'You might not like what I have to say, but you're going to know that it's the truth,' says head of HR at one of Canada's largest bakeries
When Leslee Wills was 18 years old, working in the auto industry, and just starting out in the labour relations space of human resources, she learned a lesson about managing people that she still lives to this very day.
“I worked for a guy who said his objective in a plant of 2,200 people was to meet everybody and to know everybody on a first-name basis, and to know one thing about them by the end of the year,” she says.
“And little did I realize that at 18, that would stick with me my entire career. I rolled my eyes at the time when he said it. I'm like, ‘Good lord, he's never going to do that.’ And he did, and God love him.”
Now vice-president of people and corporate affairs at Bimbo Canada – one of Canada’s oldest and largest bakers – Wills still credits this simple philosophy as a cornerstone of her working style and career.
Multifaceted role in people and corporate affairs
Bakery giant Bimbo Canada is headquartered in Etobicoke, Ontario, with about 4,000 associates across the country – it's also part of Grupo Bimbo, which is spread across 35 countries on four continents.
In her role, Wills oversees a wide range of responsibilities, from social impact and HR operations support to total rewards, communications, government relations, diversity, equity and inclusion, corporate social responsibility, volunteer and giving programs, and safety and well-being.
“I have the privilege of overseeing a really varied group of functions, leading people in corporate affairs,” she shares.
Her days are rarely predictable. Wills is constantly switching gears, sometimes dealing with urgent issues, other times focusing on long-term strategy.
“From a strategic perspective, I'm constantly looking at ways to take all of those functions a step forward, whether it's technology, whether it's deepening our associate engagement focus, whether it's thinking about employee value proposition,” she says.
“I also, in my position, sit on our executive team, so I get to be an equal voice with a group of a dozen others who report in to our president and steer the future of our business and figure out business strategy and what we need to do.”
It’s a balancing act, she explains: making sure employee-focused initiatives like safety and well-being are not just implemented but also fit with Bimbo Canada’s business goals: “It's about first and foremost, having people know in our organization that as a person, their safety and well-being come before anything else."
The importance of leader connection with employees
Wills is quick to point out that while skills matter, it’s the human connections that really make a difference – not only proving you have the knowledge to make plans and implement them, but also establishing credibility through meaningful relationships: “What endures over time is the positive imprint, if you will, that you leave on people, on culture, and on an organization,” she says.
Wills believes these kinds of connections aren’t just “nice to have”, they’re essential for keeping people engaged and committed; when employees feel seen and valued, she says, they’re much more likely to stick around and do their best work.
This is especially true for leaders, she stresses. Wills also acknowledges that while it’s tough to measure the impact of these relationships with hard data, their influence can be seen in things like retention and engagement.
“When you really look at why people leave, people leave their leaders,” she says.
“They don't feel a sense of purpose; they don't feel a sense of belonging. In my interactions with people, I'll ask them, ‘Do you love what you do? Are you happy doing what you're doing?’ And over time, you develop a relationship with people who will open up to you and say, ‘I love what I'm doing.’ And that's different from someone who says, ‘I hate what I'm doing.’”
Transparency, feedback, and the value of trust
Wills shares that under her HR leadership, Bimbo Canada’s engagement survey participation rate has jumped from 36 per cent a decade ago to nearly 90 per cent.
She credits this to a genuine, long-term commitment to putting people first, explaining that building a culture of trust and openness is key to getting honest feedback.
This trust doesn’t happen overnight though, she adds. It’s built through consistent, transparent communication and by – importantly – following through on what you say you’ll do. When it comes to tough feedback, Wills doesn’t shy away from difficult conversations. She’s a firm believer in being upfront, even when the answer isn’t what people want to hear.
“I always want to look for the things that show up repeatedly,” she says.
“If they're on people's minds, you have to address them … I've always had success in being transparent.”
Her approach, shaped by years in labour relations, is all about honesty and clarity. Wills says employees might not always like the answer, but they’ll always get the truth from her. By keeping things real and focusing on trust, she aims to make sure everyone at Bimbo Canada at least feels heard, even when the company can’t say yes to everything.
“I've built a reputation where you might not like what I have to say, but you're going to know that it's the truth," she says.
"And if it can't happen, I'm going to tell you why.”
