond Hill, Ont., Mazda Canada has 175 employees and a nationwide network of 163 retail stores.

“Our workplace approach is centred on the employee,” says Krista Kelly-Gombocz, director, people and culture. Employees and leaders collaborated to develop a workplace model in which 90 per cent of roles are classified as hybrid — to be done at home or office as required. “We want to balance productivity and well-being,” she says.

For Yong, the culture begins with the flexible workplace, which he feels aligns with Mazda’s values. “We evolve and adapt what works best for employees’ work-life balance but also what builds a sense of community,” says Yong. He finds that company events and committee work build camaraderie.

As a member of the committee that supports Mazda’s charitable partners, Yong works to encourage employee engagement. The committee has hosted various events, including a carnival, corporate barbecues and Halloween costume events. Employees support chosen charity partners by buying tickets for games or food, or donating items during charity drives.

Mazda’s corporate team-building events have included a curling experience in Richmond Hill with Canadian Olympic champion Jennifer Jones in attendance. In the past, Yong participated in a trip to Mont-Tremblant, Que. “There were meetings to build alignment throughout the organization and events for team building,” says Yong. “People also had time to explore. I was able to hike up Mont-Tremblant!”

In the beginning, Yong joined Mazda as a specialist on the warranty operations team. Two years later, he applied to a posting, became the successful candidate and moved to the service operations department. Just over four years later, he was promoted to manager.

“Development is a constant at Mazda,” says Kelly-Gombocz. “All leaders host one-on-one employee development meetings.” The meetings take place monthly with the employee’s direct leader or supervisor.

Yong is also encouraged to network by taking on projects or roles where he comes into contact with people across the organization. “I’m somewhat of an introvert, so having leadership that supports growth and a system that encourages development has helped me to grow in the organization,” says Yong. “And employee development is reciprocal. I’ve had people reach out to me to learn about my role.”

“In addition to providing support to grow and learn internally,” adds Kelly-Gombocz, “Mazda offers funding for external courses, or a conference aligned with an employee’s development plan.”

Another perk that influenced Yong’s decision to come to Mazda was the defined benefit pension. Retired employees receive a set amount per month for life and retain full health and dental benefits. “Mazda continues to think of employees and contribute to their future well-being,” says Yong.

In the end, all aspects of employment at Mazda have lived up to Yong’s expectations. “I have a real sense of engagement with this company.”

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Advertising feature produced by Canada’s Top 100 Employers, a division of Mediacorp Canada Inc. The Globe and Mail’s editorial department was not involved.

Video: Mazda Canada Inc.