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576439_Queens.indd 1 3/3/12 12:55:49 PM CONTENTS

VOLUME 29/NUMBER 5 JULY/AUGUST 2012 PROFESSIONAL DEPARTMENTS 41 CONTRIBUTORS 6 EDITOR’S LETTER 8 LEADERSHIP MATTERS 11 CanadaWorks 2025 LEGAL 17 Performance Management: Avoiding Wrongful Dismissal FOCUS 20 Social Media and the Limits of Tracking Malfeasance COMMUNICATIONS 22 10 Tips to Help IEPs Improve Public Speaking Skills OFF THE SHELF 48 Latest Book Reviews TECHNOLOGY & PRIVACY 50 ILLUSTRATION: MICHAEL EDDENDEN What’s in your Profile? Social Media as a Background FEATURES Checking Tool in Canada THE LAST WORD 54 24 The End of Reviews as We Know Them Keep Calm and Carry On Continuous feedback and career coaching can help managers get the most from staff. By Melissa Campeau UPFRONT 12 The latest human 30 Coaching: Blazing Your Own Trail resources news Profile of Ontario Shores Centre for Mental Health Sciences coaching program. By Stephen Murdoch

34 Mentoring the Future Guiding and developing the next generation of leaders. By Melissa Campeau 41 HR 101 Making the most of 360 multi-rater reviews in your organization. By Sean Conrad

45 Interview with an HR Hero: Sheila Rider Channel your passion into your career. By Kim Shiffman 12

HRPROMAG.com July/August 2012 5 CONTRIBUTORS JULY/AUGUST 2012

JAMES CHOWHAN KATHY KEYI JIA-JONES SEAN CONRAD James Chowhan, PhD candidate, Kathy Keyi Jia-Jones is the founder/ Sean Conrad is a senior analyst with DeGroote School of Business’s owner of Cross-Cultural Biz, a training Canadian-based talent management management of organizational and consulting company specializing solution provider Halogen Software, behaviour and HR program at McMaster in cross-cultural business solutions. www.halogensoftware.com. He regularly University. His research focuses on the She is the author of Effective Cross- writes on talent management trends relationship between HR management Cultural Communication and Confl ict and issues in industry magazines and practices and organizational outcomes. Solving and has taught business and on the Exploring Talent Management In particular, the effect of human capital cross-cultural business communication blog, www.halogensoftware.com/blog/. development and training on innovation courses at university and community He discusses how to, and how not to, use and performance. More broadly, he college levels. An award-winning 360 multi-rater reviews, on page 41. is interested in understanding how speaker, she is currently an area workplace practices and employment governor of Toastmasters, helping others arrangements contribute to employee overcome speech anxiety and improve outcomes both at an individual and communication skills. She discusses family level. He discusses immigrant how to help new Canadians with public employee satisfaction, on page 13. speaking, on page 22.

CHRISTINA HALL ADRIAN MIEDEMA ALYSON NYIRI Christina Hall practises in all areas Adrian Miedema is a partner in the Alyson Nyiri, CHRP, is a freelance of employment and labour law Toronto employment group of Fraser writer, researcher and consultant representing management, with Fraser Milner Casgrain LLP. He advises and specializing in human resources and Milner Casgrain LLP. She provides represents employers in employment, career development issues. She lends her strategic advice with respect to health and safety and human rights expertise and gives readers the real story employee hiring and terminations and matters. He appears before employment in The Last Word on page 54. has experience in wrongful dismissal tribunals and all levels of the Ontario litigation, health and safety matters, courts on behalf of employers. He also employment standards matters and advises employers on strategic and risk human rights issues. Along with management considerations in employment Adrian Miedema, she discusses the pros policy and contracts. Along with Christina and cons of incorporating social media Hall, he discusses the pros and cons of into employee background screening, incorporating social media into employee on page 50. background screening, on page 50.

6 July/August 2012 HR PROFESSIONAL @KHPMA

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555232_Queens.indd 1 10/7/11 7:25:30 PM EDITOR’S LETTER PROFESSIONAL

VOL. 29, NO. 5 July/August 2012 Editor: Laurie J. Blake Publisher: Robert Phillips Legal Editor: Malcolm MacKillop, Partner, TALK BACK Shields O’Donnell MacKillop LLP Contributors: Daphne FitzGerald, Alison Adam, Jocelyn Bérard , Melissa Campeau, Jennifer Campbell, Scott Bury, Ian Turner, Stephanie Messier, Stephen Murdoch, Alyson Nyiri, Peter Fairlie Sales Manager: Bill McDougall Project Manager: Alana Place never thought I’d admit it, but I really enjoy Marketing: Rebecca Wentworth it when readers “talk back” to me about Art & Design: Emma Law Publication Director: Wayne Jury what they’ve read. At the very least, it tells Advertising Sales Representatives: Cheryll Oland, me they are reading with a critical, objective Maria Antonation, Norma Walchuk, Tracy Goltsman eye; but, more, it also says they are involved HRPA andI passionate about what they do and believe. Chief Executive Officer William Greenhalgh Vice President, Finance and Administration Gary Monk A few issues ago (March 2012), you may recall we Vice President, Professional Development Marta Pawych ran a column on psychometric testing. I received a Vice President, Marketing and Membership Chris Larsen couple of emails about it. One reader noted: “There Vice President, Regulatory Affairs / Registrar Claude Balthazard, PhD, CHRP are a few unsubstantiated claims by the author. Vice President, Public Affairs Scott Allinson Firstly, the idea that psychometric testing is an EDITORIAL ADVISORY BOARD objective approach; and secondly, anecdotal evidence Michael Bach, National Director of Diversity, is used to support the claims.” Equity & Inclusion, KPMG Lauren Bernardi, Partner, Bernardi Human Resource Law Another wrote: “While I thought the article Les Dakens, Senior Vice-President & CHRO, provided some great reasons to employ psychometric Maple Leaf Foods Inc. testing, I found it incomplete in its treatment of the Alim Dhanji, Vice-President, HR, TD Bank Financial Group Reid Lewis, Vice-President, HR, ConAgra Foods topic. Using psychometric tests in selection does Andrew Miller, Director of Talent Management, have its challenges. For example, how do you select Sysco Foodservice of Canada the right test for the position so that it holds up if Anthony Papa, SHRP, Principle, AFP Prism Consulting Stuart Rudner, Partner, Miller Thomson LLP challenged (likely a greater concern for those of us in unionized environments)? How do you choose HR PROFESSIONAL is published eight times per year for the Human Resources Professionals Association (HRPA), between tests? Also, while personality testing does 150 Bloor St. West, Suite 200, Toronto, ON, predict future performance for a variety of jobs, it M5S 2X9, tel. 416-923-2324, toll-free 1-800-387-1311, fax 416-923-7264, also has problems with adverse impact on minority email [email protected], www.hrpa.ca. As the premier HR association in Canada, HRPA is internationally recognized and sought out for its knowledge, groups, and this shouldn’t be ignored.” innovation and leadership. Fair comments both. A column by defi nition has With more than 19,000 members in 28 chapters in Ontario, and other a very narrow focus and often takes a particular locations around the world, HRPA connects its membership to an unmatched range of HR information resources, events, professional development and point of view. I think this topic demonstrates a need networking opportunities. for a further look into pre-employment testing—I HR Professional magazine is published by Naylor (Canada), Inc. 100 Sutherland think I feel a feature coming up! Watch for it in our Avenue, Winnipeg, MB R2W 3C7, Tel. 1-800-665-2456; Fax 1-204-947-2047. September or October issue. In the meantime, enjoy www.naylor.com our columns and features this issue, which focus on © 2012 Human Resources Professionals Association (HRPA). All rights performance management, coaching and mentoring. reserved. No part of this publication may be reproduced in a retrieval system or transmitted, in any form or by any means, without the prior written consent of And, don’t forget to write: [email protected] or on HRPA or a license from Access Copyright. For a license, visit Facebook at www.facebook.com/#!/HRProfessionalMag. www.accesscopyright.ca or call 1-800-893-5777. SUBSCRIPTIONS (Prices include shipping and handling) $49 per year in Canada; $79 per year in the United States and International. Cheers, Published articles and advertisements do not necessarily reflect the views of HRPA. ISSN 847-9453 HRPA is proud to be a founding member of the Canadian Council of Human Resources Associations. PUBLISHED June 2012/HRP-H0512/7314

This publication is printed on recycled, FSC-certified paper stock. The polybag this magazine came in is 100 per cent recyclable. CANADIAN PUBLICATIONS MAIL PRODUCT SALES AGREEMENT #40064978 Postage Paid at Winnipeg

8 July/August 2012 HR PROFESSIONAL

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582555_Canadian.indd10 July/August 1 2012 4/12/12HR PROFESSIONAL 3:59:31 PM LEADERSHIP MATTERS BY DAPHNE FITZGERALD, CHRP, SHRP

CANADAWORKS 2025

his spring, HRPA released professionals to fi ll CanadaWorks 2025—a them, an immigration major study examining key system that continues economic, social, technological, to see internationally environmental and demographic educated PhDs driving trendsT that will shape the Canadian economy cabs and an education and society over the next 13 years. Co-authored system failing to by Deloitte, the study suggests three possible prepare young scenarios for Canada’s future based on Canadians for labour decisions we make today: The Lost Decade, market demands. Unsustainable Prosperity or The Northern Charting Canada Tiger. towards a Northern You can read more about the CanadaWorks Tiger future means government and business 2025 study in the Upfront section of needs to work together now to set us in this magazine or at www.hrpa.ca/ the right direction by making changes in CanadaWorks2025; but to summarize, the modernizing education, reforming immigration scenario we need to strive for is The Northern and investing in industry excellence and Tiger—a future in which Canada enjoys a infrastructure for access to talent. strong and diverse economy where workplace From a human resources perspective, the fl exibility is the norm and training and study creates the perfect forum for discussion, education providers are in synch with the where the following topics would be brought needs of business. forward and property debated: how to improve Achieving this requires a commitment from employment fl exibility (including trade-offs both private and public sector infl uencers between employees and employers); how to best to move beyond the status quo. Staying the position the Employment Standards Act (ESA) course amid a stumbling global recovery moving forward; adjustments that might be could point Canada to a future of tepid GPD considered for an aging workforce like pension growth, an employment landscape composed incentives, phased retirements and self-paced of people without jobs and jobs without skilled work; and how best to introduce innovative labour management partnerships. All of this, of course, will require counsel and guidance from Canada’s HR professionals. The HR voice in the room will ensure that as political and business leaders consider the best way to move to a Northern Tiger future, they will be guided by appropriate HR principles and practices. Through thoughtful dialogue and debate, HR professionals can help shape Canada’s future, infl uencing policy before it’s fi nalized. More importantly, human resources professionals can not only help employers and employees manage the changes to come, but can act as a catalyst for change right from the start.

Daphne FitzGerald is chair of the Human Resources Professionals Association (HRPA).

HRPROMAG.com July/August 2012 11 UPFRONT FUTURE OF WORK | MOBILE DEVICES HRPA Report Looks at Canadian Economy in 2025

In April, HRPA and Deloitte released CanadaWorks competitive sectors, such as 2025, a whitepaper examining the key economic, social, green technology and ICT, are technological, environmental and demographic trends spawned by the strength of an shaping Canada over the next two decades. It also integrated, technology-savvy, develops three possible scenarios of what the Canadian diverse and highly-engaged economy could look like in 2025: The Lost Decade, workforce. Unsustainable Prosperity or The Northern Tiger. Achieving a Northern The three scenarios fl ow from decisions Canada Tiger outcome will require government and business makes today and show how these choices can make or working in tandem to identify the common strategies break Canada by 2025. Each scenario describes vastly that we need. Most importantly, it will require bold different labour market profi les, productivity measures, changes in key areas: modernizing education, reforming employment contracts and organization of work. immigration, improving employment fl exibility The fi rst two scenarios represent darker alternatives, and investing in industry excellence and talent according to the whitepaper. The Lost Decade envisions infrastructure. prolonged economic recovery resulting in people without “Canada’s success will depend on the creation of a jobs and jobs without skilled people and aggressive out- diverse and sustainable economy built on human capital— sourcing that hollows out Canadian business. Unsustain- an effective workforce that has the right people, with able Prosperity is somewhat brighter, with Canada’s the right skills, in the right jobs,” says HRPA CEO Bill resource sector prospering thanks to global demand, but Greenhalgh. “The strategies discussed in CanadaWorks at the cost of tradable sectors that don’t grow. 2025 encourage a healthy relationship between employer and employee, and help develop a workforce to promote The Northern Tiger the advantages of Brand Canada. Employment is A far brighter future, and one that’s attainable if we shifting now and both public and private dialogue and make the right decisions now is The Northern Tiger. collaboration are necessary to build our future.” In this scenario, Canada seizes global uncertainty as Please visit www.hrpa.ca/canadaworks2025 to an opportunity for profound bold change. New globally download the report. “Bring Your Own Device” to Access Company Networks

According to a Robert Half Technology Although most CIOs surveyed don’t currently allow employees to survey, 49% of Canadian chief information use their personal devices to access company networks, the tide may offi cers interviewed said employees can soon turn, particularly with the rise in telecommuting and remote work access their companies’ corporate net- arrangements. works using their personal smartphones, “As more professionals seek the most cutting edge technologies, tablets, computers or other devices. they would rather use those devices for both work and personal Among the CIOs whose fi rms do allow communication,” says Lara Dodo, a regional VP of Robert Half workers to access the company network Technology in Canada. “Organizations are aware of this trend and are using their own equipment, 44% said their currently determining the best solutions to mobile device management fi rms offer limited technical support to these individuals, 52% offer full in the workplace.” support and 4% offer no support.

12 July/August 2012 HR PROFESSIONAL BENEFITS | ORIENTATION PROGRAMS Immigrant employees less satisfi ed with pay and benefi ts BY JAMES CHOWHAN

Immigrant employees tend to have lower pay and benefi ts satisfaction For Canadian-born employees, the results show that the rewards than Canadian-born employees, according to a recent study from the of relatively high wages and salaries (either compared to the general DeGroot School of Business. In particular, immigrant employees arriving labour market or to the internal workplace labour market), the provision in Canada between 1996 and 2005 were found to be 35% more likely of non-wage benefi ts (e.g., pensions and various types of insurance to be less satisfi ed with their pay and benefi ts than Canadian-born coverage) and the receipt of a promotion all contribute to higher pay and employees. In the increasingly globalized labour market, organizations benefi ts satisfaction. To a lesser extent the same is true for immigrant and countries are facing intensifi ed competition to attract and retain both employees (i.e., the effects have similar and substantial magnitudes; skilled and unskilled workers. The results of this study can assist human however the fi ndings are not signifi cant). The main signifi cant factor resource managers and government policymakers to facilitate more related to immigrant pay and benefi t satisfaction is being rewarded successful integration and retention of immigrant employees. for output performance. Having pay linked to employee output is Results show signifi cantly lower pay and benefi ts satisfaction for particularly important for the most recent immigrants (both groups immigrant cohorts, with the exception of the pre-1965 cohort being arriving between 1986 to 1995 and 1996 to 2005). more satisfi ed compared to Canadian-born employees. The remaining In an increasingly diverse workplace, human resource managers three arrival groups, based on year of entry to Canada (1966 to 1985, need to regularly assess whether practices and policies are salient 1986 to 1995, and 1996 to 2005), were all less satisfi ed. for all employees. Being open to customizing compensation The dynamic nature of migration suggests that being able to retain immi- practices to particular groups of employees can lead to improved grants requires fulfi lling social outcomes such as pay and benefi ts satisfac- employee outcomes. This study suggests that linking pay to output tion. Having immigrants experience lower pay and benefi ts satisfaction can is particularly important for improving pay and benefi t satisfaction for potentially hinder typical immigration policy goals of integration (economic recent immigrants. Human resource managers that are able to better inclusion and social participation), retention and future attraction of work- understand the sources of immigrants’ pay and benefi ts satisfaction will ers. Study results indicate that one key factor that positively contributes to be in a better position to implement practices that can more effectively immigrant’s pay and benefi t satisfaction is receiving pay linked to output attract and retain valuable immigrant employees. performance, such as tips, commissions or piecework payments. Study link: http://bit.ly/LKsDay.

Many Employers LACK ORIENTATION PROGRAM

A recent survey suggests nearly a third of companies do Arrange day-in-the-life tours. Let new employees not offer a formal orientation program to help prepare 3.meet with and observe key colleagues they will be new staff. Yet, when asked, 30% said it helps employees working with across the company. This will enable them better understand the company’s values, guidelines and to learn who does what and gain a broad understanding expectations; another 30% indicated it assists workers in of various departments, job functions and the inner preparation for long-term success with the organization. workings of the organization. 5 TIPS FOR MANAGERS TO HELP Provide a roadmap. Address topics new hires need NEW HIRES ACCLIMATIZE 4.to learn, review core job responsibilities, explain top Roll out the red carpet. Personally greet new hires priorities and highlight performance goals. Maintain 1. on the fi rst day to make them feel welcome. Go out of an open-door policy and schedule regular touch-base your way to reiterate how happy you are that they have meetings to ensure all remain on the same page. joined the team. Make use of mentors. Mentors can shorten the Aim to ease anxieties. Encourage questions and 5.learning curve, allowing new employees to make 2.offer introductions. Schedule a departmental lunch more substantive contributions early on. From a purely to give newcomers a chance to get to know coworkers in emotional standpoint, being linked with a supportive a less-formal setting. adviser gives new hires a stronger sense of belonging Source: Accountemps (www.accountemps.com or via twitter.com/accountemps) and accountability.

HRPROMAG.com July/August 2012 13 UPFRONT WORKPLACE HARASSMENT | MENTAL HEALTH Dominant East Asians face workplace harassment, says Rotman Study

They have been stereotyped was that they “stay in their place,” and don’t take a as a “model minority.” dominating role. A third experiment showed that But when they don’t participants preferred a white co-worker over an East conform to common Asian co-worker if that co-worker had a dominant racial stereotypes, such personality. as being non-dominant, A fourth study found that East Asians who exhibited even people of East Asian a dominant personality at work reported higher levels descent are “unwelcome of harassment than other workers. Those who “stayed and unwanted by their in their place” did not. co-workers,” says a new “The fi rst step to remedying the bamboo ceiling paper from the University created by these prescriptive stereotypes of is to be of Toronto’s Rotman School aware of them and how they can lead to backlash of Management. against those who defy them,” says Jennifer Berdahl, The study shows there a Rotman professor who co-authored the study with is a difference between graduate student Ji-A Min. “Holding East Asians to “descriptive” racial different standards than whites—reacting negatively stereotypes—what people believe to be true about to them when they engage in leadership behaviours— members of a particular group—and “prescriptive” holds them, and all those who might benefi t from their racial stereotypes—how people want members of a leadership, back.” particular group to behave. The study is forthcoming in an issue of Cultural One experiment showed that participants held Diversity and Ethnic Minority Psychology. For descriptive stereotypes of East Asians as being the latest thinking on business, management and competent, cold and non-dominant. A second showed economics from the Rotman School of Management, that the most valued expectation of East Asians visit www.rotman.utoronto.ca/NewThinking. Working Life & Mental Health “Because you can’t really see mental illness… we don’t even recommended by the acknowledge it… and the message people have to get is that it’s Canadian Mental Health out there…. It doesn’t mean that you can’t be a parent; it doesn’t Commission. mean that you can’t work; it doesn’t mean that you can’t go on to The complete tool kit can university…. If people think that it’s something that has to be hidden, be ordered on DVD and CD, something that you can’t talk about, I think that that’s much worse.” and is also accessible online — Peter Lebuis, child and youth worker featured in Working Life at SkyWorks’ website, Working Life is a new documentary toolkit for anti-stigma mental- www.skyworksfoundation. health education in the workplace. The project, which includes org/workinglife. To order fi lm and print materials, was produced by award-winning Toronto the Working Life Tool Kit fi lmmaker Laura Sky, in association with Oolagen Youth Mental on DVD and CD, contact Health. Watch this 37-minute fi lm at www.skyworksfoundation.org/ Vtape, 416-351-1317, [email protected] or www.vtape.org. For more workinglife/index.html. information or to arrange a screening contact SkyWorks Charitable This anti-stigma resource will help employers understand their Foundation at 416-536-6581, [email protected] or role in helping employees deal with mental health problems. www.skyworksfoundation.org. Fostering recovery is one of the six strategic directions

14 July/August 2012 HR PROFESSIONAL

583599_canadian.indd 1 4/25/12 5:46 PM 583599_canadian.indd 1 4/25/12 5:46 PM Did you know the nine essential skills can increase productivity in the workplace? Nine Essential Skills: 1. Reading 6. Working with Others 2. Document Use 7. Thinking 3. Numeracy 8. Computer Use 4. Writing 9. Continuous Learning 5. Oral Communication

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577395_ABC.indd 1 3/17/12 5:54:01 PM LEGAL BY JOHN-EDWARD C. HYDE

PERFORMANCE MANAGEMENT: AVOIDING WRONGFUL DISMISSAL

ow many times do we find ourselves analyzing after the fact, our various communications with our employees? How often do we Hfind ourselves thinking about what we could have done better, particularly when it comes to performance management? We recognize that managing people involves motivating them, managing their expectations, positively communicating the company’s expecta- tions of them and assisting them to achieve. No one wants to hear that their performance is less than expected. Indeed, to some extent, we all defi ne ourselves through our occupations. As the Supreme Court of Canada has noted: …employment is of central importance to our society. As Dickson C.J. noted in Reference Re Public Service Employee Relations Act (Alta.), [1987] 1 S.C.R. 313, at p. 368: Work is one of the most fundamental aspects in a person’s life, providing the individual with a means of fi nancial support and, as importantly, a contributory role in society. A person’s employment is an essential component of his or her sense of identity, self-worth and emotional well-being. I would add that not only is work fundamental to an individual’s identity, but also that the manner in which employment can be terminated is equally important.

How we approach performance management will have a profound impact upon an employee, the individual’s present and future contribution but it recognizes that termination might be the and, particularly, the employee’s continued and unfortunate result. Performance management future employment. focuses upon three essential elements: The objective of a performance management • Communication: employees must clearly policy is to set the procedure to be followed understand the performance expectations they when an employee consistently fails to meet must meet. the standards required of the company. It • Consistency: performance management policies should not be focused upon manoeuvering an must be consistently applied in a fair and even- underperforming employee out of employment, handed manner and regularly communicated.

HRPROMAG.com July/August 2012 17 LEGAL Myers-Briggs ® Type Indicator • Creativity: performance employee in a clear and management policies must understandable fashion? As GET CERTIFIED. BE IN DEMAND. also recognize the abilities an Ontario decision recently and limitations of the noted: employee, the requirements …these additional duties of the position and subjective and responsibilities factors which may impact caused her to get behind upon job performance. in her work and this The best practices of resulted in the work in performance management the shop…to lag behind. are often driven by an ...The defense witnesses understanding of the acknowledged pitfalls that result in legal their wariness of a confrontation. Thus, we can “progressive discipline” learn much from wrongful system. However, what dismissal cases, where emerges from the performance management has evidence is a failed gone horribly wrong. management system. The courts have laid out the [Emphasis added. Hunt threshold for terminating an v. Buckham Transport learn to use the mbti® tool to: employee for just cause on Ltd. (2011)] Improve Teams • Resolve Confl ict • Coach Others account of poor performance. Employers must show they That the employer 2012 MBTI® STEP I™ & II™ CERTIFICATION are following these four 2.gave suitable time, points. instructions and resources Halifax Aug 13–16 to the employee to enable Mississauga Aug 20–23 $1995 Calgary Sep 24–27 + required books That the employer him or her to meet that Winnipeg Oct 22–25 1. provided a reasonable standard. Toronto Nov 19–22 objective standard of This is often an issue where ® ™ 2012 MBTI STEP II CERTIFICATION performance for the an employee accepts a new employee to meet and role or responsibility for the Halifax Aug 16 $495 communicated those organization. As another Mississauga Aug 23 required books Calgary Sep 27 + expectations to the Ontario court noted in Winnipeg Oct 25 employee in a clear and Dawson v. FAG Bearings Ltd. Toronto Nov 22 understandable fashion. (2008): 2012 ONE DAY WORKSHOPS Is the expected standard She had just begun of performance objectively working in a new The Leadership Edge – Coaching Productive reasonable? position.…[and] was Relationships with the FIRO-B® As one court noted in told there would be Halifax, Aug 17...... $425 + required books considering the many an evaluation of her Career Paths – Personality Type and additional duties taken on performance for starting Career Direction by the terminated employee, the job. It must have Mississauga, Aug 24...... $425 + required books the standard imposed by the been obvious to … company, “appears to be a management that [she] REGISTER TODAY: www.psychometrics.com standard that was unrealistic encountered signifi cant and likely unattainable by diffi culty of performing TO LEARN MORE: most employees…perfection up to expectations in 1.800.661.5158 X 227 is a laudable goal but not the new position, yet [email protected] www.psychometrics.com attainable by many.” (Chester no effort was made to v. Pepsi-Cola Canada Ltd. investigate the cause of (2005)) these problems in order Was the standard of to assist [her] to achieve Myers-Briggs Type Indicator and the MBTI are registered trademarks of the MBTI Trust, Inc., in the United States and other countries.The MBTI Certifi cation Program is offi cially recognized by CPP as a performance properly an acceptable standard of 7063 qualifying program to administer and interpret the MBTI instrument. communicated to the performance.

581361_Psychometrics.indd18 July/August 1 2012 3/31/12 10:56:04 PM HR PROFESSIONAL R

That the employee was however, there are many The Canadian specialized 3.incapable of meeting cases lost by employers, job board network. the reasonable objective simply because the court 3 EASY STEPS! standard. fi nds that warnings were Here, employers are required insuffi cient, lacked clarity Choose Post Done to balance expectations with and failed to communicate to Post your job in minutes, on the most appropriate subjective factors that may the employee, that his or her job board for the profile you are seeking! One account for different job boards and different undermine the employee’s job was in jeopardy. Again, job boards with the same bundle. performance. These may include as the court noted in Hunt the consideration of the person’s v. Buckham Transport Ltd. TM age, length of service, physical (2011): Human Resources and/or mental health (human Randy Hie, as a rights concerns) and a wide supervisor, had the R range of other elements. For authority to direct, plan Finance Accounting example, in the recent case of and control Kelly Hunt TM Jazarevic v. Schaeffl er Canada in her employment. Inc. (2010), the court noted: However, his Accounting & Bookkeeping

A review of [Mr. J.’s] management style was TM employment and medical to complain to Leanor Sales records demonstrates Buckham. Leanor

that he is profoundly Buckham’s management TM affected by the loss of his style was to write Computer Science wife. It is apparent that cryptic notes and more TM the management at [the often than not to record company] was aware of the complaints of Retail [his] personal diffi culties Randy Hie. The defense TM arising from her death; witnesses acknowledged the single parenting of that the plaintiff was Administrative Support

their fi ve children; and never given a written TM his mother’s ill health. reprimand. Call Centres & Customer Service What is not apparent is the extent, if any, that In the fi nal analysis, a TM those circumstances were performance improvement Engineering & Technical

considered before [he] plan is so much more than TM was dismissed…However, a document you complete when [Mr. J.’s] conduct is with your employees at the Pharmaceutical considered in the context end of each year. It is a of the surrounding very important part of the TM circumstances, I am unable ongoing communication Healthcare to conclude that it was process aimed at retaining TM suffi ciently egregious to employees, helping them Legal fi nd that it was incompatible to improve where required, TM or irreconcilable with and avoiding wrongful sustaining employment dismissal litigation, Paralegal relationship. whenever possible.

TM There had been John-Edward C. Hyde, of HYDELegal Professional Aeronautics 4.clear warning to the Corporation, can be contacted by email at TM employee that the failure [email protected]. to meet this standard Project Management would result in his or her TM dismissal. Business Analysis On its face, this appears to be 1- 888-JOBWINGS common sense. Surprisingly

HRPROMAG.com 569133_jobWings.indd 1 July/August 1/12/122012 196:07:30 PM FOCUS BY JOEL KRANC

SOCIAL MEDIA AND THE LIMITS OF TRACKING MALFEASANCE Employers have to walk a fine line when monitoring their employees suspected of malfeasance

o matter how events wherein an employee Meghan Ferguson, director many times in the IT department began of legal services and associate employees are threatening and harassing the relations with the Hudson’s told that their fi rst employee. Bay Company, discussed the digital footprints Chris Mathers, a former police complications in monitoring Nremain long after they’ve deleted offi cer and current crime and employee email traffi c and the their emails, employers find risk consultant, says there are problem of creating employer themselves having to deal with no new ideas when it comes risk if you give other employees employee malfeasance. That to bad or criminal behaviour. too much access to personal topic was discussed among It’s all been done before. “What emails. panelists at a recent Law Society technology does is it provides “[This] can have a negative of Upper Canada lecture series a method for these people to effect on employees because they in Toronto who have experienced facilitate their bad behaviour and will start to act disgruntled the issues of how to legally and sometimes doing it through the if they feel they are being appropriately deal with such place where they work.” violated,” said Ferguson. actions. Steve Kahansky, vice- Therefore, she added, it is At the onset, a fi ctitious president, deputy general counsel important to set expectations malfeasance problem was and chief risk and privacy and policies and make sure they discussed by the panel offi cer with Tim Horton’s, notes are absolutely crystal clear. highlighting an employee who that the two issues of social Nobody disputes that looked at a questionable website media and the need for privacy, employers should have the at work. That led to a chain appear to be competing with right, in general, to monitor one another. “You have those or have access to employee two forces crashing at each emails, adds Kahansky. “What other and at the same time, by happens though is the test of the virtue of the technological reasonableness.” He adds it also advances and arguably because becomes a question of “how.” the technological advances are How does an IT employee, for growing at a more rapid pace example, look at what other than the law is developing—you employees are doing in real have risk.” time. Is this something that is According to Kahansky the absolutely necessary? risks that have been created run There is, of course, the the spectrum from harassment, distinction between monitoring to employee productivity to and straight prevention, notes security of information and the Mathers. It’s easy to make a list list goes on. And the ways to of sites that employees should deal with these risks, besides not visit. And the easiest way the technological elements that to ensure prevention is to buy can prevent them, are the types software and block certain of policies and legal constraints websites from being visited needed to protect the business by employees. He encourages and its employees. employers to be open with

20 July/August 2012 HR PROFESSIONAL employees “because most are is a one-way street. “They mutual signed agreement of good people.” take information and you leaving. Otherwise, she adds, an Mathers stresses that in will lose control. It could be a employer will have to produce cases like these it is more an PR nightmare,” he stresses. statement of claim that could be evidentiary issue than it is an Companies are not under any more diffi cult. IT issue. “Getting an IT person obligation to report it and it is to do a forensic IT investigation best to decide with legal counsel Joel Kranc is owner and founder of kran(c)ommunications is like getting your dentist to how to handle each situation. in Toronto, which focuses on business and marketing take out your tonsils. I wouldn’t If it comes to this, says communications, particularly in pensions, benefits and recommend it unless it’s an Ferguson, it is best to have a finance. Contact him at [email protected]. emergency.” If you do it you need understand security of evidence, continuity of evidence and how it can be used later on for testimony, he adds. Kahansky agreed, saying, “Not every complaint deserves an investigation.” There has Open 24/7 to be a determination of how formal or informal it is. Is it internal or external—and employers need to decide if it’s an endemic problem, IT-based and how simple or complicated At Sherrard Kuzz we appreciate it is. workplace issues don’t always Ferguson says HR should arise between 9 and 5. always be in the loop on such That’s why our 24 hour line is investigations and issues. HR answered by a Sherrard Kuzz will want to give advice and direct where to navigate the lawyer - even at midnight - even investigation. on a holiday. She says that a problem is So when a health and safety that employees may be going inspector is at the door, a picket back to work with you and if line is going up or a union they feel you have not given them a chance to respond to an organizer is handing out leaflets investigation or not kept them to your midnight shift, there’s up to date over the course of an someone you can call. investigation, then the employee Our 24 hour line means our will likely feel disgruntled. clients sleep well at night even If an employee quits or takes if we sometimes don’t. stress leave because they feel the investigation is not going their way, the investigation could get stalled and it could increase absenteeism. So from a cultural perspective there is a lot of concern when you don’t ensure Main 416.603.0700 24 Hour 416.420.0738 the investigation is done well, explains Ferguson. Kahansky says companies www.sherrardkuzz.com need well-drafted policies that allow access to hard drives. Canada’s Top 10 Employment & Labour Boutique – Canadian Lawyer He adds that calling the police

HRPROMAG.com 580216_Sherrard.indd 1 July/August 201224/03/12 21 12:34 AM COMMUNICATIONS BY KATHY KEYI JIA-JONES

10 TIPS TO HELP INTERNATIONALLY EDUCATED PROFESSIONALS IMPROVE PUBLIC SPEAKING SKILLS

ith their talents, abilities and unique perspectives, internationallyW educated professionals (IEPs) are making significant contributions to our multicultural workplace. However, in a new language and cultural environment, they also face challenges. The biggest challenge for many, as our research and experience attest, is public speaking. Many come to Canada with wonderful technical skills and knowledge of written English. The difficulty occurs when they speak in front of their bosses and colleagues, or give a presentation to their clients. Internationally educated staff may be reluctant to speak in front of their bosses or clients because they feel their accents are too heavy; that they speak These factors can all hamper practice of public speaking too fast or too slow; or that career progress, affect the skills. English is a complex they use too many fi ller words company’s communications language, and learning it such as “ums” and “ahs.” and productivity, as well as can be intimidating. Public These are valid concerns; an customer relations and sales. speaking for an ESL (English accent is not necessarily a Our experience working with as a Second Language) person bad thing—some people like IEPs shows that the best way can be scary—when all of their certain accents because of the to improve business speaking “inadequacies” will be revealed distinctive fl avour or because skills is through the concerted in a public forum. of a link with a mother tongue. efforts of both those individuals Encourage employees to However, when an accent is and the organization. Here are 2.step out of their comfort too heavy, listeners may have 10 practical tips for both to zones. Support interactions diffi culty understanding consider adopting: between fi rst language and what is being said. A similar second language English confusion may arise due to Five tips for organizations: speakers; organize parties and improper sentence structure or Create a supportive and activities so employees can unusual rates of speech. 1.safe environment for the talk more freely about topics

22 July/August 2012 HR PROFESSIONAL of their choice. These efforts Improving communication Kathy Keyi Jia-Jones, M.A., is the founder and owner of can help staff overcome many skills does not happen in a Cross-Cultural Biz, a training and consulting company psychological barriers. day. With the efforts of both specializing in cross-cultural business solutions. An award Set up English-speaking organization and individual, winning speaker, Kathy is currently an Area Governor of 3.clubs or groups. For as well as proper training and Toastmasters. instance, start a Toastmasters coaching, the staff and company club. Toastmasters is a world- will see the desired results. wide, non-profi t organization that helps people enhance their public speaking skills. Assign a patient and 4.empathetic mentor to someone who is struggling with public speaking. The mentor can help the person prepare a presentation, for example, which in turn helps the speaker boost confi dence and alleviate speech anxiety. Partner with business 5.communication instructors, trainers and coaches who understand the challenges and needs of the staff. These experienced professionals can help them increase business vocabulary, adopt the Canadian style of business communication and improve public speaking skills. Proper coaching can help reduce accents and form a proper English speaking style.

Five tips for individuals: Don’t compare yourself 1. with others at the beginning. When speaking, focus 2.on your message or story, not on yourself, your performance or what others might say about your speech. Don’t be afraid of making 3.mistakes. Be consistent. Find 4. opportunities to speak regularly. Make efforts to step out armony 5. of your comfort zone. Do Health&Wellness set high standards for yourself as you progress.

HRPROMAG.com 583194_Harmony.indd 1 July/August 20124/26/12 23 2:01:14 PM FEATURE

THE END OF REVIEWS AS WE KNOW THEM Continuous feedback and career coaching can help managers get the most from staff BY MELISSA CAMPEAU

he mere mention of per- In fact, research suggests 80 to aren’t honest,” says lawyer formance reviews can make 90 per cent of both employees and Malcolm MacKillop, partner at Teven a seasoned manager supervisors dread the traditional Shields O’Donnell MacKillop in break out in a cold sweat. After annual review. Toronto. Since they generally can’t all, what’s to like about a confron- “The biggest problem with per- be skipped, many reluctant man- tational once-a-year conversation? formance reviews is that people agers take the road of less resist-

24 July/August 2012 HR PROFESSIONAL Performance reviews— ance and water down the review and many organizations are feedback, giving an employee “fair” or passing ratings. If the ‘‘even abandoning this name organization ever wants to let this employee go because of long-stand- to distance the process from ing poor performance, there’s no clear record of it in his reviews. meetings of the past—are “Performance issues can come up in the context of human rights taking new form in more issues, too,” points out MacKillop. “An employee complains you are discriminating, based on direct, frequent, two-way disability or based on race, and your response may be, ‘No, it has discourse. to do with your performance.’” If there are no records of poor performance to back things up, she says. He’s afraid to ’’ask for shocked, unmotivated and disen- you have a problem. “Litigating a help and doesn’t want to admit to gaged.” She adds the trust rela- case based on poor performance a problem because he’ll look like tionship between the employee and is a really difficult thing to a bad employee. “It’s a lose-lose leader—or even several leaders— do,” says MacKillop. Reviews for everyone,” says Reder. By not might be damaged, as well. indicating a problem won’t seal addressing a problem, a manager The negative consequences of the deal, but without them, there’s takes away an employee’s chance unaddressed performance troubles really no leg for a legal defense to to improve. can spread well beyond the indi- stand on. If and when a long-standing vidual in question. “Being silent But there’s been a slow evolu- problem is finally addressed, on performance issues affects tion of late. Performance reviews— years of neglecting the issue can the rest of the team as well,” says and many organizations are even cause challenges for the employee, Szczepanowski. “Leaders need to abandoning this name to distance as well. He or she might be abso- be aware of how their actions with the process from meetings of the lutely blindsided, cautions Janine one individual are sending signals past—are taking new form in Szczepanowski, vice-president to others.” Employees are looking more direct, frequent, two-way dis- leadership and entrepreneurial to a manager to see how they’re course. The result is a revamped development at EllisDon Corp. in going to handle the situation. “You review process that has the poten- Toronto. want to make sure your actions tial to enhance performance, with “When this happens, you have are telling them the story that you a minimum of confrontation and an employee that is typically want them to hear,“ she says. dread. THE UNDER- PERFORMING EMPLOYEE PERFORMANCE MANAGEMENT IN THE CLOUD From the employee’s point of On the horizon—and in use already by trendsetting companies including Facebook— view, dodging a discussion about are social performance management platforms such as Rypple, which make use of performance issues isn’t much cloud technology. of a favour. Many underper- With this type of software application, employers and managers can both set goals and formers know they’re not meas- manage objectives online. Supervisors can provide instant feedback and give public uring up, says Sandra Reder, props to team members, and collect fact-based performance reports from data entered founder and president of Vertical and stored online, all from within an organization’s corporate social network. Bridge Corporate Consulting in Vancouver. “An employee may not For some organizations, these tools have replaced traditional reviews. For others want to admit he’s struggling but they may augment the traditional face-to-face annual and midpoint reviews, he may be going to work every encouraging ongoing coaching and quick feedback throughout the year. day with a knot in his stomach,”

HRPROMAG.com July/August 2012 25 FEATURE

REFRAME some feedback about where there Having more regular meetings THE REVIEW might be opportunities for learn- can take some pressure off both Rather than the top-down ing in order to achieve those goals, involved parties. authoritarian approach of years followed by steps to be taken to “The conversations don’t always past, experts suggest managers reach them. have to be stressful because you consider the review to be a two-way In many organizations, the don’t have the big build up like discussion. review meeting is the only oppor- you do with the traditional annual Mike Harwood, HR director with tunity for an employee to share review,” says Reder. Deeley Harley-Davidson Canada, feelings, goals and desires with While six-moth checkpoint says his organization considers the organization. “If there are com- reviews are common, many organ- reviews an opportunity to sit down mitments made coming out of the izations go well beyond this, with employees and discuss what’s review,” says Harwood, “you’ve encouraging or even mandating working well and what’s not work- got to live up to them. Missing more frequent conversations about ing well, to see what managers can that step risks disengaging the performance between managers do to help team members reach employee from the organization.” and employees. their goals. To begin the process, “If you know at several points employees are asked to review GUIDING CAREERS during the year you’re going to themselves, then the managers add “A review is nothing if there’s have a discussion with your leader their comments and the combined not some sort of outcome,” agrees about what you’ve actually done document provides the basis for a Reder. This is especially true of to position yourself to be suc- conversation. “There’s a dialogue Gen Y employees. “They want to cessful, you tend to get a little around it so there is an opportunity know how you’re going to help more focused on doing the stuff for one or more of those ratings to them grow their career, so career you’re supposed to do,” says change based on the discussion that planning should be part of the per- Szczepanowski. occurs,” says Harwood. formance review process.” While EllisDon doesn’t mandate Managers focus objectively on EllisDon, for one, considers or track the frequency of review observed behaviours, he adds, tak- career planning to be a pivotal discussions, “We suggest that this ing the conversation out of the part of review conversations. “The is a good practice to get into,” “me vs. you” realm and placing it biggest benefit from perform- says Szczepanowski, “not only to in much more objective territory. ance reviews is the career ele- talk about how they’re doing but For every competency that needs ment of those discussions,” says to provide coaching, to keep an improving, Harwood says, there’s Szczepanowski. “Any feedback informal track of where things are an action plan to follow for improve- you give in that performance going and to stay on target to hit ment, so every review leads to a review discussion not only adds objectives.” development plan for that employee. value to the employee because Many employees thrive under At EllisDon, the review has they understand what to focus on more regular review meetings. been renamed the “career path to achieve their career goal, but In fact, points out Reder, “If you and performance review” to keep also adds value to the company aren’t giving the younger gen- the spotlight on what lies ahead. in that you’ve tapped into what’s eration continuous feedback, they “Seventy-five per cent of the con- going to excite the employee disconnect.” And as technology versation is focused on where and create some passion,“ says changes the way we all inter- the person wants to go,” says Szczepanowski. act at work, that phenomenon is Szczepanowski. Managers open crossing generational borders, the discussion by talking about the WHAT’S THE too. “Boomers have adapted to individual’s career. “This enables FREQUENCY? technology, too, and have become employees to relax because we all When an organization waits a full used to getting things instantly,” know there’s that fear of feedback,” year between reviews, discussions says Reder. “So if you’re going says Szczepanowski. “It also sets the about older issues can be surpris- to wait once a year to dialogue tone and let’s employees know their ing for the employee—and feel with your people on how they feel leader and their company want to like an attack. “I hate companies they’re doing, half of them will be help them achieve their goals.” where the performance review is out the door.” Once an employee has identifi ed an ambush,” says Harwood. “That It’s important to tailor the fre- career goals, a manager can offer should never happen.” quency of meetings to your

26 July/August 2012 HR PROFESSIONAL The negative audience, though. While many Gen consequences of unaddressed Yers will welcome frequent—even constant—feedback, more seasoned ‘‘performance troubles can workers may be less open to this approach. “Boomers probably don’t spread well beyond the want a quarterly review or weekly chats with their managers,” says individual in question. Reder. “They’ve got the fi nish line in sight, they know what they need to do,” and they’ve likely spent decades being managed in a Sometimes, specific one-on-one be driven by HR ’’but usually the more hands-off style. training is called for. At Deeley vision, value and corporate cul- Harley-Davidson, when an employ- ture are created by the original GREAT ee’s performance is trending below management team and ideally are COMMUNICATORS expectations for either the yearly fostered throughout the growth of ARE MADE or mid-year review, human resour- the organization.” Arming managers with compel- ces and the team director review Where HR does need to take ling reasons to have frank and fre- the evaluations. “That provides the lead is in helping to make quent performance discussions is us with an opportunity to coach sure there are high-level discus- only half the equation. They need and counsel the manager about sions about performance reviews to know how to do it, as well. Since the delivery of that conversation,” and an awareness of their critical candid conversations can bring out says Hardwood, adding, “For some nature to an organization, says the non-communicator in anyone, this is truly the fi rst diffi cult con- Szczepanowski. “And they need many dedicated companies have versation they may be having as a to take the lead in helping other opted to invest in targeted training. manager.” leaders inside the organization At EllisDon, it’s been a fi ve-year become good at it,” she adds. communication evolution. “We’ve HR’S ROLE Raising awareness can take worked really hard with lead- As with every company value, time. And teaching a new way of ers and taught them how to have the idea of a more open com- communicating is anything but effective discussions with employees munication style will only gain an overnight event. “Be patient,” and how to give effective feedback,” traction when the most sen- advises Szczepanowski. Keep your says Szczepanowski. But it’s not ior members of an organization eye on the long-term objective just the managers who’ve received model it. “Fostering a workplace of having more effective conver- the coaching. They’ve also worked where everyone feels empowered sations within the organization. with employees to help them have to have those conversations is a She adds, “If you try things and productive discussions with leaders function not of human resources they don’t work, there are always and receive feedback with greater but of the culture of the whole things you can tweak without giv- success. workplace,” says Reder. “It can ing up the overall end goal.” CONSTRUCTIVE CRITICISM CAN MAKE A DIFFERENCE When there’s feedback to deliver, managers should keep in mind even looking up. It’s a bit crisp’.” Reder’s supervisor warned employees may be both appreciative and receptive to comments her if she got to a point where she was managing people and designed to aid their careers. continued to do this, she’d be perceived as unapproachable.

Sandra Reder, of Vancouver’s Vertical Bridge Corporate “That was 20 years ago and to this day I still try really hard to Consulting, for example, still vividly remembers one particular monitor that behaviour.” Even though it was likely the toughest performance review, given early in her career. “My manager told part of the conversation for her manager, Reder didn’t interpret me all of the things I was doing well and then said, ‘There’s one the comment as negative. “I thought it was fabulously incisive area you need to be aware of. When you’re working really hard in of her and I was open to it because she did it in a really positive your office, and someone interrupts you, you say what!? without way.” She adds, “It was the best career advice I ever got.”

HRPROMAG.com July/August 2012 27 Having met all the requirements as set out by the HRPA Board of Directors, and under the authority of the Human Resources Professionals Association of Ontario Act, 1990, the following individuals were granted the Certifi ed Human Resources Professional Designation (CHRP) from January 1 to December 31, 2011.

THE HRPA BOARD OF DIRECTORS CONGRATULATES ALL NEW CHRPs.

Mohamed Abdelaal Linda Brazeau Shannon Crinklaw J. Janelle Fisher Brianne Jansa Ryan Abel Edward Broderick Barbara Croxford Kelly Flewwelling Kendra Jaworski Olivia Abela Dwight Brown Sarah Cumin Anna Forgione Aneta Jekova Deborah Ackroyd Michelle Brown Sara Curto Ann-Marie Fraser Andrea Karidakis Jenny Affe Cynthia Brown Stevenson Daniel DaEmi Elizabeth Freedman Stephanie Karis Myers Chiara Affrunti Peer Buck Zelda Davidson Cheri French Megan Keegan Kristen Agro Jennifer Buenaventura Sheena Daw Imelda Fullante Melissa Kennedy Marco Aguila Simona Buga Kristen Day -RKQ*DIÀHUR Michelle Kern Dawn Ahle Lisa Bunn Natasha De Gouveia Wendy Gale April Kewley Sukhvindar Ahuja Laura Burgess Chris Del Bono Cynthia Gallucci Shaheen Aamir Khimani Osoba Aire Christina Burke Rose Devoe Carmelinda Galota Mary-Ellen King Pamela Albert Randi Butcher Barbara Di Marco Holly Gawne James Kisyk Zeeshan Ali Tammy Butler Carolyn Di Pietro Julie Gellos Kerri Klassen Carmen Allen Keith Butts Rosalynn Dion Joy Gendall Kirsten Kochel Stephanie Anderson Patricia Byrne Carter Alicia Ditner Arundel Gibson Karen Kryshka Lisa Anderson Godofredo Cabral Claudia D’Jesus Lauren Gibson Stefanie Kubica Julia Andrews Ramon Calanza Susan Doerksen Castro Daniela Gigliotti Rivas Alain Lagace Elaine Andrews Michel Cancela Kathleen Dominey Leticia Goddard Brigitte Lalonde Priyashree Annapurni Elena Candeloro Lisa Donohue Roberta Graham Jessica Lam Lee Antoniw Sabrina Capobianco Patrick Douglas Rebecca Graham Joanna Lam Jolene Appleton Anne Carberry Marilyn Draper Catherine Gray Cavelle Lane Allan Armstrong Leslie Carmichael Michelle Drouillard Pamela Greenstein Cheryl Lane Natasha Atchison Carl Carr Laurie Duggan Angela Gregson Lucie Lapierre Elizabeth Austin Andrea Cattelan-Atwall Sarah Duguay Mark Grein Lisa Latour Colby Stephanie Azevedo Barb Cesarin Brandie D’Ulisse Preet Grewal Kari Laursen Rola Azzi-Dhingra Gena Chan Nancy Dupre Hanan Haddad Melanie Lawrence Chanta Baier Leigh Chappell Rechelle Durette Hussain Haider Ali Kelly-Anne Lawson Suzanne Bali-Courtemanche Jacqueline Charabin Elena Dvortsan David Hakala Clinton Lazrado Olusola Balogun Cui Ci Chen Kelly Dyan Arvinder Hanspal Angela Le Donne Debra Banghart Susan Chenier Helen Dyck Suzanne Harrison Cathy LeBlanc Ashley Barfoot Lauren Chesney Brooke Eady-Lapsley Nancylee Heath-Curtis Jannie Lee Laura Barrie Susan Chhina Laura Eder Tyler Helsdon L. Greg Leszczynski Leigh Barsony Shaun Childs Steven Edwards Erika Hemstad Alexandra Levisen Michael Bastian Cheryl Chillman Amanda Egan Monica Henderson Nicola Lewis Andrea Bates Jessica Shiao Fen Chu Crystal Egan Matthew Hendrick Amanda Ley Lindsey Battler Anjum Chughtai Marleen Eisenloeffel Andrew Herlihey Amanda Little Richard Becker Andreea Claici Suzanne England Alaina Hern Stephanie Little Carl Belanger Michelle Clark Sharlene Eskinazi-Browne Lori Hewitt Eva Liu Sharon Bellissimo Sarah Clark Celia Esteves Kim Hickling Cheryl Lochnan Dawn Bergmann Kylie Clarke Elaine Etcher John Hill Natasha Loncar Deborah Berwick Colleen Colman Elizabeth Evans Mary Hodge Pamela Loughlean Justyna Bialas Shannon Connolly Rebecca Fair Victoria Homevoh Deborah Lowes Mélanie Bidal-Mainville Laura Conte Phillip Farinha Vivian Hopper Amy Ly Jacqueline Blythe Jody Cook Jean Farrugia Dawn Horst Shanna Lyn-Cook Sara Bocianowski Ronda Cooke Karen Fenton Catharine Humphrey Murray MacAlpine Stefany Bonanni Sophie Cormier Christine Ferguson Elaine Hunter Val MacDonald Pirita Borchert Mala Cornell Annie Ferland Sonia Iafrate Monika Maciata Monica Boyce Lisa Cotterill Nancy Fernandes Megan Iannone Chantal Macintyre Laureen Bradley Robin Cox Francesca Figliuzzi Julie Ingoe Gillian MacLean Nadine Bradley Marsha Creary Nelly Figueiredo Linda Ivory Cynthia MacNeil Natalie Brake Aretha Creary Melissa Fischer Karen Jacobs Mandy Madill

*Only recipients who provided permission to HRPA as of January 1, 2012 are listed

586498_Editorial.indd 1-2 30/05/12 2:06 PM “As Canadian organizations navigate massive change, they rely on the HR know-how that CHRPs bring to the table. Each new CHRP is a boon to everyone: employers, employees and Canadian business in general. Congratulations to

all 2011 CHRPs.” Daphne FitzGerald

Chair, HRPA Board of Directors

Brett Mahon Jana Morin Haoran Peng Robin Sharkey Kimberly Tucker Jennifer Mahon-Borges David Morley Kari Pennock Sandra Shehadeh Lauren Turner Christa Male Katherine Morra Heather Pereira Janice Shepherd Melissa Turner Sonia Maltez Claudia Morrison Sara Pereira Karen Sherratt Valerie Upfold Zarema Mammadova Angela Morton Heather Perry Deepak Shinto Raffaella Valente David Marcy Navin Motwani Donna-Marie Philbert Christine Shrive Mary Anne Van Eeuwyk Monica Marian Janice Nace Lynne Philion Brandi Sieben Tracey Van Gageldonk Simone Mark Ibrahim Naser Kerry Philpot Catherine Siemens Vanessa VanDamme Nancy Marlow Kimberley Neale Ming Pilz Leanne Simpson Kaitland Vandeloo Brigitte Marquis Joanie Nemes Lana Pinhey Shanta Singh Lindsey Vanderwielen Susan Marsh Heather Neskas Darla Pirillo Crystal Singh Hali VanVliet Donna Matys Dyana Ness Tara Poitras Luke Sinnott Noemi Varga Natalie McAleese Gordon Nicoll Talya Postan Harjit Sira Gloria Vasquez Janet McAllister Robert Nielsen Susan Power Sharon Slade Lisa Veitch Denise McCandless Narinder Nijjar Roxana Predoi Craig Smith Leena Verma Sandra McCann Nadia Niro Annie Prescott Rachel Smith Tanya Viegas Barry McCann Olga Novikova Angielee Prescott-Brown Kimberlee Smith Lisa Violo Mary McClenaghan-Martin Susan Nowocin Maryana Prystayko Andrea Smith Kelly Voisin Elaine McCormick Deirdre Nugent Susan Publicover Heather Smockum Erin Vries Ryan McDonald Reagan Nuss Sunshine Punzalan Susan Snow Noel Vsetula Tara McGhie Jodi O’Brien Jamie Racine Shazia Sohail Julie Walsh John McIntosh April O’Connell Renee Radigan Patricia Somerville Judy Wan Carla McKee Shelley O’Connor Christina Ramsden Indira Sookhoo-McIntyre Tracy Watson Maureen McKenna Jolene Ogden Eman Refaeh Monica Sousa Dayna Weber Janice McLaren Walker Dora Oja Sheri Reimer John Sowagi Cheryl Whynott Jennifer McLauchlan Julie Oliva Colette Richardson Michelle Spencer Denise Williams Beverly McLean-Beck Paula Oliveira Steve Rickertsen Suzanne St. Pierre-Miczki Sarah Williams Laura McMahon Sandra O’Neil Mira Ringl Krista St.Amant Kimberly Wilson Sheila McNally Susan O’Neill Diane Roach Nicole St.Georges Lisa Wilson Ryan McNaughton Allison O’Neill Alinamaria Rodriguez Correa Sandra Stewart Kimberly Woodland Heather McNeill Catherine O’Neill Hina Rohillah Maxine Stewart-Arthur Angela Woods Josee McOrmond Julia Orr Nicky Romanelli Stephanie Strong Kara Woods Nancy McTavish Tara Overholt Rebecca Russchen Stephanie Sugamori Debra Worth Marc Medeiros Adriana Pacurariu June Russell Magdalena Szwedowicz Chris Wright Carmina Mendoza Chu Denise Paddock Nilakshi Sabapathy Erin Taillefer Grace Wu Jennifer Meyer Cory Pageau Stacey Safran Amy Tam Edmund Yau Maria Milanetti Natasha Pannozzo Ryan Sage Melanie Taylor Catherine Yiu Julie Miles Ana Pardell Sacha Salama Margaret Taylor Sarah Yurichuk Donna Milito John Parent Michelle Sampson Michael Taylor Connie Zrini Denise Mirabelli Chrisie Park Christine Sanchez Melissa Telesforo Daniel Miron Kathleen Parker Nancy Sandercock Chantal Tessier Delilah Molenkamp Amy Parker Jennie Sanford Kristina Tierney Caroline Monsell Deanna Parkhurst Karen Sangha-Dhillon Tammy Todd Pauline Montgomery Gracie Parras Coleen Santos Carol Tom Claude-Anne Moore Leo Pasia Cindy Savoury Cristina Tonus Meagan Moran Jignasha Patel $QJHOD6FDIÀGL$UJHQWLQD Lisa Town Petra Moravec Dawn-Marie Paterson Katy Scharf Gwendolyn Tracey Nelly Morgado Arlene Patterson Rhonda Scheeringa Roy Tran Melanie Morgan Judy Payne Liana Schepanow Tracy Tremblay Leslie Morgan Matt Pearson Jessica Schram Martine Tseung Sum Foi Carolyn Moriarty Mandi Penfold Maria-Fernanda Sequeira Sharon Tso

Human Resources Professionals Association

586498_Editorial.indd 1-2 30/05/12 2:06 PM FEATURE

COACHING: BLAZING YOUR OWN TRAIL BY STEPHEN MURDOCH

n 2011, Ontario Shores Centre Centre for Mental Health Sciences workshop grounded in the funda- for Mental Health Sciences explains how the coaching pro- mentals of “managers as coach” Ideveloped a coaching program gram came to fruition. “The and skill building. The managers for their management team. A total coaching program came about were provided with powerful mod- of 50 management team members, because we were seeking ways els and practical tools to provide from the front line to senior execu- to support our leadership team. coaching to employees. “More tives, participated in the two-day They were navigating and guid- importantly, they had the oppor- workshop and ongoing coaching ing their respective teams through tunity to use these tools in various supports. The innovative session, an enormous amount of change,” exercises and interactive activ- with a focus on coaching principles MacDonald says. ities,” MacDonald says. allowed participants to share can- Initially, the program was Like any new leadership pro- didly their work-related challenges launched on a small scale; how- gram, there was initial resistance. and issues. ever, the response was over- “Some of the leadership team was Starlene MacDonald, organiza- whelming. The program initially cautious as to what they should tional learning and development started in 2009 with small coach- share with an external coach. specialist for Ontario Shores ing groups with external coaches There was an underlying belief that leading group discussions. From this outside source could not help there, it took root and continued to or, better yet, relate to their every- grow. It was then that they decided day challenges. However, after only to evaluate the effectiveness of the a few coaching sessions, most if not program and, as a result, deter- all of the managers bought into the mined the managers enjoyed the system. They quickly realized that experience but would get more the coaching they received could from one-on-one coaching. help them during their day-to-day The new and enhanced coach- management. A majority of them ing program started with an RFP went home to reflect on the way seeking vendors with experience they lead and what they can do in coaching supports. The success- to better guide the efforts of their ful vendor selected was Hazell & fellow team members,” says Michele Associates/Career Partners. They Migus, director of HR with Ontario began the program with a two-day Shores.

30 July/August 2012 HR PROFESSIONAL The internal partnerships For those that participated in the turned out to be a hidden win training program, there was more to learn beyond the classroom. ‘‘for this program and for “My coaches embraced this initiative and were really thrilled those who were committed. to find their Ontario Shores’ coaches committed to the heavy lifting required to change behav- “The internal partnerships evaluation indicated that 83 per iours and try new approaches. turned out to be a hidden win for cent of managers felt their ’’coach The coaches never shied away this program and for those who assisted in supporting the coach- from bringing challenging issues were committed. To date, a sig- ing efforts of their team and the to their coaching sessions, which nificant number of the internal same percentage of respondents upped the ante in terms of positive coaching relationships are still felt their coach provided a safe results and impact,” says Melanie going strong even after the pro- space for coaching. Hazell, executive coaching man- gram ended. Collegial friendships Several of the management team aging partner with Hazell and have been formed which otherwise members were more than pleased Associates/Career Partners. might not exist,” she adds. to share their feedback. “Knowing In addition to their external The feedback from the partici- you have this person who you can master coach, the managers were pants at the midpoint evaluation confide in makes a difference in also partnered with an internal indicated they found value in the what you do as a manager. It was colleague. “The internal coach- coaching program. The evaluation nice to have a safe environment to ing partners also played an inte- indicated that 90 per cent of the discuss issues and problems,” says gral role in the program’s success. respondents found the program Anne Milliken, director of data The pairs were matched up during insightful. Some 76 per cent of the integration for the Ontario Shores the two-day workshop and met on managers felt an increased sense Centre. Cynthia Weaver, director a regular basis to share their best of self, while 70 per cent of the of adolescents and dual diagnosis practices with each other along managers felt closer to achieving service with Ontario Shores, was the way,” MacDonald explains. their personal goals thanks to the also pleased to have participated The inclusion of internal partners help of their coach. The coaches in the program. “The actual coach- throughout the process paid great also scored high marks for their ing experience with my individual dividends for those that participated. contribution to the program. The coach was exceptional.”

HRPROMAG.com July/August 2012 31 FEATURE

For other organizations that are strongly encouraged as it was truly make your own coaching program considering a similar coaching a once-in-a-lifetime opportunity. a resounding success. Another key program, MacDonald and Hazell They note that for some people, lesson to learn from this coach- encourage them to commit the being open to coaching is a chal- ing program is that the support of resources to ensure it is done cor- lenge. It’s important to work with senior leadership is critical. “Their rectly. They both agree you will employees and encourage them to willingness to participate in and only get out of the program what take on new responsibilities and support a development opportun- you put into it. Although this see things from a new lens. Being ity that occurs outside of the usual program was voluntary, it was open to the process is sure to organizational boundaries speaks to their commitment to leadership development,” MacDonald says. Like any new proposition, the introduction of the coaching pro- gram had its own set of challen- ges. “Overall, the program was an overwhelming success. However, workperks there were a few bumps along the way. As with any newly formed Access perks online, anytime, from anywhere. relationship, there were times when the external coach and staff WorkPerks® provides a growing member were not on the same list of discounts from over 800 page. When that occurred, we national and local companies on everything from tickets and dining worked with our partners at Hazell to shoes and travel. & Associates to match the team Whether you have 10 or 100,000 member with another external employees, visit us online to learn why coach. We also later found out that many of Canada’s leading companies are using a fully-managed WorkPerks® some internal partnerships were program to cost-effectively enhance never established due to workload their overall benefi ts package and help employees and their families and the availability of the man- save money — every day. agers to coordinate the time,” says MacDonald. As for future plans, the Ontario Shores Centre for Mental Health Sciences managers have been encouraged to continue with the program. “We decided to extend the coaching hours for any of the managers who wish to con- tinue working with their coaches. The opportunity to provide one- to-one external coaching for a leadership team has proved to be a great resource for the leaders. The coaching program provided the 50 team members with a safe environment to explore their feel- ings and the confi dence to develop strategies for future growth,” con- www.venngo.com/hrpro cludes Karim Mamdani, COO of Ontario Shores Centre. (Ontario Shores presented their WorkPerks® is a registered trade-mark of Venngo Inc. story at the recent CSTD national symposium, in Edmonton.)

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552686_ThePersonal.indd 1 11/3/11 2:43:15 AM FEATURE MENTORING THE FUTURE Guiding and developing the next generation of leaders BY MELISSA CAMPEAU

n one form or another, men- high-performing people into gains for an organization, includ- toring has been around for as leadership roles, there’s a lot to ing improved retention. Ilong as people have had work be gained from engaging in some There’s also a lot to be lost with- to do. In recent years, though, the sort of learning collaboration. In out some investment in mentoring, focus of the practice has shifted fact, research suggests organiza- too. Over the next several years, from the purely practical (how to tions can expect enhanced engage- businesses across the country will get work done) to the more nuanced ment, greater productivity and endure a seismic shift as baby (how to get work done well). faster career development for a boomers in senior management Whether the intent is to show mentee, enhanced satisfaction for positions head into retirement. new employees the ropes or guide the mentor and a host of related “A lot of companies don’t have formal succession plans in place,” notes Anita Nickerson, a man- agement consultant with HR One Consulting in Toronto, so they’re using mentorships to help trans- fer knowledge. Engaging those retirement-bound leaders in men- toring of high-potential employees can help pass both information and culture on to the next wave of com- pany leaders. Despite the compelling list of rea- sons to engage in mentoring, many organizations are wary of the work required. “I think companies would love to have that kind of stamp [of approval that comes from having] a mentorship program and be able to leverage it from a recruitment and retention standpoint,” says Nickerson, but they’re daunted by

34 July/August 2012 HR PROFESSIONAL the scope of the project. Luckily, ity requires just the initial hours to PEER TO PEER mentoring has evolved into many set up the infrastructure and then The way people use social net- forms, some of which need very lit- some hours to maintain and pro- working in their personal lives tle management. mote it, a more formal program is a is impacting how they use tech- considerably larger undertaking. nology in the corporate world as INFORMAL At Newfoundland and Labrador- well. They’re seeking like-minded MENTORING based insurance giant Johnson people within their organizations THROUGH SOCIAL Inc., for example, each spring her- and developing informal mentor NETWORKING alds the launch of its yearly men- relationships within peer-to-peer Many organizations have made toring program, where managers networks. use of intranet systems and set pair employees who’ve volunteered American Express, for example, up avenues for employees to build to be mentors with those interested launched an in-depth leadership mentor relationships. Accenture in being mentees. The two discuss program that featured a peer-to- Canada, for example, recently rolled their expectations and goals with peer networking component. “We out its People Page, an internal a particular focus on the mentee’s tended to function in a very siloed vehicle for casual employee com- needs, says Alex Griffiths, vice- way,” says Christina Meagher, munication. Nicholas Greschner, president of human resources, and director, HR relationship leader HR director at Accenture Canada, set their own schedule about how at American Express, before the notes one of his colleagues has and when to communicate for the launch of this program. “Now been mentoring people from across duration of the program. A pro- each participant has another 19 the globe thanks to the site. “One gram of this scope means a heavy people at their peer level who they employee found him by doing investment of HR hours to develop can go to and say, ‘Hey let me run a search after he heard him talk the program, pair the participants, something by you,’ or ‘I’m think- on a global conference call,” says set benchmarks, develop the com- ing about doing this in my line of Greschner. munication, coach the mentors, business and it has direct impact Instead of being enrolled in a for- meet periodically with the partici- on what you do in your line of mal program, employees take the pants and follow up with surveys business.’” So it’s really meant to initiative to connect with peers or and feedback collection. stimulate and nurture a network more senior colleagues in a venue where they feel relatively comfort- able. If the idea of mentoring is part of the corporate culture, when HRPA USING NEW ONLINE MENTORING TOOL colleagues connect they can estab- To better provide its members with the best possible range of mentorship options lish a learning relationship fairly and experiences, the Human Resources Professionals Association, in partnership naturally. with its Toronto chapter, has trialed an innovative new online mentoring tool that pairs “It’s like an unwritten expecta- mentors and protégés based on shared interests and goals. tion,” says Nickerson, “where people Like online dating sites such as eHarmony, Mentorscout allows users to build an say, ‘Hey, what do you want to individual profile based on what a prospective protégé or mentor is trying to achieve. learn? What do you want to know?’” If you’re a professional looking for a mentor for advice on transitioning from a But there’s no benchmarking neces- HR generalist to a compensation specialist role or an individual starting out in an sary, it’s fairly low maintenance to executive position in a particular industry and looking for guidance, you can spell this administer and the timelines are out in your profile and Mentorscout will find you the right fit based on your criteria. loose and don’t need to bite into per- sonal or professional life. “It’s really “The system will pick a number of matches and send them to the protégé and they can on-the-job training and seems to review the matches and decide who they’re interested in,” explains Jennifer Laidlaw, work out pretty well for the organ- director of the Toronto chapter’s mentoring program. “Then they send an email to the izations I’ve worked for.” mentor and the mentor decides if they’re a good match.” Another plus is that the program removes any geographic constraints from FORMAL prospective mentor-protégé relationships. Found your perfect match in Thunder Bay MENTORING and you’re in Toronto? Once there’s a match, people can connect by phone or Skype PROGRAM and meet online from wherever they want. While an informal, self-selecting intranet-based mentoring opportun- HRPA has now expanded the offer of the Mentorscout program to all chapters.

HRPROMAG.com July/August 2012 35 Accelerate your impact.

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36 July/August583222_Stitt.indd 2012 1 4/14/12HR PROFESSIONAL 7:55:34 PM that may not have been available credits the sideways shifts to par- WHAT’S IN IT FOR before the program. ticipants’ growing awareness of THE MENTORS? their transferable skill sets and In some cases, mentoring pro- KEEP EMPLOYEES how they can be applied to other grams involve mentees from out- ON BOARD areas of the business. side the organization. In those Whether it’s between two employ- Jennifer Bovaird, senior man- instances, the business case for ees or a network of colleagues, ager of early engagement at the program might include the mentoring fosters a sense of com- American Express and a partici- positive impact on a community, munity and belonging. “In jobs pant in the program’s fi rst wave, the building of a new audience or where people might get discouraged points to the program’s peer-to- the benefi t for the mentors. easily or feel isolation, research peer mentoring and networking TD Bank Group, for example, shows mentoring has been really opportunities with senior execu- is involved in a mentoring pro- beneficial,” says Jill Malleck, an tives as an eye-opener when it gram with the Toronto Region organizational development con- came to lateral moves within the Immigrant Employment Council sultant at Epiphany at Work in company. “It helped me to see (TRIEC), where senior TD employ- Kitchener, ON. where I might want to go out- ees volunteer to mentor highly With increasing workloads and side of my own department,” says skilled immigrants looking for decreasing need, thanks to tech- Bovaird. meaningful work in Canada. nology, to leave our desks and “The program provides us speak to someone face to face, FOCUS ON HIGH- with a unique way to develop we can tend to isolate ourselves, POTENTIAL our people,” says Susan Calahan, says Malleck. A mentorship pro- EMPLOYEES manager, diversity recruitment, gram—one that offers meaning- Mentorship programs focusing on TD Bank Group, “and to prepare ful interaction with someone high performing and high poten- them for future leadership roles who understands your role and tial individuals can help those in an increasingly diverse social its challenges, and can help you employees feel valued, which can and economic environment.” It steer through them—offers a sense in turn affect their engagement helps educate staff about differ- of belonging and being part of a and productivity. “When people ent cultures and about new immi- team. “Research does show, espe- know that they are regarded as grants as a key source of talent, cially in those areas of isolation high potential or high performing, adds Calahan, and helps engage or complex work environments, this increases a sense of loyalty those employees looking for more people with mentors tend to stay,” and engagement to the company,” than just a paycheque from their says Malleck. says Meagher. employer. Knowing her employer was “TD mentors consistently tell HELPING investing in her made a signifi cant us they learn as much as they EMPLOYEES FIND impression on Bovaird. “Just being give through this program— THE RIGHT PATH selected for the program was and as a past mentor myself I “Sometimes people feel stuck in Amex saying ‘Yes, Jen, we see a can vouch for this,” says Sue their role and if they don’t have future with you at AmEx’,” says Cummings, senior vice-president someone to talk to they may self- Bovaird. “They do see me as a and head of human resources select to resign,” says Accenture’s potential leader at the company.” at TD Bank Group. “We know Greschner. “If they have a men- Identifying and guiding future that our mentors are engaged tor, that could be the trigger that leaders through mentoring is because many of them come back helps them fi nd a new career path the priority at Accenture as well. and mentor again saying it was within the same company.” Employees in the pipeline for sen- a meaningful and eye-opening At American Express, the leader- ior executive positions are paired experience.” ship program and peer-to-peer with mentors to help them excel mentoring have led to just that— when they reach the next level. UNDERSTANDING several instances of lateral moves “We assign mentors for about THE NEXT WAVE for employees within the company. 24 months—to the promotion OF EMPLOYEES “Five per cent of the participants point—so they have help from To new recruits fresh out of uni- have now moved to a cross line another seasoned executive,” says versity or college, a mentoring of business,” says Meagher, who Greschner. program can be quite compelling.

HRPROMAG.com July/August 2012 37 FEATURE

“It’s hard to retain Generation Y,” put. “Young people come into the in practical knowledge. This is points out Nickerson. “If you’re not workplace with far more educa- where a mentor can help newcom- giving them instant promotions tion and they want to immediately ers learn the ropes, stay engaged and they don’t see a fast-track pro- engage in jobs with a lot more and ultimately stay a part of the gram, they’re outta there. They’re responsibility and decision-making organization. There’s also the chal- moving on to the competition.” infl uence,” points out Malleck. But lenge of increasing cultural divers- If the new recruits believe you’ll entering the workforce with plenty ity within that next crop of talent. invest in them and guide their of degrees and very little work A mentorship program like career, they’re more likely to stay experience can mean there’s a gap TRIEC’s can help an organization understand how to reach those potential new employees. “We want to refl ect the communities we serve, If HR technology is your responsibility, your career, and by better understanding the skilled immigrant labour pool, we’ll your problem – or you just need to learn more about it – become more effective at attracting, you need to be at … developing and retaining this key talent source,” says Cummings. MAKE IT PART OF THE CULTURE When an organization decides to incorporate mentoring into its cul- ture, those at the top have to walk the walk. “Have a senior person in your organization champion the program and lead by example, and October 8 - 10, 2012 get senior people involved in men- toring early,” says Calahan. McCormick Place, Chicago, USA Even without formal structure, an organization’s culture can After 14 years, we’re THE must-attend HR event. embrace mentoring. “We can men- LastLLaasastsstt yearyye eeaarr wew e attractedaatattrttttratraraaaccctctetetededd aatattatte attendeesttetenennddeeeeeeseess ffr fromrooomm allaall aararo aroundrooouunndd tth thehee gglo globeglobe,oobbbee,, tor without a formal program by includingiinincncnclclucludluduudiudindininng oouoururr lallargestarrggeeseststt CCaCanadiananaanannadadadidiadidianaann aatattatteattendancettttentenendndndaddadanancancncecee eeveveever.verver.er.r. taking five or 10 minutes every day to listen to people and support them and help them go through REGISTER TODAY WITH SOURCE CODE HRPA AND SAVE US$450.00. their workday,” says Malleck. “The wwwww.w HRTechnologyeechchnhnolologl gyyConference.comoonffferrenncce..ccoomm best mentors are ones who under- stand learning happens on the job so they have a way of coaching and listening to help mentees tell Earn CHRP credits! their own story and make sense of their own experience.“ 2012 EARLYLY SPONSORSSPOONNSNSOSSOORS Ultimately, mentoring can be successful only if employees feel PLATINUM GOLD they can ask questions and seek guidance. “If I have a question about a particular part of the industry, I can call someone, I can reach out,” says Greschner about the culture at Accenture. “Sometimes that’s one conversa-

CD1205-1 © 2012 LRP Publications tion and sometimes that evolves into mentoring.”

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581581_Telus.indd 1 4/19/12 1:28:19 PM HR decoded

EARLY BIRD STARTS 08.01.12

www.hrpa.ca/August1

586500_Editorial.indd 1 30/05/12 5:40 AM HR 101 BY SEAN CONRAD

MAKING THE MOST OF 360 MULTI-RATER REVIEWS IN YOUR ORGANIZATION ILLUSTRATION: MICHAEL EDDENDEN

hile 360 multi-rater evaluations Companies with employees who work for remote can be one of the most effective or multiple managers, who work different shifts ways to ensure employees than their manager or who work on project teams get broader, fairer feedback often fi nd multi-rater feedback as input for their that supports improved performance appraisal process is important. Wperformance and ongoing development, many Whenever an employee’s manager is not in a organizations and HR professionals struggle position to observe the employee’s performance with how to design, implement and manage them directly, 360 degree evaluations help make on an ongoing basis. performance appraisals fairer, and the feedback To get the desired results from your process, given to employees more comprehensive and you need to design it properly from the start. helpful. To do that you need to ask and answer some In making the decision why, it’s important fundamental questions. to consider organizational needs, as well as organizational culture. A company with a more Why Do You Want to Gather 360 Degree collaborative, collegial and supportive culture Multi-rater Feedback? may well benefi t from gathering multi-rater There are three common reasons companies feedback for performance appraisals, while one choose to gather 360 degree multi-rater feedback: that is highly competitive and individualistic To gain insight into the performance and might risk doing harm and further polarizing 1. potential of current and future leaders. their workforce. These companies should consider To gain broader insight into the development starting with a development focus. 2.needs of employees. It’s important to be clear on your purpose and to To gather broader feedback for performance communicate it to all involved, in order to ensure 3.appraisals, helping ensure their fairness, effective participation and engagement with the especially where the manager does not have results. direct, fi rsthand knowledge of their employees’ performance. Who Should Be Involved? Your reason for gathering multi-rater feedback This is actually a two-part question: who should will greatly infl uence the design of your you gather feedback on, and who should you program. gather feedback from? The answers depend on

HRPROMAG.com July/August 2012 41 HR 101 your reason for conducting 360 degree Human nature makes it diffi cult to deliver and multi-rater evaluations and your work culture. receive negative feedback. Employees often need • Who To Gather Feedback On. Are you going help to interpret the feedback they are given and to assess managers as future leaders and are see it in a positive light. They also often need you going to include upward feedback? Are you help to consider personality type and social styles focused on including all employees or just a when interpreting feedback. How we perceive select group? others is largely a measure of who we are. • W ho To Gather Feedback From. You want to Assessors may, in part, be reacting to differences decide how many assessors (peers, subordinates, in personality and social style in providing managers, customers and even suppliers are ratings. This needs to be taken into account options), including a minimum and maximum. when considering feedback and factored in to any Additionally, you need to decide who will select associated development planning. the assessors and if feedback will be kept Finally, it’s vital to set up a process for taking anonymous. action based on the feedback and following up Once you’ve decided who will be involved, to ensure actions have been taken and have been you need to ensure all participants know why effective in impacting performance. Without this this is being done, what their role is and how follow through, the process of collecting 360 the information will be used, today and going degree feedback becomes meaningless. forward. How Will You Administer the Process? What Aspects of Performance One vital decision you need to make is how you Will Be Assessed? will administer your 360 degree multi-rater Here again, the answer depends on your feedback process. Though seen as a tremendously purpose for conducting 360 degree multi-rater valuable tool, many organizations shy away evaluations. from conducting 360 evaluations because of If you’re using them to identify leadership the paperwork and administration involved in or general development needs, you normally collecting and collating all the feedback. To ease just solicit feedback on competencies. If you’re this burden, many organizations are relying using 360 degree feedback to gather broader on automated solutions to help them make feedback for your employee performance appraisal the process painless and drive value for the process, you should be evaluating the same organization. set of competencies with both processes. Some Accounting fi rm MacKay LLP, with six organizations also choose to gather feedback on offi ces across Canada, relies on a web-based the performance of goals—especially when the solution to handle 360 multi-rater evaluations manager does not work closely with the employee. for frequent project appraisals and engagement When gathering feedback on competencies reviews. When a project is completed, assessors and/or goals, you need to decide if you want are selected for the 360 and then information is to gather quantitative feedback, qualitative captured that can be used as part of the annual feedback, or both. And if you’re conducting 360 review, and to identify any issues or for training degree evaluations to gain a broader perspective and development. It also helps the fi rm develop for employee performance appraisals, consider young professionals to ensure they are meeting using the same rating scale as you do on your professional requirements set out by the Institute performance appraisal forms. of Chartered Accountants. Multi-rater, 360 feedback evaluations offer How Will You Deal With The Results? organizations a powerful tool to support employee It’s also critical to think ahead about how you appraisals, development, succession planning and will deal with the results. In this regard, you more. To successfully implement and manage an need to decide key things such as who gets the effective 360 evaluation process, HR professionals feedback, who delivers the feedback and how need to ensure they design a process that fi ts with granular the feedback will be. the organization’s culture, and that will positively Depending on the purpose of your program, contribute to employee growth and development and your organizational culture, you might fi nd while supporting business goals. it better to have the employee’s manager, a coach or an HR representative present the results to the Sean Conrad is a senior analyst with Canadian-based talent management solution provider employee and help them interpret them. Halogen Software (www.halogensoftware.com).

42 July/August 2012 HR PROFESSIONAL CHRPS DRIVE ORGANIZATIONAL

Because happy people create good energy. That’s the tagline Union Gas SUCCESS uses to attract and develop the talent it needs to supply more than 1.4 million Ontarians with natural gas. Union Gas’s Certifi ed Human Resources Professionals (CHRPs) bring this slogan to life with an HR strategy that marries innovative total rewards, employee training and development, and a commitment to diversity and inclusion with a culture that embraces openness, teamwork and collaboration. It’s a recipe for workplace success that won the fi rm a spot on the 2011 and 2012 Canada’s Top 100 Employers lists. The CHRP designation is the gold standard in human resources management. CHRPs bring the people management skills organizations need to develop a workforce that aligns with winning business strategy.

Learn why CHRPs are promoted faster, earn higher salaries and hold more top management www.hrpa.ca/chrppositions than non-designated HR professionals: www.hrpa.ca/chrpadvantage

The Human Resources Professionals Association (HRPA) is Canada’s HR thought leader with more than 19,000 members in 28 chapters across Ontario. It connects its membership to an unmatched range of HR information resources, events, professional development and networking opportunities and annually hosts the world’s second largest HR conference. In Ontario, HRPA issues the Certifi ed Human Resources Professional (CHRP) designation, the national standard for excel- lence in human resources management and the Senior Human Resources Professional (SHRP) designation, reserved for high-impact HR leaders. www.hrpa.ca

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355142_Kuretzky.indd44 July/August 1 2012 11/24/07 1:17:59577714_Financial.indd PM 1 HR PROFESSIONAL22/03/12 9:42 PM INTERVIEW WITH AN HR HERO BY KIM SHIFFMAN

SHEILA RIDER: CHANNEL YOUR PASSION INTO YOUR CAREER

hat do you do when, just short of graduating with an undergraduate degree in psychology from the University of Toronto, Wyou realize you don’t actually want to be a psychologist? If you’re Sheila Rider, you channel your fascination with people’s behaviour towards the study of human resources. Rider enrolled in an HR post-graduate diploma program, and has since worked her way up to the role of senior vice-president of eight provinces, as well as Lord & Taylor, HBC’s human resources of Hudson’s Bay Company, recent acquisition. We asked Rider to reveal how leading the HR team at the Bay, Canada’s she got where she is, and what it takes to get to leading department store with 91 stores in the executive’s table in HR.

IN A NUTSHELL First Job: I was a dog sitter at age 10. It was black lab that Next big goal: I’m on the fundraising board for Jake’s a neighbour had that couldn’t be left alone. House, which supports families with autism. They are Childhood ambition: I wanted to be a judge. I figured you looking to start a mentor program that would be ground- got to tell people what to do. breaking in Canada. So my goal is to help raise funds so Best boss and why: I’ve had so many fantastic bosses. we are able to do that. My current boss is probably my best because I’ve never Ideal vacation destination: We have a 7-year-old, so we learned so much and felt so continually challenged to do are in the Disney years. So ideal would be anywhere my best work, even after three years. warm and relaxing without Mickey. Mentor: I have a ton of mentors, but the mentor from whom Last music download: It’s all about my daughter, so we’re I continually get the best advice is actually a peer as big into Glee. We download all the albums and listen opposed to someone at a senior level. every morning. Source of current inspiration: My biggest inspiration is my Favourite author: Robertson Davies. He’s a masterful daughter, who is 7. I want her to be proud of me and I think storyteller. My favourite book is Fifth Business; the it’s important that she sees that I do what brings me joy. characters are so compelling. I reread it every five years. Best piece of advice I even got: A teacher once told me, “You don’t need to know everything; you just need to know where to find the information.”

HRPROMAG.com July/August 2012 45 INTERVIEW

HRP: How and when did you decide you HRP: What are the main areas of responsibility wanted a career in human resources? in your current job? SR: I did my degree in psychology at the SR: As senior vice-president of human resources University of Toronto, which I loved. But by at Hudson’s Bay Company, I lead the HR team the last year, I determined I did not want to for the Bay and Lord & Taylor. So it’s a recently become a psychologist, and didn’t know what integrated HBC. The combined team is 25,000 I’d be employable to do, other than write a associates with annual company revenue of great essay. So as I was graduating, I looked $4 billion. In the last couple of months, we’ve to see how I could become employable while integrated the leadership team of the two also using what I love about psychology— department stores. My piece of it is building the the people element. I’m fascinated by best team to deliver results and aligned against people’s choices. HR interested me because a really clear culture that we’ve defi ned as being it leveraged what I love about people, but values-led and performance-driven. was tied to business. So I did a post-grad diploma in HR. What I loved about it as HRP: What do you love about your current job? well is it had lots of different areas, so if SR: I love lots of things. I love being part of a I got into compensation and didn’t love it, transformation of HBC. It’s a retail icon. I love there was training or employee relations—it that we have a bold vision to create a world-class seemed like a broad fi eld. And also across all retailer that’s both relevant and interesting to industry and I didn’t see it going away. Once shoppers. I love that I get to create an HBC culture I got into it, I loved it. in which everyone can contribute, everyone can do their best work and everyone can lead, no matter their role. For HR is a support role to me, that makes my job challenging and directly the business, and if you connected to business ‘‘don’t understand what the success. HRP: What are the business is, I don’t think biggest challenges in your job? you really can support it. SR: The current challenge is that we have just integrated [the Bay and HRP: What was your fi rst job in HR? Lord & Taylor] in the last two months. We are SR: Training. I was a trainer at [now looking to’’ grow both [divisions] very signifi cantly defunct department store] Simpsons. It was while at the same time integrating a leadership my placement coming out of my diploma team across two countries and maintaining two program. I didn’t actually want to train, separate brand identities. because the thought of being in front of people scared me. My boss surprised me at HRP: What tips about moving up in HR the end of the fi rst week, and said “You’re do you have for new grads or those in going to be training.” I thought I would entry-level HR jobs? throw up or die—whatever came fi rst. It was SR: No matter what your job is, do your best new-hire training. The other trainers were work. I’ve seen people think, “Well, I’m only a actors. I watched them once, then I was up coordinator or administrator, here’s all that I can there training groups of 50 people at a time. I do.” That’s a limiting mindset. No matter your learned that I could do it, that I wasn’t going job, you do your best work and take initiative. to die, that I could get through it and make it Understand what’s your best work and do it. Your interesting. It was the best fi rst job because it best work gets noticed. scared me, it made me grow and it taught me the foundational skill of being comfortable in HRP: Do have any career advice for people in front of people. I could not have bought that. all levels in HR regardless of their level?

46 July/August 2012 HR PROFESSIONAL SR: Everyone in HR needs to understand HRP: What’s next for your career? Where do the business fi rst. HR is a support role to the you see yourself in fi ve or 10 years? business, and if you don’t understand what the SR: I struggle with this question because I’m business is, I don’t think you really can support not really wired that way. I don’t plot it out. So it. So for retail, you have to really understand I don’t know where I’m going to be. I tend to the business of retail. Not only what your think, “What’s a match for me?” What I know company does, but what the industry is. You can about myself is I want to be able to contribute to only support a business to the degree that you a business, learn, be challenged and inspired. I understand the business. If you let yourself be just never know what exactly that looks like. It’s disconnected from that, you aren’t adding value. better for me not to plot things out because I will It’s as much a mindset as anything. You have to then limit what I think is possible or a fi t. understand how you add value and how HR adds value. HRP: What overall advice do you have for students or recent grads in HR? HRP: What’s the biggest mistake that junior SR: Especially when you’re fi rst starting out, HR people can make? it’s not about having your career fi gured out. It’s SR: It’s a big mistake to think that your job about fi guring out where your passion is and or HR job’s is to be an employee advocate, or what excites you. And it’s about learning and that to think that your job or HR’s job is to be the you can learn from whatever role you’re in, from policy police. That’s very limiting, and it’s easy everybody. I’ve learned more from bad bosses as especially in a junior job to think it’s your job to I have from good bosses. You can contribute no make sure the policies are out there. It’s not that matter what you’re doing, so get in there and policies aren’t important, but that’s not really fi gure out how you learn, and what a 10 looks where you add value. like for you.

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HRPROMAG.com573710_candian.indd 1 July/August 201208/02/12 47 12:24 AM OFF THE SHELF BY ALYSON NYIRI, CHRP

WHAT’S WORTH READING

encourage and inspire, but they cannot command someone to be innovative or adaptive. Hope and Player review some 40 commonly used tools and practices developed under the command-and- control leadership model offering new ways they can be used to facilitate innovation and adaptation. Each tool is examined through fi ve perspectives under the umbrella of performance management: The Synergist: How to Lead strategic planning, shareholder Your Team to Predictable and customer value, lean cost Success management, performance Palgrave Macmillan, 2012 measurement, and performance By Les McKeown Beyond Performance evaluation. Each tool or Les McKeown’s latest book Management: Why, When, practice has its own chapter addresses the root cause of and How to Use 40 Tools and and includes: executive team dysfunction, the visionary- Best Practices for Superior compensation, key performance operator-processor triangle, and Business Performance indicators, stretch goals, lean presents a fourth key player to a Harvard Business Review Press, 2012 accounting, performance successful team, the synergist. By Jeremy Hope and Steve Player appraisals and business Those of us who have worked Authors Hope and Player have analytics to name a few. Beyond in teams, and who hasn’t produced a well-organized and Performance Management is these days, have experienced easy to read book on a topic a rich resource, offering new instances where team dynamics that is far from simplistic. The ways to use tools as well as became dysfunctional. But we defi nition of leadership has suggested readings. have also experienced team undergone a signifi cant change The late Jeremy Hope dynamics when they were since the recession of 2008. For was co-founder of Beyond spot on. McKeown delves into instance, under the traditional Budgeting Round Table the magic elixir of positive command-and-control (BBRT), an international shared team dynamics and provides management model, managers learning network of member us with a simple and effective sought to establish clear goals, organizations with a common process, one that he says we determine strategic themes, interest in transforming their have probably been already and then move the organization performance management practicing. Most programs toward those ends. While this models to enable sustained, designed to help dysfunctional approach has been standard for superior performance. One of teams fail to produce long- decades, the authors state, in its key endeavours is to help term change because they treat today’s economic environment businesses move beyond the the symptoms (distrust, poor few people believe this is the command-and-control model of communication, fear) rather right model to follow. What leadership. Steve Player is the than the root cause. is needed now is innovation director of the BBRT for North In any group, McKeown and adaptation, which are America. Both authors have argues, there are typically not command-and-control written books and articles on three natural roles or “styles”: words. Leaders can enable and performance management. the visionary (big picture), the

48 July/August 2012 HR PROFESSIONAL McKeown ‘‘ delves into the magic LABOUR AND EMPLOYMENT elixir of LAW’S BEST PRACTICE positive team Q wrongful dismissal Q human rights dynamics Q restructuring Q labour arbitration Q employment contracts Q occupational health and provides and safety Q workplace policies Q workplace safety a simple and and insurance effective Q labour board proceedings Q privacy compliance Q collective bargaining Glebe Chambers process. 707 Bank Street Ottawa, Ontario K1S 3V1 operator (pragmatic realists) and the processor (systems www.ehlaw.ca designers). It is the fourth’’ role, (613) 563-7660 the synergist, who recognizes Advice for unionized and non-unionized employers 1 (888) 563-7660

a small number of key Services dans les deux langues officielles interactions that every team or group experiences and makes unobtrusive interventions along 581399_Emond.indd 1 03/04/12 7:16 PM the group’s path to success. The book tackles each role and provides a how-to guide to Recommended working with or for each one. It is the synergist who is able by 9 out of 10 to focus on what is best for the customers. enterprise, bringing the other styles, focused on their desires “ Accountemps provides and preferences, together. The outstanding customer and synergist role can be learned personal service, and their by anyone, regardless of their staff is dedicated, caring and style. A full half of the book superb. I will continue to is dedicated to explaining the recommend Accountemps synergist’s role and offers a to everyone.” self-assessment, tips and Owner, Credit Services Firm toolkits for how one can become a synergist and move a team Learn more at toward effective action. accountemps.com/testimonials Les McKeown is the president and CEO of Predictable Success, offering consulting services to improve leadership effectiveness and organizational 1.800.803.8367 performance. Some of his clients include the Canadian Defence Department, T-Mobile, and Microsoft. © 2011 Accountemps. 0410-1012a

HRPROMAG.com 572668_Robert.indd 1 July/August 201201/02/12 49 6:59 PM TECHNOLOGY & PRIVACY BY CHRISTINA HALL AND ADRIAN MIEDEMA

WHAT’S IN YOUR PROFILE? Social Media as a Background Checking Tool in Canada

he media has been buzzing recently Concern about employer requests for login about the propriety of employers information to applicants’ social media accounts accessing the Facebook, and other quickly spread north of the border to Canada, social media, accounts of job where the practice of requesting this information applicants. Certainly this practice appears to be much less common, while no less hasT been on the rise in recent years. A 2009 concerning. Currently, there is no law in Canada CareerBuilder survey found that 45 per cent of that prohibits employers for asking for this the 2,600 hiring managers surveyed admitted information, but neither is there a legal obligation to checking job applicants’ social networking on applicants to provide this information. accounts, compared to only 22 per cent in the To date in Canada, the legal debate about social previous year.1 media background checks has instead focused on However, in March 2012, the issue took a new the risks and benefi ts associated with conducting turn in the United States when the media began checks of an applicant’s publicly available social reporting a number of stories of applicants who media accounts. The issue has received particular had been asked by their interviewers to provide attention in the provinces that have their own login information to their Facebook and other privacy legislation. For example, in late 2011, the social media accounts during recruitment, so privacy commissioners of both British Columbia that the prospective employer could review the and Alberta published comprehensive guidelines full contents of those accounts. In some cases, on the practice of social media background applicants reported that hiring managers were checks.3 requesting that the applicant accept them as a However, even in provinces without their “friend” on Facebook and that they felt pressured own privacy legislation, the topic is garnering to agree to the request. increasing attention. The Ontario Human Predictably, these stories set off a fi restorm Rights Commission recently issued a statement of debate over whether such employer requests strongly cautioning employers against social are legal, as well as a debate as to where it media background checks on the basis that much is appropriate to draw the line between one’s of the information gleaned from such checks work life and one’s private life in an era in could include direct or indirect information which individuals publish a tremendous related to any or all of the prohibited ground of amount of information about themselves online. discrimination under the Ontario Human Rights In response to the controversy, Maryland, Code (such as age, religion, sex, disability, etc.). Illinois and California moved to introduce Even more recently, on April 23, 2012, legislation legislation restricting certain organizations has been introduced in Nova Scotia to amend the from asking job applicants for access to their province’s Labour Standards Code to prohibit social networking accounts. In late April 2012, an employer from requiring an employee or a bill was tabled in the United States House of applicant to provide access to his or her social Representative called The Social Networking networking accounts and from discriminating Online Protection Act (which results in the against the individual for refusing to provide interesting acronym of “SNOPA”) that has a such access. stated goal of prohibiting current and potential Given all of the attention that is being brought employers from requiring a username, to bear on the issue of social media background password or other access to an applicant’s checks, we think it is fair to say that this is an online content.2 area of the law that is likely to evolve in Canada

50 July/August 2012 HR PROFESSIONAL in the near future. In the meantime, here are pre-employment medical examination that can a few of the risks employers should be aware be tailored to the specifi c requirements of the of when considering whether to review an job for which the applicant is applying. This is of applicant’s social media accounts as part of its particular concern in Canadian provinces with background checking process: privacy legislation that requires an employer to Accuracy of the Information. Employers act reasonably in its collection of information should remember that information posted online and to limit its collection to only the minimum may not be accurate. Postings can be outdated amount of information necessary. or taken out of context, photographs can be Unintentional Access to Third Party mislabeled and an applicant’s name may match Information. When an employer engages in several possible social media accounts, leading to social media background checks, it may also the contents of certain accounts being wrongly obtain information relating to other third parties attributed to the applicant. Inaccuracies can also whose personal information appears in the result from what an employer does not review. applicant’s social media accounts, such as the For example, some individuals have social media applicant’s friends and family. Again, this is of accounts under pseudonyms or fake names, particular concern in Canadian provinces with which may not be located during an employer’s privacy legislation that requires the consent of an social media background check. individual in order to gather his or her personal Irrelevant or Excessive Information. information and requires the employer to limit With a social media background check, there its collection to only the minimum amount of are fewer ways to fi lter the information an information necessary. employer receives than there are with other Risk of a Human Rights Complaint. One of forms of background checking—for example, a the biggest risks with social media background

HRPROMAG.com July/August 2012 51 TECHNOLOGY & PRIVACY

checks is that the check may An employer’s collection of considerations such as the reveal information such as the this information may actually applicant’s fi tness for the job, individual’s religion, cultural increase the risk of a human but rather by discriminatory background or family status rights complaint in the event considerations such as the (such as whether the applicant that an applicant is not hired. employer’s knowledge that the is married or has children). In other words, it will be open applicant is a parent. All of this information to the applicant to allege These are some of the main relates to prohibited grounds that the employer’s decision risks that employers should of discrimination under not to hire him or her was consider when determining human rights legislation. not motivated by objective whether they wish to make social media background checks part of their overall background checking program for applicants. As with all Feel confi dent conducting background checks, employers a workplace investigation? should ensure that they conduct the checks only after I help protect employers from liability by acting as a trusted, they have made a conditional neutral, third-party investigator. I also train employers on how to: offer of employment to the • Set-up an investigation applicant and only after they • Interview witnesses have obtained the applicant’s • Follow a process that will stand up to scrutiny in court or at arbitration consent. Lastly, employers • Make sound credibility assessments should keep a close eye on this issue in the coming months as “Dorian brings a wealth of useful information for anyone conducting workplace investigations. I left the course with the confi dence to do them well.” additional Canadian legislators and regulatory bodies weigh - Amy, Thunder Bay Hydro in on the issue. Visit www.dnpemploymentlaw.ca to retain Dorian or schedule personalized training for your HR team. Christina Hall and Adrian Miedema are both partners 181 University Avenue, Suite 2200 in the employment and labour law group of Fraser Toronto, ON M5H 3M7 Milner Casgrain LLP. They are the authors of the book Tel: 416.642.2044 Fax: 416.642.2045 HR Manager’s Guide to Background Checks and Pre- Employment Testing (Carswell). The updated second edition of the book was released in April 2012. 557140_Dorian.indd 1 11/1/11 10:44:19 AM We focus on specialized recruiting so you can 1 “45 per cent Employer use Facebook- Twitter to Screen Job Candidates”, focus on HR strategy. Oregon Business Report, (August 2009), online: (date accessed: May 1, 2012). GTA & Ottawa 2 “SNOPA bill seeks to keep employers out Finance & Accounting, Technology of private social networks”, LA Times, Ottawa (April 2012), online: (date accessed: May 1, 2012). 3 See: http://www.oipc.bc.ca/ lannick.com procountstaffing.com pdfs/private/guidelines- socialmediabackgroundchecks.pdf and http://www.oipc.ab.ca/Content_Files/ TORONTO . MISSISSAUGA . NORTH YORK . OTTAWA Files/Publications/Social_Media_ Guidelines_Dec_2011Final.pdf

581651_lanick.indd52 July/August 1 2012 04/04/12 12:46 AM HR PROFESSIONAL INDEX TO ADVERTISERS

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EXECUTIVE/ MANAGEMENT SEARCH Meloche Monnex Financial Services Incorporated . . . . . Inside Back Cover

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HRPROMAG.com 432144_Board.indd 1 July/August5/29/09 4:30:56 2012PM 53 THE LAST WORD BY ALYSON NYIRI, CHRP

KEEP CALM AND CARRY ON

ediscovered in 2000 by bookstore In another new owners in Britain, the 1939 release, The Trust “Keep Calm and Carry On” poster Worthy Leader, has enjoyed a popular revival author Amy Lyman, in Britain and beyond. Posters, Cofounder of Great RT-shirts, coffee mugs and tote bags sport this Place to Work® slogan. Institute, argues This popular slogan was one of three posters that leaders who designed to bolster public morale at the start of develop high-trust the Second World War. The other posters read relationships within “Freedom Is In Peril. Defend it With All Your their organization Might,” and “Your Courage, Your Cheerfulness, gain a competitive Your Resolution Will Bring Us Victory.” Each advantage. Lyman has spent over a decade poster carried an image of the crown to remind researching what makes a workplace great. The citizens of their duty. None of the posters were trustworthy leader’s growth and development ever released to the public. take shape over time and as they move through Just as war transforms a country, so does an six distinct elements, their trustworthiness economic recession. In the post 2008 recession, increases. These elements include: honour, we are seeing a fundamental shift in how inclusion, value and engage followers, share leadership is defi ned and practiced. Images of information, develop others, and movement the strong and solitary “captain of the ship” are through uncertainty to pursue opportunities. yielding to diffuse leadership models. In today’s David Lapin, corporate advisor and rabbi, says global marketplace, change happens at such an that “greatness of character powers leadership accelerated speed that long-term planning by one success more than any single factor.” His book, leader is no longer possible or realistic. Many Lead By Greatness, offers eight character traits existing management practices and approaches of extraordinary leaders: authenticity, destiny, to leadership were built upon more stable and mastery, humility, vulnerability, generosity, predictable contexts. These old management awareness and wisdom. Lapin counsels leaders techniques are not effective in today’s economic to understand that to inspire others, you must be realities. The “Art of War” style manifestoes are committed to a purpose larger than yourself. quickly being left behind by astute business Pick up business magazines like Harvard leaders. Business Review or Canadian Business and Over the past three years, new leadership you will fi nd articles addressing the shift in philosophies and models have emerged, in leadership thinking similar to the new books which command-and-control leadership model mentioned above. To remain competitive, many of 20th century business organizations, is no authors say, companies need to understand that longer desirable or feasible. Innovation and in the age of the knowledge worker, leaders adaptation cannot be commanded. Creativity cannot command them to think or to contribute. does not fl ourish under tight control. Sun Tzu’s Art of War still has its supporters Leadership today is more about infl uence rather among business leaders and consultants. New than power. books are coming out this year extolling the In a newly released book entitled Leading with virtues of applying military strategy to business Kindness, authors William F. Baker and Michael leadership, warning leaders about competitors O’Malley maintain that kindness and leadership out to kill your business. But today, we have more are complementary and the combination of the and more voices offering another way to lead; two gives a leader a signifi cant advantage. Kind a kinder, more mindful way. As Peter Drucker leaders possess six traits: compassion, integrity, once said, “Management is doing things right; gratitude, authenticity, humility and humour. leadership is doing the right thing.”

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sfhgroup.com/ca

Executive Certificate in Conflict Management

We are extremely excited to announce the launch of the new University of Windsor Law School Executive Certificate in Conflict Management. You can complete it in under one year, without quitting your day job. To earn the Executive Certificate, you must complete the following six courses: Alternative Dispute Resolution Dealing With Difficult People Advanced Alternative Dispute Resolution online Difficult Conversations Applied Alternative Dispute Resolution online Negotiation

Our training helps people learn new approaches to issues such as:

University of Windsor, • disciplinary matters Faculty of Law • termination of employment Certificates are • timeliness of grievances awarded at the end of every in-class public • employee/employee workshop. disputes • effective collective Our Workshops are bargaining accredited by numer- ous governing bodies • aligning people with the in Canada and inter- right job nationally. Please visit Tackling the HR Challenge sfhgroup.com/ca for a list of accreditations. Everyone expects you to solve their problems. How do you deal with upset and stubborn people? Do you have the tools to resolve conflicts effectively? How well do you deal with employee disputes? Do you help employees ne- gotiate when they have problems? Can you identify talents and personality types? Are you expected to implement people strategies that support the “Each day was packed organization’s business objectives? Do you find yourself playing the role of a with information. The linchpin - working with finance and operations to help drive business? Our role playing method of instruction was much training will provide you with the tools you need to excel at the tasks you face more effective than every day. We have taught over 28,000 people worldwide, many of them in the normal lecture the HR field. We have run programs for the HRPAO and understand the issues sessions of other that you face. training seminars.” - Gerry Walsh, HR Experience has taught us that the best way for people to develop conflict AOC Resins and Coat- ings Company, Guelph management, negotiation,and communication skills is through practice. Our workshops involve case studies, thought-provoking discussions, small group exercises, lectures, demonstrations and videos. Our training is practical and immediately applicable. Visit our website to see biographies of our trainers. We practise, and research in the areas we teach. You will get the most up to date and advanced training. Alternative Dispute Resolution (ADR) Workshop “The ADR Workshop was by far the best course I have attended in my 30+ year career in HR. A must attend for HR Pro- fessionals. I have used the tools on a regular basis.” - Dan Heard, HR Ministry of Community & Social Services Bleinheim What is Alternative Dispute Resolution (ADR)? ADR processes provide practical ways to resolve workplace disputes. Two “Absolutely essential to of the processes we focus on are principled negotiation and interest-based anyone in a people man- mediation. Principled Negotiation, developed at Harvard, is an approach to agement role. I wouldn’t change anything! The in- negotiating that allows you to look behind the positions and focus on the un- structors were very effec- derlying interests in order to find a solution that makes sense and maintains tive and speaking from relationships. In an interest-based mediation, a mediator assists disput- personal experience was ing parties to negotiate. Mediation can help re-establish trust and prevent very helpful” damage to relationships. Mediation can save time and reduce financial and - Danielle Germansky, Manager, Scotia Bank emotional costs. Toronto Public sector departments, ministries and state enterprises are turning with increasing frequency to ADR to resolve workplace disputes. For example, “as part of a Public Service Staff Relations Board mediation pilot project, 40 CHRP recertification ADR processes successfully resolved 85% of grievances within the Canadian points by HRPATM Federal Government”. ADR vital part of modernizing public sector, Barrie White, Workplace News. Workshop includes 6 negotiation case studies, At this workshop you will learn how to mediate disputes while preserving 3 mediation case studies, 1 video and a mediation relationships and how to negotiate your way through tough situations. demonstration. Day 1 Day 2 • What causes conflict? • 7 Elements of Principled Negotiation? Experienced coaches supervise mediation case • What are your negotiation tendencies? • How do you deal with difficult people? studies. • How do you avoid negotiation pitfalls? • How can you be creative to get better • Which style is better, a competitive or results? cooperative one? • What should you disclose in negotiation? • How can you avoid making dangerous • When should you say yes and when should assumptions? you walk away? Day 3 Day 4 • How do you prepare for a negotiation? • How do you find people’s underlying • How do you deal with strong emotions? interests? • How can you be more persuasive? • How do you mediate to resolve disputes? • How can you get people to listen to you? • How can you resolve workplace conflict? • How do you handle a number of people at • How can you prevent mediations from the table? getting out of control? Dealing With Difficult People Workshop “I learned some very solid techniques in this course that I will be able to use imme- diately.” - Miranda McCulloch HR, Mold-Masters Limited, Georgetown

“I would recommend this course to any HR Professional!” You will learn how to prepare for difficult conversations, deliver messages - Susan Broniek, HR powerfully, confront someone calmly and respectfully, overcome the fears Toral Cast Precision Technologies that lead you to avoid conversations, how to end a difficult conversation and Mississauga recognize personality differences. You will have the opportunity to complete the Myers-Briggs Type Indicator-Step II ® * and receive a customized report containing insights into your personality type and the personality types of others.

Day 1 30 CHRP recertifica- • What makes a conversation difficult? tion points by HRPATM • How do you start a difficult conversation? Workshop includes • How do you confront bad behaviour? the MBTI exercise (all • How do you deal with difficult people? of day 1), 5 exercises, • How do you identify personality types? and 3 case studies. • How do different personality types con- tribute to problems in the workplace? On day 3 you will also * Myers-Briggs Type Indicator Step II (Form Q) Interpretive Report © Day 2 2001, 2003 by Peter B. Myers and Katharine D. Myers. All rights reserved. practise a specific skill or conversation that • What triggers you and others? you have identified. • How do you avoid common mistakes? The facilitators will be • How do you manage emotions? available to answer • How do you get to the root of a problem? any questions. • How can you disagree without escalating the conflict? • How do you prepare for a tough conversation? Day 3 • How do you deal with difficult conversations in the workplace? • How do you deal with difficult conversations at home? • How might you manage your own responses better to make the conversation less difficult for you? • How do you know when to end a difficult conversation? • What is the best way to end a difficult conversation? • How do you conquer fears around a difficult conversation? Registration Information 4 ways to contact us and to register:

Please register me for the following workshop(s): visit sfhgroup.com/ca for more dates. □ ADR WORKSHOP, Toronto, April 24-27, 2012, $2,300+HST □ ADR WORKSHOP, Toronto, May 29 - June 1, 2012, $2,300+HST □ ADR WORKSHOP, Toronto, July 10-13, 2012, $2,300+HST □ ADR WORKSHOP, Ottawa, July 17-20, 2012, $2,300+HST □ ADR WORKSHOP, Toronto, August 14-17, 2012, $2,300+HST □ ADR WORKSHOP, Toronto, October 1-4, 2012, $2,300+HST ONLINE □ ADR WORKSHOP, St. John’s, October 15-18, 2012, $2,300+HST At sfhgroup.com/ca □ ADR WORKSHOP, Toronto, October 23-26, 2012, $2,300+HST □ ADR WORKSHOP, Ottawa, November 5-8, 2012, $2,300+HST □ ADR WORKSHOP, Toronto, November 13-16, 2012, $2,300+HST □ ADR WORKSHOP, Toronto, December 11-14, 2012, $2,300+HST □ ADR WORKSHOP, Toronto, January 15-18, 2013, $2,300+HST □ ADR WORKSHOP, Toronto, February 11-14, 2013, $2,300+HST □ ADR WORKSHOP, Ottawa, March 19-22, 2013, $2,300+HST MAIL □ ADVANCED ADR WORKSHOP, Toronto, June 5-8, 2012, $2,725+HST Fill in and send the □ ADVANCED ADR WORKSHOP, Toronto, August 21-24, 2012, $2,725+HST registration form to: □ ADVANCED ADR WORKSHOP, Ottawa, September 11-14, 2012, $2,725+HST Stitt Feld Handy Group □ ADVANCED ADR WORKSHOP, Toronto, November 20-23, 2012, $2,725+HST 112 Adelaide St. East □ ADVANCED ADR WORKSHOP, Toronto, March 19-22, 2013, $2,725+HST Toronto, Ontario, M5C 1K9 □ ADVANCED ADR WORKSHOP, Ottawa, March 25-28, 2013, $2,725+HST □ APPLIED ADR WORKSHOP, Toronto, June 12-15, 2012, $3,050+HST □ APPLIED ADR WORKSHOP, Toronto, September 25-28, 2012, $3,050+HST □ APPLIED ADR WORKSHOP, Toronto, February 5-8, 2013, $3,050+HST □ DEALING WITH DIFFICULT PEOPLE WORKSHOP, St. John’s, May 30 - June 1, 2012, $1,895+HST □ DEALING WITH DIFFICULT PEOPLE WORKSHOP, Toronto, July 18-20, 2012, $1,895+HST □ DEALING WITH DIFFICULT PEOPLE WORKSHOP, Toronto, October 17-19 , 2012, $1,895+HST FAX □ DEALING WITH DIFFICULT PEOPLE WORKSHOP, Toronto, Jan 30-Feb 1, 2013, $1,895+HST Fill in and fax the □ BECOME A POWERFUL NEGOTIATOR WORKSHOP, Toronto, June 20-22, 2012, $1,995+HST registration form to: □ BECOME A POWERFUL NEGOTIATOR WORKSHOP, Toronto, Oct 31 -November 2, 2012, $1,995+HST (416) 307-0011 □ BECOME A POWERFUL NEGOTIATOR WORKSHOP, Toronto, February 20-22, 2013, $1,995+HST

□ Mr. □ Mrs. □ Ms ______(Please print name in the form you wish it to appear on your Certificate) Job Title: ______Industry: ______Organization: ______PHONE (416) 307-0007 Address: ______□ Home □ Work 1-800-318-9741 City: ______Province: ______Postal Code: ______

Phone #: (____)______Fax #: (____)______DISCOUNTS E-Mail: ______Name on name-tag: ______A 20% discount applies if 5 or more people register from the □ I would prefer a vegetarian meal Any dietary restrictions?______same organization within the same calendar year. A $150 How did you hear about us? ______discount applies if you register for the ADR and Advanced ADR Method of Payment: Workshops at the same time. □ Cheque enclosed, payable to: Stitt Feld Handy Group □ Bill me □ Credit Card payment: □ VISA □ MASTERCARD CANCELLATION POLICY Up to two weeks before the Card #: ______Expiry date: ______workshop - 50% of workshop fee. In the two-week period prior to the workshop - full fee. Name on CC: ______Signature: ______We accept substitutes.