What does it actually take to make people want to stay at their jobs? For CAA Atlantic Limited, a company based in Dartmouth, Nova Scotia, the answer turned out to be surprisingly straightforward: listen to your employees and act on what they say. Over the past four years, this organization, which provides roadside assistance, insurance, and travel services across Atlantic Canada, has gone through a deep internal transformation, and the results speak for themselves. The story of this workplace culture shift offers valuable lessons for any organization wondering how to build a healthier, more engaged team.
A New Vision for the Workplace
When Mike Burgess stepped into the role of vice-president of people and culture, he inherited a company with a traditional, hierarchical structure. His goal was to move away from rigid formality and toward a model built on genuine employee engagement. This meant revisiting the company's core mission, vision, and values, and making sure those principles were reflected in every stage of the employee experience, from the moment someone is hired to how their performance is evaluated day to day.
Concrete Changes That Made a Real Difference
Rather than sticking to vague promises, CAA Atlantic introduced tangible improvements based directly on staff feedback. These included a more relaxed dress code, extended vacation time, stronger compensation packages, and even educational scholarships for employees' children. One of the most telling results: after the new salary structure was introduced, the company went through an 18-month period without a single employee resignation. That kind of stability is rare, and it didn't happen by accident.
Career Growth as a Core Priority
Beyond day-to-day comfort, CAA Atlantic invested in its people's long-term development. The company built a Career Path program that maps out the skills, experience, and training needed for each role, giving employees a clear roadmap for their own growth within the organization. Leadership training and development opportunities were also introduced for both front-line staff and mid-level managers, turning professional growth into something concrete and accessible rather than a distant aspiration.
A Culture Built on Dialogue
Perhaps the most distinctive feature of CAA Atlantic's approach is its commitment to open, ongoing communication. Employee engagement is measured annually, and regular pulse checks allow leadership to spot issues before they become problems. When staff expressed a desire for more social connection, the company responded by launching CAA Week, a series of events including group meals, outings, and multicultural celebrations. Even the company's president participates in team meetings, sending a clear message that leadership is genuinely invested in the people it works with.
Roadside technician Dominick Forrestall summed it up well: his colleagues tend to stay for the long haul, and he feels that his background and experience are genuinely valued. That sense of being seen and appreciated, it turns out, may be the most powerful retention tool of all.