Greater Toronto's Top Employers (2025) Magazine - Flipbook - Page 30
30
( 2025 )
SPONSOR CONTENT
At Altus Group, the key to flexible work is trust
A
s a university student,
Martin Miasko had
a goal of becoming a
director by the time
he was 30. Interning
with Altus Group helped make
his goal a reality.
Miasko progressed to the
director level on the financial side
of Altus Group and realized he
wanted to do something more.
When a position came up in investor relations, Miasko discussed a
potential move with management.
Because of his high performance,
he was encouraged to apply – and
got the job.
“To be able to shift what I do
while staying with the same company was life-changing for me,”
says Miasko, now director, investor
relations.
“Altus Group has a culture that
accommodates without compromising performance,” says Kim
Carter, chief people officer.
A global provider of asset and
fund intelligence for commercial
real estate, Altus Group has
offices across Canada, and around
the world, with headquarters in
Toronto.
The company has people
working in AI and data science
collaborating with people who
have decades of experience in
commercial real estate professional services. “An energy
permeates meetings,” says Miasko.
“Our vision is to innovate and
transform the commercial real
estate industry.” He jumped at the
chance to work at the intersection
of technology and real estate.
Carter feels that a company that
Employees at Altus Group provide a software demonstration during Altus Connect, the organization’s annual
client conference.
calls itself a disrupter and a bold
thinker has to approach talent decisions a similar way. “We do a lot
of work measuring performance
and assessing potential,” she says.
“We don’t put people in a box.”
“Altus Group has a culture
that accommodates without
compromising performance.”
— Kim Carter
Chief People Officer
The detailed performance
management system sets the stage
for employee success. Managers
and employees develop cascading
objectives based on the company
strategy and the employee’s priorities as an individual. Frequent
check-ins show the status of
objectives and development goals.
“We ask not just what are you
delivering, but how are we developing and enabling you to deliver
on your priorities,” she says.
Carter says another main benefit is an activity-based work model.
“The key to being able to provide a
flexible work environment is trust.
It’s a balance,” she says. “Teams
let us know what kind of schedule
works for them and, as long as
they are achieving their goals, they
are free to work to that schedule.”
Turnover and attrition have
gone down by approximately
50 per cent in the past two years
at Altus Group globally. Carter
thinks the inclusivity of this
work model may be a key reason.
“A flexible work environment
empowers everyone – at any stage
of their career, from young people
who want to come into the office
to work in a way that helps them
