Katherine Macnaughton, Manulife's VP, on the importance of meeting management in remote engagement
Hybrid models are no longer a ‘nice to have’ benefit – they’re becoming more of an expectation. Research from International Workplace Group found that 40% of employees are less likely to quit or become demotivated at work if their organization offers a hybrid working model.
For managers, the issue becomes how best to manage teams while they’re working from home. How do you maintain culture and engagement when you’re away from those watercooler moments and team lunches?
Speaking to HRD, Katherine Macnaughton, Vice President of Global Talent Management & Development at Manulife, says that her company had already established a strong hybrid working culture even before the pandemic.
“Many of our global teams across Asia, North America, and Europe were already working in a hybrid way,” she says. It was this foundation which allowed them to build on existing practices and enhance support for leaders navigating a new era of remote collaboration.
Manulife's leadership development programs now reflect this blended approach, integrating both in-person and virtual elements. According to Macnaughton, the company has created a comprehensive framework to guide leaders and employees in understanding expectations for hybrid work.
"We have guidelines and toolkits with best practices on connecting with hybrid teams," she explains.
A significant aspect of Manulife's strategy is the investment in self-service learning. The company has partnered with LinkedIn Learning to offer on-demand training resources, and it has developed internal "Working Better" guidelines. These include practical tools for meeting management and recommendations for scheduling breaks to ensure employees have time to transition between meetings, whether they are in the office or online.
“In a hybrid world, we need to make sure there’s time to move from meeting to meeting,” Macnaughton adds.
Macnaughton’s own team exemplifies the global, distributed nature of Manulife's workforce, with members based in Singapore, the Philippines, China, Japan, Boston, and Toronto. To manage such a diverse team, she has implemented specific measures aimed at promoting balance and well-being.
“Monday mornings and Thursday evenings Eastern Time are blocked for heads-down work time—no meetings scheduled,” she shares. This structure helps prevent burnout and ensures team members have uninterrupted time to focus on their tasks. Additionally, she encourages her team to be mindful of their schedules, emphasizing the importance of evaluating meeting invites.
“Not every meeting needs everyone to join. Can it be recorded? Can we send a delegate? Those are the questions we’re asking our employees to consider when joining and responding to meeting invites,” she adds.
The next key pillar of Manulife’s people strategy lies in identifying and nurturing the next generation of leaders. Here, Manulife relies on a rigorous talent identification process whereby, annually, the company assesses roughly a quarter of its management population to pinpoint individuals with the aspiration, performance, and capabilities needed for future leadership roles.
“We look at who has the performance and capabilities that we need to drive our business forward,” Macnaughton explains.
The detailed calibration process is designed to ensure leaders take ownership of talent management, not just within their teams but across the broader organization.
"We want leaders to be thinking about talent across the board—not just their own direct reports," she says.
And development isn’t just identified, it’s actively pursued. Macnaughton tells HRD that the commitment to continuous learning and career growth is truly something that sets them apart.
“There’s a strong focus on following through with development plans," she notes. “We’ve got a really strong leadership bench as a result.”
Part of this development includes a strong focus on aligning leadership development with the company’s broader strategic goals.
"Building high-performing teams is a key pillar of our business strategy,” adds Macnaughton, noting that every initiative in talent and leadership development is designed to support this objective. Over recent years, Manulife has focused on evolving its culture and talent efforts, aiming to make these areas a clear competitive advantage.
Macnaughton points out that this shift is already visible in the company’s engagement data and other key performance metrics, suggesting that the strategy is yielding positive results.
Manulife’s commitment to being a values-based organization plays a significant role in its talent development approach.
"Our values anchor how we work,” she explains, highlighting how they serve as the foundation for identifying, assessing, and nurturing talent. The focus on leadership capability is ongoing, and the company aims to continue to foster a learning mindset across the organization. And, according to Macnaughton, building leadership capability is central not only for current leaders but also for identifying the leaders of the future.
“We continuously cultivate a learning mindset and culture more broadly,” she tells HRD.
