Supporting the people behind Concordia’s success
Human Resources (HR) plays a central role in supporting the people who make Concordia what it is. Its work is grounded in partnership, listening carefully to the community, and providing support that makes a real difference.
Throughout 2024-25, that approach shaped everything HR did. Whether helping employees navigate major life events, strengthening leadership, or modernizing systems behind the scenes, HR’s focus remained the same: collaborate and put people first.
“Everything we do begins with people,” says Carolina Willsher, the former associate vice-president of Human Resources. “When we support employees, help them grow, and provide the resources they need, the entire university benefits.”
A people-centred workplace
For the tenth year in a row, Concordia was recognized as one of Montreal’s Top Employers, an honour celebrating organizations that set the standard for exceptional workplaces.
“This recognition is a tribute to our incredible community and to every faculty and staff member who contributes daily to making Concordia a remarkable place to work,” Willsher says. “It’s also a reflection of the university’s dedication to putting people first, ensuring employees feel valued, supported, and empowered.”
HR supports this culture through comprehensive benefits, generous leave provisions, a defined-benefit pension plan, tuition benefits, and robust learning and development opportunities.
That people-first focus is also reflected in the remarkable longevity of Concordia employees. Some have been part of the community for more than 50 years, and each year HR celebrates long-service milestones for employees with 20 years or more of dedication.
“Recognizing long service is about more than marking milestones,” Willsher notes. “It’s about showing appreciation for the experience, dedication, and commitment people bring to the university every day. They are a reminder of the strength and heart of our community, and it’s that same depth of experience that helps Concordia adapt and grow through change.”
Supporting employees and building resilience
Building on that foundation of experience and commitment, HR expanded training and development offerings in 2024-25 to support employees and managers navigating change and uncertainty. This included self-paced online learning, leadership exchange forums, new Employee Orientation sessions, and continued health and wellness initiatives.
The 2024 return of the Change Resilience Development Program (CRDP) marked an important milestone, bringing together directors for the first time since the pandemic to strengthen leadership capacity and adaptability.’
“Periods of change call for clarity, empathy, and shared learning,” says Willsher. “Our role is to create spaces where leaders and employees can build confidence and resilience together.”
For Willsher, peer learning and collaboration are central to this approach, connecting managers and employees across departments to share ideas, solve problems, and strengthen skills in real time. HR also partnered with campus units to support dialogue, employee relations, and the creation of respectful workplaces, ensuring alignment, leveraging shared expertise, and reinforcing a culture of safety, respect, and inclusion.
“All our training is designed with people in mind,” Willsher explains. “Whether employees are in-person, hybrid, or remote, we aim to provide the support and tools they need.”
Navigating labour relations with care
The 2024-25 academic year saw significant progress in negotiations and the ratification of several collective agreements. Despite some tensions, HR worked closely with union partners to support fair, transparent, and constructive labour relations, balancing institutional needs with the well-being of employees.
“Strong relationships are built on respect, trust, and presence,” Willsher notes. “By partnering closely with our union colleagues, we can implement agreements smoothly, support employees effectively, and focus on our community.”
Over the year, the Employee and Labour Relations team led the successful implementation of the 2023–2026 collective agreements. Collaborating with union partners and internal stakeholders, the team operationalized new provisions, provided guidance and training, and ensured a consistent transition to updated working conditions across the university.
Connecting systems and sustainability
Behind the scenes, HR is always looking for ways to improve processes and systems to better support employees and managers.
In 2024–25, the HR team, with partners and colleagues in IITS and Finance, began planning the RiseUp project to migrate Concordia’s on-site payroll system to a cloud-based solution, as the existing system would no longer be secure. A cross-functional governance structure was established to ensure oversight, while extensive planning and testing were conducted to maintain compliance with Canada Revenue Agency and Revenue Québec regulations. The project also aims to increase automation, reduce manual tasks, and free capacity for higher-value work.
“These system improvements are about more than technology,” Willsher says. “They allow us to reduce administrative hurdles, safeguard employee information, and dedicate more time to supporting people.”
Modernizing HR systems also supports Concordia’s broader commitment to sustainability. By moving processes online, reducing paper use, and streamlining workflows, HR helped to create a greener, more resource-conscious workplace.
HR and Concordia also took an important step towards the sustainability and modernization of our group insurance program as part of our employee benefits by implementing significant changes on January 1, 2025, namely by including a Health Care Spending Account.
Concordia’s efforts were recognized in 2024 when the university was named one of Canada’s Greenest Employers, reflecting a community-wide commitment to environmental responsibility. Within HR, this recognition highlights practical changes that improve both efficiency and the employee experience, from expanding online self-service to modernizing workflows and setting expectations for suppliers.
“Thoughtful, everyday choices can make a big difference,” Willsher adds. “By embedding sustainable practices into how we work, we make services easier to access, reduce environmental impact, and dedicate more time to supporting our people and our community. This recognition is a wonderful reminder that sustainability and employee experience go hand in hand.”
Looking ahead
Reflecting on the year, Willsher points to service, empathy, and partnership as defining elements of HR’s work.
“Over the past year, our teams responded to more than 6,500 service requests, answered over 5,000 calls, and prepared more than 700 letters of attestation,” she says. “What I’m most proud of is how we show up for people every day; listening, supporting, and helping them thrive. If you support people well, the university is stronger for it.”
Looking forward, HR remains focused on delivering professional, empathetic, and consistent services that support the Concordia community and contribute to the university’s continued success.
