Landed the Job

Jan. 5, 2026

Ally Shamji’s career is driven by a passion for public service and human resources. Now leading recruitment and workforce planning at Ontario Health, he reflects on how his time at Seneca Polytechnic launched his career and how a metrics-focused approach has helped shaped his success

I was only 17 when I began my undergraduate degree program in Political Science and Economics at York University and wasn’t sure what direction I wanted to take in my career.  Before graduating, I met with an academic advisor who noticed how much I enjoyed my Human Resources (HR) electives and suggested I look into Seneca’s HR Management graduate certificate program because it offered a coop placement. That advice launched my career. 

Seneca ended up being one of the most practical and impactful educational experiences I’ve had and I still keep in touch with many people from my program. Since then, I’ve gone on to complete a master’s in HR and change management from Penn State University and additional executive education at Queen’s University— but Seneca was the turning point that set my career in motion. 

The transition was fairly seamless thanks to Seneca’s co-op program. My placement at Toronto Hydro gave me hands-on experience and even extended into part-time and contract work, a milestone that laid the foundation for my HR career. That exposure to a major public sector employer was invaluable. When that contract ended, I moved to a smaller organization called Pro Home. It was a challenging transition, but I’m grateful for the experience and learning the different areas of HR.  

I began my career in broad HR generalist roles. At Kinark, where I spent about three years, my work was mostly generalist, but there was always a connection to recruitment. When I moved to the City of Toronto, I shifted more toward recruitment while also gaining experience in compensation. 

The real turning point came at York Region, where I stepped into leadership for the first time, managing both talent acquisition and talent management teams. That experience set the stage for my next role at Metrolinx, where I led a team of 40 in a large, complex organization. Today, as Director at Ontario Health, I oversee recruitment and workforce planning, lead a team of 15 and help shape HR strategy. Ontario Health is still evolving, so much of my work involves building processes while keeping operations running. It truly feels like I’m “building the plane while flying it,” and that challenge keeps me motivated every day. 

My parents came to Canada in 1972 and they were amazed by the support we received from all levels of government. That experience shaped my values — I grew up believing in giving back to the system that helped us.

As I learned more about the public sector, I came to appreciate how meaningful the work is and the tangible impact it has on communities. The opportunity to contribute to outcomes that directly support the public good is highly motivating. The breadth and variety of the work also keep me engaged—no two days are the same. While government roles are sometimes perceived as routine, my experience has been quite the opposite. The combination of purpose, people and intellectual challenge is what makes public service the right fit for me.

My team manages the job vacancies across Ontario Health, from unionized roles to leadership positions in clinical, operational and digital areas. I focus on keeping recruitment moving, improving efficiency and tracking metrics like the quality of hire.

Beyond operations, I lead strategic programs, including an early talent initiative for co-op students and new grads, and working with equity committees on inclusive hiring efforts. Workforce planning is another key part of my role. I work with finance and leadership to forecast staffing needs and advise on market realities. Every day is a mix of operations, strategy and problem-solving, which keeps things exciting.

One of my proudest achievements was leading York Region’s COVID-19 response. My team hired all vaccine clinic staff and supported operations, often working seven days a week to recruit nurses, doctors and leadership roles. There was no playbook and I thrive in that kind of environment. Knowing we helped protect our community during a global pandemic is something I’ll never forget.

Another highlight was building York Region’s employment brand and early talent program and since then, the Region has earned recognition as one of Canada’s Best Employers and GTA’s Best Employers. I created a student hiring program that brought in over 400 students. That success is something I’m working on replicating at Ontario Health.

More recently, stepping into the Director role at Ontario Health was a milestone. I built a talent acquisition framework from the ground up — hiring, coaching, developing programs and implementing metrics. Using data to show HR’s value has been key and my economics background helps me tell that story in a way that resonates.

One course that really stuck with me was financial accounting. What resonated most was what the professor said: “Not everyone understands HR language, but everyone understands numbers.” That advice reinforced something I still use today — numbers are the universal language of business. If you can read a balance sheet and understand assets and liabilities, you can speak to any leader. That mindset shaped how I approach HR now, using metrics and data to demonstrate value.

When I hire co-op students, I often go back to Seneca because I know the quality of the program. In fact, the last five co-op students I’ve hired have all been from Seneca. It’s my way of giving back to an institution that helped launch my career and continues to produce strong talent.

I want to keep growing in HR while deepening my focus on analytics and using data to drive decisions. Integrating metrics into HR strategy is something I’m passionate about and eager to explore further. I also love teaching and mentoring, so I hope to do more of that as I progress in my career.

1. You’ll never feel completely ready and there’s never a perfect time — so when an opportunity comes, take it. If you make mistakes, that’s okay. You learn more from mistakes than successes because that’s when real growth happens. 
2. Be a sponge. Learn from everyone. Watch how people interact and present themselves. Those observations can teach you as much as any textbook.