Collaborating both globally and locally at Element Fleet Management

As an HR leader in an organization with both local and global ties, Siobhan Calderbank sees the importance of collaboration and removing barriers for talent at both levels. 

Calderbank, who’s the Vice President, Talent and Performance at Element Fleet Management in Toronto, describes a strong collaboration among the People, Performance and Culture (Human Resources) leaders in Element’s global business in Canada, the U.S., Mexico, Ireland, Australia, New Zealand, and Israel. 

“We have a global approach to hiring — we don't just look at it locally, it's how can we attract people from all over the world,” says Calderbank. “We meet regularly with all the HR business leaders to find out what's happening locally and how we build the programs to reflect those needs from both a global level as well as any local and regional adaptations that may be required.” 

Collaboration on global brand refresh 

Siobhan points to a major brand refresh at Element as a recent success in global collaboration and describes how HR were involved — not just in communications, but in aligning learning, performance, and talent management with the new purpose, values, and brand.  

“It takes global collaboration to ensure that Element really stands out in the crowd when you're looking for fleet management solutions,” she says. “We pride ourselves at being recognized as a trusted partner.” 

As part of the rebrand, leadership visibility to the workforce was a key, according to Calderbank, who appeared in videos and other forms of communication that reinforced the organization’s purpose and values. 

“When we look at talent management, it's about providing people with opportunities to share their voice in alignment with our purpose, values, and the brand, and ensuring that it's consistent,” she says. “It has really bled through all the work that we do on the talent side and across the globe by working with all of our other global HR partners.” 

Community work fosters understanding of the workforce 

At a more local level, Calderbank is involved in collaboration through community work such as mentoring programs for women and under-represented groups, which influences how she looks at the design of roles, job postings, and program development with her organization. She emphasizes rethinking rigid requirements, addressing systemic barriers, and explicitly encouraging candidates (especially women) to apply when they meet most, but not all, qualifications.  

“When you're asking for a certain number of years of experience, is it necessary for the job or is it perhaps barring some individuals — for instance, women who go on maternity leaves may not have as many years of work experience, but they're perfectly capable pivoting their skills to do the role,” she says. “Or when we require certain levels of education, we need to explore if the equivalent number of years of on-the-job experience.” 

Calderbank says she’s found that many women she has mentored are hesitant to apply for jobs because they feel that they didn't meet all of the qualifications.

“I know a lot of men are applying and they don't have all the qualifications and they didn't hesitate, so what's happening there?” she says. “When I put out a posting for a job, I may add in another line that says, ‘Even if you meet 75 per cent of the qualifications, still apply.’ This will signal to qualified job candidates to apply if they meet most of the requirements and also deter those who don’t meet the majority of qualifications.” 

Leadership skills and connecting with people 

Calderbank believes that community work helps develop her own leadership skills, giving her more empathy and the ability to connect with people on a more human level. 

“You start to see common threads in terms of skills that people are looking to develop or upskill — whether it be to influence, communicate more effectively, think strategically, or lead change — and these are the things that are very similar to what many managers and career professionals also have gaps in,” she says. “Having more exposure to all of these diverse groups allows you to be able to make those connections better, and then you're able to offer more inclusive programs and attract better talent at the end of the day.” 

Calderbank’s affinity for learning from members of the community and her global network is rooted in her start in an instructional capacity, which was connected to HR and led to a move into change management consulting and, later, into talent management. 

Staying relevant as a business partner through ongoing learning 

She identifies three main lessons from her journey to being a talent management leader that speak to staying market-aware and personally upskilled, to help keep HR relevant as a business partner. 

“Being part of the consulting world influenced the way that I think, the way that I design, and the way that I service my internal and external clients — it shaped the way I lead and the professional that I am right now,” she says. “It allowed me to see that many organizations face very similar challenges when it comes to empowering people and leaders, and how to engage and keep team members motivated.” 

Calderbank’s second lesson is constantly looking at job descriptions — not as a means to be always looking for another job, but to stay informed of how the market is changing. 

Her third point:“Constantly keep learning! No matter what role that I'm in, I'm always looking at what other skills can I develop so that I can be really great in this role and potentially in a future role,” she says. “Whether that might be taking on a certificate in DEI, doing my advanced certification in HR, or getting exposure to labour relations or organizational development — and now with the advent of AI, you really do need to continuously up your skills.” 

Upskilling and staying on top of things is even more important at a time when HR has moved from being what she calls “order takers” to strategic business partners, according to Calderbank. 

“HR isn't just about getting people in the right roles, it's about keeping people engaged, keeping them supported, and keeping them upskilled and reskilled when needed, so that they're able to deliver on the promises of the organization,” she says. “And showing the connections between people, processes, and the culture, and how important all of those factors are in being able to achieve the strategic objectives of the organization, is what will enable us to thrive.”