We explore our DEI journey with our HR leaders, hearing their perspectives on progress, how they are navigating challenges and what’s next for Avison Young. Meet Adrian Fitz-Gerald (Canada), Bethany Marinacci (United States), and Ramsey Mirza (United Kingdom).
Bethany: It’s how we bring together the variety of perspectives, ideas and experiences that drives innovation and creativity. We know that a diverse team helps us understand and meet the needs of our clients – and when they are happy, so are we.
Adrian: If everyone at the table is calling on the same experiences, they will propose similar solutions. A diverse workforce ensures the most dynamic solution that takes into account all aspects, angles and impacts.
Adrian: Here in Canada, one of the many initiatives we completed last year is the redefining of our maternity and parental leave policies, implementing a best-in- class top-up program for all qualified full-time employees – including our 100% commission roles such as our brokers, ensuring optimal support for our people during such a special time in their lives.
Bethany: There are so many I’d like to mention, because we are really coming at this from a few directions in the U.S., but one of the highlights for me is our approach to targeted recruitment. We actively partner with diverse professional organizations, like recruitment firms committed to representing diverse candidates, and show up at job fairs for underrepresented groups. This helps us deepen and diversify the talent pool. And then we make sure we’re putting up diverse interview panels too.
Ramsey: Having a diverse workforce is key to Avison Young performing as an exceptional business. Equally important, is how we ensure a truly inclusive culture living by our Code of Conduct, every day. This includes active sponsorship and promotion of strong role models, as well as calling out behaviour where necessary and ensuring respect for all. Our great people deserve a highly productive and safe place where they can be themselves and get the support they need, in any situation.
Bethany: The thing I’m most proud of is an internal initiative. We launched a series called My Perspectives, to shine a light on our people and their experiences, histories, customs and celebrations. So far, we’ve had our people share their perspectives about Holi, Black History Month, Pride, Lunar New Year and Juneteenth. It’s so great to see our people reacting, commenting and learning through this initiative.
Ramsey: For us, the biggest challenge is also where we are intent on making the most progress. In our industry, like many others, there are disproportionately higher numbers of men holding senior roles, which are typically higher paid positions resulting in a gender pay gap. To mitigate this, we established our Gender Pay Gap Advisory Group. This group is focused on reporting our data and driving our strategic plan forwards to move the needle in the right direction. So far, we’re making good progress.
Adrian: Our industry is still in the middle of some dynamic and challenging economic conditions, where cost containment is key to the strategic path of the organization. We are leaning into employee-led initiatives like our many Employee Resource Groups and actioning cost-effective ways to move our current initiatives forward.
Bethany: We’re focused on diversifying our leadership team and expanding our mentorship programs. We’re laser focused on increasing representation at all levels and creating an environment where every single employee can thrive.
Adrian: I’m so proud to be a part of an organization that supports (and in many cases drives) so many active resource groups for our employees. This illustrates the importance of inclusion within our culture. As we continue to drive our current programs forward, we are leaning into other ways to support our people.
One area we are intent on exploring further in the coming months is embracing the underutilized neurodiverse population and aligning the benefits of a broader definition of talent.
Ramsey: In the U.K., we’re looking at enhancing our family-friendly policies to further support work-life balance and talent retention. In addition to this, we’re diving deep into the talent pipeline, partnering with schools and universities to provide access and pathways into the industry.
Ramsey: Each year we announce our new Principal class, celebrating the individuals who have contributed standout performance and as a result, have been invited to become shareholders. Our U.K. Principal class of 2024 was 75% female.
Bethany: Yes, since 2020, both our female population and the number of female principals at AY have increased year on year, with upward career mobility happening across a variety of demographic groups.
Adrian: Not to mention, we’re also thrilled that our new Board of Directors comprises 60% women and our Global Executive Committee is more than 30% female. Many of whom are actively involved in our mentoring program.
Bethany: These are just a few examples that demonstrate that diversity isn’t a buzzword for us, it’s a powerful force that fuels our success. And I love seeing that come to life every day.
Ramsey: We’re an exceptional business, with great people. I think I’m proudest of the way we continue to support each other through the challenges and celebrate shared success. Together, supporting one another each day, so much is possible.
