How AI, flexibility and community shape HR at Peel Mutual
Matt LeMaire, chief operating officer and head of HR at Peel Mutual Insurance, has overseen a significant transformation in the company’s approach to work.
Having once operated primarily from its Brampton, Ont. headquarters, the company is now “pretty much fully remote at this point,” he says, highlighting the geographic spread of the team and the shift to a decentralized model.
This transition to remote work has required a deliberate focus on maintaining the company’s culture, which LeMaire sees as a critical element of Peel Mutual’s success. He explains that while it is easier to foster culture when everyone is physically together, remote work demands a new level of intentionality.
“Culture is a lot easier to maintain if you're all in the same building, of course,” he says.
“Everybody's there, they're talking to each other, they see people. But I've encouraged our management teams and our executives and pretty much everybody across the board that you need to openly and actively intentionally engage in these culture-building activities to maintain culture in a remote environment.”
Engaging remote staff and expanding talent pools
Keeping remote staff engaged can be tricky, but LeMaire and his team have found ways to make it work. They’ve moved beyond the basics of virtual meetings and created opportunities for genuine connection.
The move to remote has also broadened Peel Mutual’s hiring horizons, he explains.
“When we had to get in-office people prior to COVID, we were generally running into the same group of people over and over again. And obviously we want that group of people to grow a lot larger, give us different opportunities and different skill sets,” LeMaire says.
“As soon as we started doing the remote, we found that we're getting people from all over the country that are applying to these jobs that have the right skill set. And we've really been able to make sure that when we're hiring for a job, we are finding the best possible person regardless of their location.”
This approach has paid off, as evidenced by the company’s consistently high employee net promoter scores – between 88 and 95 since 2020, he says. It also brings in people with new perspectives and experiences, including some from much larger insurers, which LeMaire says has helped the company stay innovative and competitive.
Leveraging AI and focusing on high-value work
LeMaire isn’t just focused on people; he’s also looking to the future with technology. Peel Mutual has started using artificial intelligence to make some of its more complex work a little easier: “It's used to specifically review medical documentation in our claim space.”
But that’s just the tip of the iceberg; LeMaire is working on a bigger, long-term plan for AI at Peel Mutual, a three- to five-year AI portfolio including online education and certifications.
LeMaire’s approach is all about bringing people along for the ride – he knows that introducing new technology can be daunting, so he’s making sure staff have the training and support they need to feel comfortable.
The goal, he says, is to make sure AI is a help, not a headache, and that everyone feels like they’re part of the process.
“By taking this time with them to introduce them to what it can do and build slowly, it’s starting with smaller projects leading up to bigger integrations,” he says.
“It will make them more comfortable and allow them to be involved in that integration process so that we're only introducing it when it actually makes the work easier or improves their output and productivity.”
People-first leadership and the value of listening
For LeMaire, the heart of good HR is getting to know your people – really know them, he stresses, not just their job titles. He sees HR as the bridge between leadership and staff, making sure everyone’s voice is heard and that people feel like they’re part of a real community: “Spending the time to understand what drives each and every one of them.”
LeMaire is convinced that flexibility is the key to thriving in today’s workplace. He’s seen firsthand that what works for one team might not work for another, and he’s a big believer in meeting people where they are.
“What we're seeing from a lot of these return-to-office mandates is that they're not listening to people. It's driven by something else,” says LeMaire.
“Your people really are your biggest strength. And when you stop listening to them and being open with them and having regular conversations with them, you do that at your own peril. These are the engine of your success.”
