Greater Toronto's Top Employers (2026) Magazine - Magazine - Page 104
104
( 2026)
SPONSOR CONTENT
OMA’s flexible policies help employees be their best
E
mployees at the Ontario
Medical Association
(OMA) do important
work to advocate for the
province’s physicians
and the health of Ontarians. This
is why the organization focuses on
helping its employees to do their
best, says CEO Kimberly Moran.
I think that when
you are flexible with
your people, they will
deliver the greatest
work because they feel
they can manage their
life and their families
and their commutes in
a way that works for
them.
— Kimberly Moran
CEO
Employees at the Ontario Medical Association attend the Ontario Medical Foundation Golf Tournament.
“Our employees deal with
complex issues, so our job is
to support them to be able to
perform at their very best,” she
says. “I think that when you are
flexible with your people, they will
deliver the greatest work because
they feel they can manage their
life and their families and their
commutes in a way that works for
them.”
At the OMA, this includes
continuing with a hybrid
work model. “We see a lot of
organizations going back to five
days a week in office, but we’ve
listened closely to our staff about
how they want to work to get
maximum productivity,” Moran
says. “It’s been very clear, and
we’ve certainly seen it in our
productivity numbers, that two
days a week in office, where we
do intentional collaboration, has
helped our staff feel like they
have the space to do the kind of
complex work that we do.”
The OMA also offers flexibility
regarding the hours employees
must be in the office. “The
commute in Toronto is a tricky
one,” Moran says. “So, if people
want to come in early, they can
come in early. If they want to
come in later because it suits their
life and that commute is easier,
they can do that. We understand
that people have different
responsibilities with their families
as well as managing commutes,
so flexible work scheduling helps
people feel supported by the
organization.”
Karen Smallwood, executive
assistant to the chief financial and
operations officer, goes into the
office twice a week. “It gives me
an opportunity to have face time
with people, as I enjoy working
with people instead of constantly
meeting online,” she says. “I think
the policy builds a culture of trust
and confidence and empowers
employees to deliver results,
while having individuality in their
lifestyle.”
Smallwood also appreciates
that employees become eligible
for four weeks of vacation early in
their service, with many reaching
that milestone after two years.
The OMA also allows employees
to work from anywhere for four
weeks each year.
“For example, if someone has
a cottage and wants to work from
there, they can do that,” Moran
says. “Recently, an employee’s
mother was in palliative care, and
he was able to visit her in Europe
and used the work-from-anywhere
policy.”
Moran says these flexible
policies have helped women
succeed at the OMA, including
making up a majority of the
executive team. “Sixty-seven per
cent of our employees are women.
So, it’s important they see women
