In an exclusive interview with CanadianSME Small Business Magazine, Heather Haslam, Vice President of Marketing at ADP Canada, sheds light on the evolving landscape of employee satisfaction and what it means for today’s business leaders. Drawing from ADP Canada’s Happiness@Work Index, Heather offers a data-driven perspective on what truly makes Canadian employees feel valued—and why that matters more than ever.
With more than two decades of experience in the Canadian tech sector, Heather brings practical insight into how businesses can foster flexibility, inclusivity, and a culture of respect across generations.
Interview by SK Uddin
In this conversation, she shares actionable strategies for SMBs to navigate workplace stress, boost morale, and create an environment where employees feel connected and committed.
Heather leads the Marketing mandate to support businesses across all segments in Canada. In her role, Heather provides strategic direction for Marketing planning including product marketing, campaign management, demand generation and branding.
Heather has more than 20 years experience in the Canadian technology Market. She is a proven, accomplished and dynamic leader specializing in motivating people for change and increased productivity with successes across Marketing, Sales Channel Development, Product Management, and Mergers & Acquisitions.
ADP Canada’s Happiness@Work Index offers a unique lens on employee sentiment nationwide. What were the most eye-opening findings from the May report, and how should Canadian businesses interpret these results?
One of the most eye-opening findings from the latest ADP Canada Happiness@Work Index is that Baby Boomers continue to lead in workplace happiness, with a score of 7.3/10 in June, despite a slight decline from 7.5/10 in May. They consistently outpace younger generations, including Gen Z (6.7/10), Millennials (6.8/10), and Gen X (6.6/10), underscoring the enduring value they place on stability, respect, and flexibility. As employers prepare for this group’s large-scale retirement by 2030, their elevated satisfaction levels offer valuable insight into what makes work meaningful.
The data also shows a strong and consistent connection between workplace happiness and flexible benefits, such as extended health coverage and adaptable schedules. Respect, transparency, and the ability to disconnect – especially during summer – are top contributors to positive employee sentiment. Canadian businesses should interpret these results as a call to action: fostering respectful, supportive, and flexible work environments is essential to maintaining satisfaction and reducing turnover across all age groups.
Given your experience, why is it important for organizations to regularly measure and understand employee happiness, and how does the Happiness@Work Index help companies address evolving workforce needs?
The Happiness@Work Index provides a real-time, month-by-month pulse on what Canadians value most at work. It can serve as a powerful indicator of workplace health and long-term organizational resilience. By measuring happiness consistently, leaders can surface important trends and identify both pain points and opportunities across diverse employee demographics. Knowing how particular regional or generational differences trend, can help people leaders, HR teams, and senior management know best when to make changes and how to communicate those evolutions.
The Index highlights significant generational differences, with Boomers leading in happiness and Gen-Z following. What can employers do to foster a healthy, multi-generational workplace where everyone feels valued and engaged?
Employers can create more inclusive and engaging workplaces by acknowledging the unique values of each generation. For Boomers, drivers of happiness include stability, respect, and purpose. For Gen Z and Millennials, priorities often include flexibility, career development, and transparent leadership.
The Happiness@Work Index confirms these patterns. While Boomers are consistently the happiest group (7.5/10 in May; 7.3/10 in June), younger generations trail slightly behind, suggesting that their needs may be less consistently met. To bridge this gap, employers can offer personalized and flexible benefits, foster intergenerational mentorship and encourage open dialogue across age groups to build mutual understanding and respect.
Workplace stress—whether seasonal or ongoing—can impact both happiness and productivity. What are the main drivers of employee stress you’re seeing, and how can employers proactively address these challenges through benefits, wellness programs, or other initiatives?
The Happiness@Work Index points to several consistent stressors: lack of flexibility, lack of career advancement opportunities, limited compensation and benefits, and insufficient recognition or support. Employers who tap into what their teams actually want through either voice of the employee surveys, one on one meetings, or HR interviews are better empowered to build plans that meet employees needs. It also highlights the protective role of benefits like extended health coverage (dental, vision, etc.), flexible schedules, and the ability to disconnect, particularly during summer.
In June, 47% of workers cited flexible summer hours and encouragement to take time off as top contributors to positive experience, while 91% said positive workplace relationships are key to staying with their employer. Additionally, respect and transparency – highlighted in May – remain vital to reducing stress.
To proactively address these concerns, employers can invest in tailored wellness programs, encourage vacation use and work-life balance, especially in high-demand periods. Encouraging vacation without the stigma associated with disconnecting is key. These measures will help lower stress while boosting morale and long-term engagement.
To close, what practical advice would you offer to Canadian SMB leaders who want to boost employee satisfaction and cultivate a thriving, resilient workforce?
Start by listening – and not just once. Ongoing feedback loops, whether formal surveys or informal check-ins, are essential to understanding what matters most to your team.
Even modest adjustments, like offering summer hours, hybrid work options, or boosting recognition efforts, can drive meaningful impact. Creating a culture of openness and trust, where employee well-being is prioritized, builds not just satisfaction but resilience.
Ultimately, intentional and consistent efforts to support employees’ evolving needs will position business owners for long-term success in a competitive labour market.
Disclaimer:
The views and opinions expressed in this interview are those of the interviewee and do not necessarily reflect the official policy or position of CanadianSME Small Business Magazine. The content provided is for informational purposes only and should not be construed as professional advice. CanadianSME is not responsible for any actions taken based on the information provided in this interview.
