Osgoode Properties

Ouellette holds a degree from the University of Moncton and has valuable experience working with Aramark Sports and Entertainment and the Government of Canada. He has built his career around supporting people, culture, and organizational growth. Through progressive roles in human resources, he developed expertise in employee relations, talent development, and strategic HR leadership. Eric’s journey reflects a steady focus on aligning people practices with business objectives.

Three Decades of Leadership Across Industries

As the Director of Human Resources at Osgoode Properties, my journey through the human resources landscape has spanned over three decades, and I have been fortunate to witness and drive numerous transformations within the field.

I have worked across various industries, from contact centers to the public sector, sports, and entertainment, each with its own challenges and nuances. However, one core truth has remained consistent: HR is the cornerstone of an organization, transcending the boundaries of any specific industry. Whether it is policy compliance, internal development, or employee relations, HR plays an essential role in supporting both employees and the organization itself.

Today, at Osgoode Properties, I oversee a comprehensive range of responsibilities, including talent strategy, performance management, leadership development, and organizational design. Our human resources approach is tailored to support employees through every phase of their journey with us, ensuring they are empowered, educated, and engaged in a meaningful way.

Crafting a Future-Ready Workforce Through Career Pathing

One of the pillars of our HR strategy at Osgoode Properties is career pathing. The real challenge in property management is ensuring that our employees are not just meeting their job requirements, but are thriving and growing within the company. As a property management company operating across multiple provinces—Ontario, Quebec, and Alberta— the diversity in workforce culture and the physical distance between our sites can create challenges in ensuring consistent development and alignment with our organizational goals.

"By making these pathways clear, we not only provide our employees with a sense of direction, but also create an environment where they can see a future for themselves within Osgoode Properties."

At Osgoode, we tackle this by clearly defining career progression for every role within the company. It is not simply an org chart; it is a roadmap that outlines the skills, experience, and educational requirements needed to move forward in one’s career. We emphasize both internal and external education, whether through internal training or support for college courses and professional development. Our employees are given the clarity and support they need to take the next step in their careers.

The process goes beyond creating a structured career path. We also provide significant support through our education immersion program. This program helps employees acquire the necessary skills and qualifications to grow within the company, while ensuring we retain institutional knowledge, which is crucial to our long-term success.

By making these pathways clear, we not only provide our employees with a sense of direction, but also create an environment where they can see a future for themselves within Osgoode Properties. This, in turn, increases employee engagement, satisfaction, and retention. As an organization, we believe that retaining and promoting from within is one of the key drivers of stability, not just for employees, but for our tenants as well. A well-trained and experienced staff can build lasting relationships with tenants, which is critical for maintaining long-term, successful resident relationships.

Harnessing Technology to Support Employees, Not Replace Them

Technology is increasingly becoming a vital part of property management. At Osgoode Properties, we have been deliberate in our adoption of technology, ensuring it is designed to complement, not complicate, the work of our employees. Every new system or tool we implement is thoroughly vetted by our technology committee to ensure it not only improves operational efficiency but is also aligned with the realities of day-to-day operations on the front lines.

For example, we have embraced technology to digitize the leasing process using software called DashQ. This new technology has eliminated paper while automating the process. This shift has resulted in significant time savings while increasing transparency and accountability. However, we did not rush into this transition without understanding the impact on our frontline teams. We involved them in the decision-making process and ensured they received adequate training so the transition was smooth and beneficial for everyone involved.

We understand that property management is a relationship-driven business. Our employees are the ones who directly interact with residents, and the knowledge they accumulate over time is invaluable. Technology cannot replace the experience and intuition that come with years of working in the field. What technology can do, however, is reduce administrative burdens, allowing our teams to focus more on building those important relationships and providing excellent service to our tenants.

Empowering Frontline Teams to Improve Resident Experience

The heart of our business is our residents. We understand that exceptional resident outcomes are what differentiate us in the competitive property management market. As such, it is crucial that our HR initiatives are closely aligned with the needs of frontline teams. This means HR cannot be effective from a distance; we must be deeply embedded in the day-to-day operations of property management.

Our HR strategy is designed with this in mind. We work directly with property management, maintenance teams, and other frontline staff to understand the challenges they face and ensure our initiatives help them do their jobs more efficiently. If an HR initiative does not directly contribute to improving the resident experience or empowering our employees, we do not move forward with it.

This close collaboration between HR and frontline teams has been a key driver of our success. By focusing on internal development and promotion, we ensure our leaders have a deep understanding of the company’s culture and the nuances of resident relationships. Many of our leaders have grown through the ranks at Osgoode, which helps maintain continuity and trust within the organization and ultimately benefits our residents.

Building a Culture of Care and Performance

At Osgoode Properties, we believe performance and culture are not opposing forces, but can reinforce each other. We focus on maintaining a strong, supportive culture while driving high performance across the organization. Empathy and care are central to how we operate, and we take great pride in the low turnover rate within our company. Employees stay with us because they feel supported, valued, and empowered to grow their careers.

The key to this success is clarity. We ensure our employees understand their roles, the expectations placed upon them, and how they can develop their skills and careers within the company. In return, we see higher employee satisfaction, better retention, and a more engaged workforce.

Our culture of care is not just a feel-good slogan; it is an integral part of our business strategy. We ensure every leader within Osgoode shares this philosophy and works to protect it. This is only possible when the organization is committed to investing in its people and truly values employee-centric relationships.

Advice for Fellow HR Leaders

Looking ahead, I would offer the same advice to fellow HR leaders: invest in your people. Develop clear career pathways and provide the necessary support to ensure your employees can grow and thrive within your organization. This will not only help retain experienced employees, but also protect the valuable institutional knowledge that is the backbone of your business.

Beyond that, never lose sight of the importance of care and empathy. A strong culture does not have to come at the expense of performance. In fact, they should complement each other. By focusing on both employee development and resident satisfaction, you can build a future-ready workforce that is engaged, motivated, and dedicated to delivering exceptional service.

At Osgoode Properties, we are fortunate to have an organization that truly believes in investing in its people, and that belief makes my job a little easier. I look forward to continuing to work with our talented team to create an environment where everyone can thrive, today and in the future.