At Medavie, employee inclusion isn’t something that gets dusted off every June — it’s embedded in hiring, training, benefits and culture to build trust into the employee experience.
“Changing your logo in June without action behind it doesn’t reflect real support,” wrote Jennifer Taylor Oland, the insurance company’s director of customer engagement and belonging, in an emailed statement to Benefits Canada. “We’re focused on showing up for our employees all year, not just when it’s trending.”
Since launching its diversity, equity and inclusion strategy in 2021, Medavie has made meaningful changes across the business. Its approach is shaped by employee feedback and continues to evolve based on what teams need.
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A recent internal survey found 90 per cent of the organization’s employees believe it’s committed to inclusion and belonging. For Taylor Oland, that result isn’t about optics, it’s about doing the work, even when no one’s watching.
That effort shows up in its employee benefits plan. Medavie now offers gender-affirming care, fertility support for diverse family structures and mental-health support through culturally-competent providers. It has also updated the language in its parental leave policy to reflect the way families actually look today. “These aren’t seasonal offerings,” she said. “They’re part of the foundation. People need to feel supported at work and in life and that starts with giving them benefits that see them.”
In addition, an employee resource group for LGBTQ2S+ employees and allies plays a key role in building culture. It offers space for connection and feedback, supports inclusive events and helps guide training and programming based on lived experience. “They help us identify where we’re getting it right and where we need to do better. That kind of honest input is what keeps our strategy grounded in real life.”
Medavie’s hiring strategy has also become more intentional. Its job postings now use gender-neutral language and applications allow candidates to share pronouns and preferred names. And it trains hiring managers to reduce bias and inclusive leadership as part of professional development across all levels.
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“We want people to feel like they belong here from the first interaction,” said Taylor Oland. “That means thinking about the experience before someone’s even walked through the door.”
Employees also have access to ongoing training on unconscious bias, microaggressions, gender identity, allyship and inclusive language. The organization also provides toolkits and guides across teams and encourages employee feedback through forums and surveys.
“We don’t treat this like a stand-alone initiative — it’s part of how we lead, how we communicate and how we make decisions. You don’t have to get it perfect, but you do have to keep trying. That’s how a culture of belonging is built.”