Why is Thomson Reuters the best place to grow your career?

Thomson Reuters values continuous learning and skill development to drive innovation. Our learning culture promotes career growth, belonging, risk-taking, and innovation. In a survey after our most recent enterprise-wide Learning Day, 86% of our global teammates agreed that our culture supports learning and growth.

We had the chance to chat more about this with Chris Louie, who leads our Global Learning and Development team.

 

 

Q: Why is Thomson Reuters the best place to grow your career?

At Thomson Reuters, we have a strong sense of purpose, informing the way forward for a diverse range of crucial sectors (legal, tax and accounting, government, news) over our 160+ year history. Throughout, we have maintained a commitment to learning and a culture that values and supports personal growth and development, as well as colleagues’ mental health and wellbeing. With a tremendous set of learning opportunities spurred by internal mobility and innovation, this is a fantastic place to start, grow, and accelerate your career.

Q: How does Thomson Reuters support internal career mobility?

We aspire to make all new opportunities available to all employees through internal posting and promotion of our jobs, with an emphasis on equitable consideration of all applicants. We also provide opportunities to grow through gigs and cross-functional initiatives that prioritize skill development and facilitate pathways to internal mobility. As of June 2023, 57% of all career opportunities were filled internally (excluding entry-level roles), with 75% of all leadership roles filled through promotions and internal movement.

Q: What are the focus areas for learning topics for all employees this year and why are they important?

Three key topics for us enterprise-wide are manager skill building, unconscious bias and inclusive behaviors, and training on artificial intelligence and Career Development and Growth Thomson Reuters values continuous learning and skill development to drive innovation. Our learning culture promotes career growth, belonging, risk-taking, and innovation. In a survey after our most recent enterprise-wide Learning Day, 86% of our global teammates agreed that our culture supports learning and growth. We had the chance to chat more about this with Chris Louie, who leads our global Learning and Development team. machine learning. Each is crucial to our values, strategy, and vision. We believe managers are foundational to a strong and supportive culture that fosters engagement, collaboration, and innovation. By addressing unconscious bias and inclusive behaviors, we are creating a more diverse and inclusive workplace where everyone feels respected, valued, and empowered. And finally, promoting understanding and excitement about artificial intelligence and machine learning across our global colleagues will help us lead the way in unlocking the value of these technologies for our customers and the broader industries in which they operate.

Q: What role does diversity, equity, and inclusion play in the Thomson Reuters approach to career development and talent mobility?

Diversity, equity, and inclusion are foundational to our talent strategy and ingrained in our approach to career development. We have focused learning programs that support the development of colleagues from underrepresented groups. We promote the achievement of diverse candidate slates and a focus on critical skills in our recruitment process for both external and internal hiring. Our ten global business resource groups focus on connection, allyship, and skill-building across groups of colleagues. We also showcase talented colleagues from underrepresented groups through internal spotlights that are an integral part of our talent discussions.

Q: How do you stay current with trends and best practices in career development, learning, growth, and talent mobility, and how do you incorporate these into your organization’s approach?

My job requires me to continually be on the lookout for opportunities and approaches that can make our colleagues’ career development and experiences fundamentally better. Sometimes that comes from identifying and scaling efforts already happening within our walls — I’m continually connecting with function and region-specific teams about exciting talent initiatives happening locally. Sometime the ideas are happening on the outside, and I’m constantly reading, listening, and connecting directly to talent leader peers at other companies for inspiration and advice. I think I have the best job in the world: helping 26,000 colleagues be their best and continually getting better!

Chris Louie, Head of Talent Development, Thomson Reuters

 

Find out more about working at Thomson Reuters

Explore current vacancies at Thomson Reuters