Vergleich: Bell Canada vs OMERS BETA

Erfahren Sie, wie OMERS bei Mitarbeiterbewertungen, Stellenangeboten, Befürwortung der Geschäftsführung, Unternehmensperspektive und vielem mehr im Vergleich zu Bell Canada dasteht.


(nur Mitarbeiter in Vollzeit und Teilzeit)
(basierend auf 2221 Bewertungen)
(basierend auf 107 Bewertungen)
Vergütung & Benefits
Kultur & Werte
Positive Bewertung des CEO
Bell Canada CEO George Cope
84%George Cope
OMERS CEO Michael Latimer
53%Michael Latimer
% empfehlen dies einem Freund
Positive Geschäfts­prognose


Gehälter für ähnliche Jobs
Für dieses Unternehmen liegen keine Gehaltsangaben vor.
Für dieses Unternehmen liegen keine Gehaltsangaben vor.

Was sagen die Mitarbeiter?

„Good benefits”(in 156 Bewertungen)
„Work life balance”(in 122 Bewertungen)
„Work life balance”(in 13 Bewertungen)
„Good benefits”(in 11 Bewertungen)
„Work life balance”(in 91 Bewertungen)
„Long hours”(in 45 Bewertungen)
„Pension”(in 12 Bewertungen)
„No cons”(in 7 Bewertungen)
Ausgewählte Bewertung
„Gut”21. Okt 2017

Ehem. Mitarbeiter - Anonymer Mitarbeiter

Ich habe bei Bell Canada gearbeitet (Teilzeit)


Gutes Gehalt und gute Athmosphäre


Kein gutes kaffee aber sonst ok

Rat an das Management

Hab kein Rat

Akt. Mitarbeiter - Pension Analyst

Ich arbeite seit mehr als 10 Jahren bei OMERS (Vollzeit)


*DB pension plan *Bonus for perm FT employees *Great office space/design *Office has direct Path Connection *Friendly co-workers and managers *Decent benefits and vacation days *Strong female... representation *Healthy snacks (yogurt, fruits)


**No Work From Home (used to be 2 days a week)- new leadership team has removed WFH insisting it doesn’t boost productivity. Majority of employees travel more than 1 hr each way to/from work which is... tiring. **No Flexible Work Hours - used to be allowed to do your 8 hours whichever time you decide to start/leave. Employees now need to come in latest 9am and leave earliest 4pm each day and stick to same schedule every day. This can be stressful for those of us who don’t live Downtown **Increase to work hours to 37.5hrs/week (used to be 36.35hrs/week) – was done under premise of “work harmonization” but seems to also be form of cost savings by making employees work more hours for the same annual salary (lower hourly rate). **Nepotism- seems to be a common theme that many family members/relatives are being hired without much thought into conflicts of interest. Especially concerning pertaining to management employees hiring family members **High Employee Turnover – at the highest level in the last 10 years; especially high among newer and young employees. This also impacts remaining team members/managers due to added responsibilities, pressure to meet service levels **Low Employee Morale- At the lowest level in years and although you cannot see it on their faces, employees often share their frustration/animosity amongst themselves. This seems to be due to all the changes made outlined here **Long Service Employees being let go- Employees with years of experience and no direct involvement with the “failed project” have been let go for unclear reasons. **Cuts to Work Life Balance/Days off- removal of summer days (used to have a half day for every other Friday in the summer) and flex days. What used to be 2 float days and 4 work life balance days have been replaced with 5 “OMERS days. Also, used to be 1 additional week of vac for employees with 10 years service (now 15 years). Volunteer days used to be paid time off, now you need to take an unpaid day off or use a vac day. **Handpicked promotions- Numerous instances in pension operations as well as client services with a lack of transparency. Annoys other employees who end up complaining things are not fair **Rapid Increases to Productivity/Performance Metrics/Expectations– steady yearly increases to productivity measures and performance objectives. Employees are working harder than ever, feeling stressed out, mentally exhausted, not having time to take breaks/lunches, putting in extra hours after work **Wasteful Activities/Events-emphasis on incentivizing people who participate in non-core work related initiatives such as volunteer committees, social events, etc by increasing the weight of “interpersonal skills” on total performance. Meanwhile reducing weight of core work related score. Are these “extra-curricular” activities wasteful spending if the majority of employees don’t willingly participate and there is no increase to employee engagement/productivity? Ex) Diversity/Social Committee, “Dialogue Series” involving 3rd party consulting firm. **Inefficient Use of Budget-Teams with unclear mandates such as Agility, Digital, Internal Controls which arguably are not providing value/benefit and leading to budge cuts in more important areas. Disproportionately high number of senior pension analysts, managers, directors within Pension Services which are taking up valuable budget room. **Inefficient Feedback Mechanisms- not much room for honest thoughts/concerns from employees at coffee chats with management due to fear of reprisals. “Anonymous” corporate wide Employee Engagement Surveys are administered online via email link. This prevents employees from expressing honest opinions due to fear of being “tracked” (privacy concerns).

Rat an das Management

We need to take a look in the mirror and ask ourselves what is the priority of the department? Deep reflection and pause for thought is needed. This does not need to be taboo subject. Let’s talk... about it openly and avoid the elephant in the room. Clearly something does not seem right as we can tell. There are more questions than answers. Do we want to be a “World-class” organization and industry leader for employees? Or do we want to be mediocre and never make the annual “GTA’s Top 50 Employers” list again? Does it make sense to have the “failed project” be a budgetary constraint on pension Services for years to come? OR should we just move on and not cry over spilt milk? Does it make more sense to have sleep deprived workers not working at full potential 5 days in the office? OR would it be better to have energized/rested employees who work a day or 2 a week from home? Does Pension Services deserve the same level of respect as other areas of OMERS such as the Investment Management Team? OR is Pension Services just not as vital to the success of the company? Do we want to take an old-fashioned/discipline approach to the work environment or Do we want to take a modern/flexible approach (work from home included) and attract “top-talent”? Do we want to only focus on driving productivity/performance or do we want reach a better balance while fostering employee well-being and a balanced work/life balance? Who is to blame for all these issues? Is the employees who are used to being given so much over the years, that a simple regression to the mean is troublesome? OR are any of the Vp, Svp, President, CEO to blame for state of things? Do employees have justified reasons to be disgruntled? OR are they overreacting by a series of changes that leaves them with a lot of positives? In summary, is the glass half-empty of half-full in OMERS Pension Services? You be the judge.