Welcome to the Excellence in Leadership Awards Gala and thank you for showing your support for the dedication, talent, and hard work of our province’s HR professionals! Designed to showcase outstanding Human Resource achievements in , HRMAM’s prestigious awards honour organizations and individuals who are leaders in diversity, development, impact, and innovation.

Human Resources is a profession that encompasses many different areas and HRMAM wishes to acknowledge as many of these facets as possible. Tonight’s event will showcase the nominees in five distinct organizational award categories and two individual award categories, with each award recipient announced live during the evening’s program.

Take Your HRMAM’s organizational awards recognize large and small Manitoba businesses that have successfully demonstrated leadership in Human Place Resource programs or services by creating, developing and implementing related initiatives that have resulted in significant and measurable Among benefits to their organization. HRMAM’s individual awards recognize distinguished persons for their significant contributions to the HR The Best profession at various stages in their careers and levels of development.

The HRMAM Scholarship Award recognizes a full time, post-secondary student with an outstanding combination of academic, leadership, extracurricular, and human resource activities. A $500 scholarship will be awarded to a deserving student this evening. Congratulations to our award recipient!

The Rising Star Award recognizes new talent in our industry and the Senior HR Leader Award recognizes the value that experience can bring.

Congratulations to all of our nominees and award recipients! The Evening’s Agenda

The Gala Menu Cocktail Reception Welcome – Masters of Ceremonies First Course | Artisan Greens Salad Artisan greens salad with strawberries, Greetings from HRMAM cashews and balsamic vinaigrette Roma Thorlakson, Chair Elect Nicole Stewart, Chair, Gala Entrée | Filet of Beef Filet of beef with peppercorn jus served Greetings from Presenting Sponsors with scalloped potatoes, baby carrots and asparagus Payworks – JP Perron, Executive Vice President & General Manager

Dessert | Crème Brûlée Free Press Crème Brûlée Grace Dinner Wine Cono Sur Bicicleta – Viognier Dinner Cono Sur Bicicleta – Pinot Noir Organizational Awards Presentation

Individual Awards Presentation HRMAM’S “This piece symbolizes two principal components that are intertwined with energy flowing from Organizational Excellence In one to another and back again. It’s a perfect Leadership Awards representation of Human Resources and business. The design expresses unification because one does not function without the other. Each partner is molding to the other and committing to a common vision that results in success.”

George W. Shannon, Artist On The Edge Glass Studio Health, Wellness and Safe Workplace Sponsored by: Health, Wellness and Safe Workplace Sponsored by: Recognizes initiatives and programs that foster the health and wellness of all Recognizes initiatives and programs that foster the health and wellness of all employees and create safe work environments. employees and create safe work environments.

Nominee: 1 life Workplace Safety & Health Nominee: Maple Leaf Consumer Foods

8 1Life Workplace Safety & Health works with Manitoba businesses to create and implement In 2013, the Maple Leaf plant on Lagimodiere added 7,500 square feet of production space, 7 new 9 meaningful safety management systems that provide a framework to control avoidable loss in the packaging lines, 2 new injection lines and 3 new smokehouses, hiring and training more than 700 form of lost time and productivity, equipment/product damage, rehiring and retraining costs, WCB employees for new positions. Most of the 400 new employees hired into this environment had costs, third party liability as well as damage to stakeholder and public trust. no food manufacturing experience. The 8 to 10 hour shifts require standing doing repetitive tasks most of their day. The temperature averages 4o C and they are working with extremely sharp Most recently, 1Life Workplace Safety & Health created The Simpler, Easier Program™ with human knives and huge mechanized machinery. resource professionals in mind. This program was developed specifically to help human resource professionals remove some of the complexity of meeting workplace safety requirements and create The Health & Safety Department’s performance during the past 18 months in preparation and a strategy to accomplish more with fewer resources. execution of this expansion has been exceptional. They made a commitment with the rest of the company to aim for a zero workplace injury target and have taken this up, not as a challenge, but The Simpler, Easier Program™ uses a specialized audit tool to eliminate the guesswork for the as a motto. They believe in it so much that it has become their passion. Despite all the challenges, human resource professional by helping them accurately assess their requirements and the this year, as in the past five years, the percentage of injuries has dropped. It is now at 1.8%. effectiveness of what is currently in place within their organization, create a plan to maximize the The corresponding premium reductions over the past five years represent an annual saving of use of available resources (time, human and financial) enabling them to accomplish more with less $370,000. effort, and to be confident that their workforce is protected and that they are in compliance with safety training requirements. Beyond the financial savings, there is a greater human element. The Lagimodiere plant has seen a dramatic drop in workplace injuries since 2008. The employees can feel confident that they know how to be safe at work, that they have access to resources, that they can report injuries and get support to ensure they are using workplace equipment properly and safely.

The end result is that employees come to work and feel confident that they will go home in the same physical condition as when they arrived. Labour and Employee Relations Sponsored by: Learning and Development Sponsored by: Recognizes initiatives and programs that nurture strong and open labour and Recognizes initiatives and programs that demonstrate success in raising the skill employee relations. level of employees through job-related training and lifelong learning.

Nominee: St.Amant Nominee: CAA Manitoba

10 The St.Amant Partnership Project goal was to open the lines of communication between staff, In 2012, CAA Manitoba created an initiative called Power of One, to focus on customer satisfaction 11 managers, human resources and the unions. Together, leadership, HR, the unions and staff groups and loyalty with members through individualized interactions. More than a sales training worked through the steps of a plan that included: addressing areas with a high rate of respectful program, Power of One seeks to work with all staff (front facing and support staff) to increase workplace complaints; implementing a communication schedule; creating a position dedicated communication skills, not just at work, but as a whole. The initiative models behaviours that, when to labour relations; developing an annual plan of staff appreciation events; initiating an anti- followed, can have great benefits at work, at home and in the greater community. bullying day; inviting union partners to all St.Amant events; developing a training program on the Attendance Support and Assistance Program (ASAP) and adding a step to the organizational Despite the challenges presented by limited resources and budgets and an overwhelming number change process where unions are brought in early and often to talk about potential changes to jobs of cold days in 2012, the training was delivered to a diverse staff base from across the Province. The or roles. program achieved the goals laid out during the planning phase and some other positive outcomes that may have been desired, but not expected. There have been many benefits to the staff culture, such as participation and attendance at events, participation in staff videos and increased interest in volunteer opportunities. Measurably, there The Power of One has increased revenues. For example, the travel area, which was generally below has been a 33% reduction in the number of grievances received. There has been a 2.8% decrease revenue expectations has exceeded budget for 4 months running. It has increased service scores, in absenteeism, which translates to a total budget saving of $131,000., most in the reduction of as staff have built relationships with members customer survey scores are climbing, reversing a overtime pay. downward trend. It has increased coaching, as managers are spending more time with their staff as they coach the key behaviours and work toward overall organizational goals. It has enhanced With the union’s approval, St.Amant was able to create unique relief positions to replace difficult management engagement, from coaching, to their willingness to send staff to training and more to recruit float pool positions. These have been successfully filled and these employees now have a managers are now volunteering to help build coaching programs. It has increased employee better sense of belonging. engagement as employees are requesting additional sessions, taking some of their learning into their own hands and helping to improve the program going forward. And, it has increased All the results are very positive, and although much time was invested, the project was not difficult competencies , particularly in network and relationship building and customer focus. to carry out. Shifting a culture to transparent and honest communication starts at the top but requires buy in and leadership from within every area. The results in employee culture and partner The roll out of Power of One has seen a dramatic increase for staff as they are exhibiting the relationships are remarkable. behaviours required for building strong relationships and have a greater focus on what their customers actually need. Learning and Development Sponsored by: Learning and Development Sponsored by: Recognizes initiatives and programs that demonstrate success in raising the skill Recognizes initiatives and programs that demonstrate success in raising the skill level of employees through job-related training and lifelong learning. level of employees through job-related training and lifelong learning.

Nominee: Nominee: Manitoba Public Insurance

12 Manitoba Hydro’s eLearning Program now provides online training opportunities to approximately Manitoba Public Insurance is undergoing significant and continuous change, requiring leadership 13 6,500 employees throughout the Province from their work or home location any time of the day, excellence and high performing teams. 365 days a year. They initiated the Team and Leader Development program, in part because: approximately 30% However, initial efforts to promote online training courses were met with indifference or resistance. of the leadership team (manager level and above) were nearing retirement; a new Leadership Many employees felt that online training was boring and faceless and lacked interactivity. The Competency Model was being introduced; and, the Succession Management program at the time majority of employees preferred to attend training in a classroom setting. was not addressing development needs.

To address this, Hydro’s eLearning program was systematically redesigned over a period of years. These business drivers and others required a strategy to support the executive team and leadership In September 2012, a complete review and swap of all off-the-shelf eLearning offerings was made. teams of their respective divisions. Their comprehensive program was designed to improve the These offerings were mapped to core and leadership competencies and updated to include more effectiveness of teams and their leaders, building a culture of high performance. The development interactivity, such as video feedback to question choices, and a more visually appealing look. of the leadership team was viewed from two perspectives: the development of the individual leader; and the development of the collective leadership team and their direct reports. In one year alone, the Corporation realized over $8M in travel and time savings by having employees across the province complete online training options. This strongly supports the Initially, the selected external vendor delivered executive team and new divisional leadership corporate strategic goal of protecting the environment as the Corporation was able to save over 6 team sessions. Then, Team & Leader Development Specialists, certified in Strength Deployment million kilometers in driving and air travel. Inventory and Booth Task Cycle 360° tool facilitated team development sessions with continued cascading implementation of the sessions, including 360° assessments, to the supervisory level. As a result of the changes, employees now actively seek out eLearning. Many have said they are surprised that eLearning can be visually appealing, very effective, interesting and interactive, and Since starting the program: 86% of leaders report they use their Motivational Value System to that they enjoy the convenience of being able to take training at their own work site; being able to manage their own behaviours; 69% openly admit their weaknesses and overdone strengths. revisit content as needed; and being able to watch recordings at their convenience. 86% of participants report team meetings have become more comprehensive and 88% say that collaboration in their team has increased. ELearning usage has increased almost 100% in fewer than six years. Learning and Development Sponsored by: Learning and Development Sponsored by: Recognizes initiatives and programs that demonstrate success in raising the skill Recognizes initiatives and programs that demonstrate success in raising the skill level of employees through job-related training and lifelong learning. level of employees through job-related training and lifelong learning.

Nominee: Monsanto Canada Nominee: Steinbach Credit Union (SCU)

14 In March 2013, Monsanto Canada launched Development and Performance Central, an online tool Recognizing that leaders are the key drivers of organizational strategy and are best positioned to support 15 that integrates key HR people processes like Monsanto’s people review and succession planning the development and growth of staff, Steinbach Credit Union (SCU) recently designed and implemented process and performance management process into one standardized tool. Once it was launched, the “Leadership Excellence Program” aimed at building leadership competencies for front line and senior the goal was to complete the people review process for all employees by the end of the fiscal year, management groups. August 2013. This included training all employees on the Talent Profile; training managers on how to complete the People Review Manager Assessments; scheduling and completing calibration In 2010, a number of leaders felt ill-equipped in the areas of coaching to performance, change sessions for various groups and teams; and completing the succession planning process with the management, providing feedback and having difficult conversations. At the same time, changing economic Canadian Leadership Team. pressures and organizational strategies moved SCU towards a more results-oriented culture. A balanced scorecard approach to goal-setting was implemented, job descriptions and competencies for each role Completing each of the steps was a major milestone. The People Review Manager Assessment were defined, and staff development and feedback became a top priority. The 2011 employee survey forms close out automatically at the end of the fiscal year, adding stress on the timeline. Had showed concerns related to lack of recognition by their leader and perceived favoritism. it not been completed, some forms would have been closed off without being calibrated or some employees would not have been reviewed in the 2013 fiscal year. With the support of the Once the leader job descriptions and competencies were in place, two foundational learning programs set leadership team and change champions, the process was completed with all Canadian employees the stage for the Leadership Excellence Program: ‘Understanding Myself as a Leader’ and ‘Understanding by the deadline. My Team’.Six additional learning modules provided leaders with tools and help to develop behaviours for leadership effectiveness. Being the first world region to complete the process in Development and Performance Central was a huge success! A leadership WIKI provides a portal where leaders can access training content and share ideas online and IDEA groups create a space for leaders to meet quarterly and collaborate on leadership topics. To support Monsanto Canada has the highest adoption of all the world regions: 100% of employees completed participants going through the program, leaders of leaders are encouraged to have conversations with staff their talent profiles; 100% of People Review Manager Assessment forms were submitted by the about the program, and are provided with a coaching tool to help facilitate the conversation. deadline; 10 calibration sessions were completed, reviewing a total of 424 employees. Complete teams and groups were reviewed, based on incentive level; and 15 succession plans for business Lastly, a mentorship program allows for the continued growth of existing leaders and provides an additional critical roles have been recorded. layer of support to new leaders.

The new system lets managers focus on the people rather than administration and navigation, An organizational shift has taken place that can be attributed, in part, to the Leadership Excellence providing better results in less time. Program. There are high satisfaction rates amongst leaders and staff, the organization continues to meet its corporate objectives and the results-oriented culture SCU strives to achieve is becoming a reality. Organizational Engagement Sponsored by: Organizational Engagement Sponsored by: Recognizes initiatives and programs that foster employee commitment Recognizes initiatives and programs that foster employee commitment and enthusiasm about their work. and enthusiasm about their work. People First HR Services is a People Corporation company People First HR Services is a People Corporation company

Nominee: Enterprise Holdings Nominee: Investors Group

16 As the largest rental car company in the world, Enterprise Holdings operates its privately-held The ‘Our Commitments as Leaders’ training initiative was created to help leaders understand the 17 business guided by a set of Founding Values that its employees and leadership strive to exemplify, Investor’s Group vision and internalize and align themselves and those they lead to the values specifically by focusing on a number of Cultural Compass Points that include Business Ethics, contained within the vision. Diversity and Inclusion, Workplace Quality, Community Relations & Philanthropy, Environmental Conservation and Operations. The leadership level at Investors Group was familiar with the new vision content and terms through the initial communications that were done at the time of its launch. This initiative was This past year they challenged their Group with the creation of three specific goals for each developed to answer the challenge of moving leaders beyond being able to define or recognize the compass point that required both active group leadership and employee participation. The plan content of the vision, to being well equipped to be role models of it and feel connected and aligned was strategic in that the various strategies at one point or another engaged the entire employee to it personally. base towards successful outcomes. Each strategy had a year-long timeline that required continual monitoring and an active action plan. The project plan called for an internally developed and delivered training program, consisting of initial executive consultations; design and development; the training initiative launch and rollout; Their Employee Opinion Survey, focus group results and operational results combined with Management Forum communication; and area conferences across the country. The initial rollout various Business and HR Metrics show that employee engagement in the plans was outstanding. sessions were completed in 2013. The training initiative has continued post-launch, including The company compares world-wide results across business groups, and their Group this year was instructor-led sessions for new hires/promotions. The program is being migrated online and is awarded the coveted Jack Taylor Founding Values Award, for exemplifying the company’s values, expected to be completed in 2014. an award that only a handful of operating groups around the world receive each year by achieving measurable outstanding results in each cultural compass point. The initiative met its learning objectives and all 37 initial rollout sessions were completed within the initial rollout period to all 500 targeted audience members. Feedback was very positive and above the corporate benchmark for training and development. Participants reported having a better understanding of the vision and values, that the program was a good use of their time and that they felt they could apply the learning back in the workplace.

The program has been a tremendous success and is viewed by leaders as a valuable contribution to their understanding of the vision and values of the corporation. The ‘Our Commitments as Leaders’ program has also become an essential part of the overall leadership development strategy. Organizational Engagement Sponsored by: Organizational Engagement Sponsored by: Recognizes initiatives and programs that foster employee commitment Recognizes initiatives and programs that foster employee commitment and enthusiasm about their work. and enthusiasm about their work. People First HR Services is a People Corporation company People First HR Services is a People Corporation company

Nominee: Monsanto Canada Nominee: National Leasing

18 A series of employee focus groups identified that while staff enjoyed the culture at Monsanto, National Leasing improved employee engagement in their Business Coordination Department to 19 there was a feeling amongst employees of a lack of work life balance as a result of work pressures. 100% by merging two departments, who were frustrated by siloed objectives, into one.

To address this, Monsanto implemented changes in day-to-day work habits and employee The lease origination process was causing frustration between Lease Administration and Sales interaction that successfully increased employee morale and enhanced productivity. With the Administration. It became clear that a more effective and happier working environment could support of leadership, they introduced the four strategies to address the issues of excessive be created by merging these two departments, physically, technologically and by revising the e-mails, meetings and travel-time. significant lease process.

Now at Monsanto, Meeting-free Friday afternoons give employees uninterrupted time to complete The process began with clear and consistent and open communication, in group ‘q and a’ work tasks, prepare for the following week, and power down before the weekend. settings. The Facilities and Information Technology departments were engaged to orchestrate the physical relocation of 75 staff over 9 departments. A great amount of consideration was given to Email and instant messaging is discouraged on weekends. With a flexible work environment, some determining who would work next to one another. employees prefer to do work on weekends; but these employees are asked not to send emails during this time as others feel obligated to respond. Management identified subject matter experts to assist in creating new processes and new job descriptions for the merged department. This revealed conflicting or broken processes and gave To reduce the amount of email, employees are asked to review each email in the following context: staff ownership by allowing them to prioritize and strategize on how processes could be improved Is it absolutely necessary? Is email the best medium? Do I absolutely have to send it to all these to increase efficiency. Staff were eager to participate and grateful to have their voice heard. people in the To: section and the CC: section? If I use a group distribution list are some individuals receiving this e-mail unnecessarily? Staff from the two previous departments gained a better understanding and appreciation of roles and individual challenges and encouragement from management has created a better attitude Finally, as a global organization, it is occasionally necessary to travel for meetings and conferences. between the teams. Employees are asked to arrange their travel during work hours; to consider travel time when setting meeting dates and, when possible, to utilize technology rather than travel. Through executive support, employee buy-in and smooth change management, National Leasing achieved 85 per cent employee engagement on the next annual survey. The employee engagement There has been a measurable increase in employee engagement and a visible an increase in rate in the new Business Coordination Department was 100 per cent. Simply put: employees are employee morale and productivity. Employees have expressed how they enjoy being able to take happy, therefore the client experience is smoother – both of which impacts the bottom line in a the weekend for themselves and their families without feeling obligated to check in on work; as a positive way. result they come to work Monday morning refreshed and ready to begin the new week. Workforce Planning and Talent Management Sponsored by: Recognizes initiatives and programs that support employees and the organization by having the right employees, in the right place, at the right time.

Nominee: City of Winnipeg

20 The City of Winnipeg’s Aboriginal Youth Strategy, Oshki Annishinabe Nigaaniwak (OAN), is an innovative strategy to support Aboriginal youth in accessing positive recreational, learning, wellness and employment opportunities in the community and civil system. OAN was adopted by City Council in 2008 and is one of the key responsibilities of the Aboriginal Relations Division.

The OAN strategy was implemented in two ways; the first to foster partnerships with community organizations who offer youth-focused programming and provide financial and in-kind supports to continue and sustain these initiates. These include training programs, such as construction technology, recreation and visual arts. Programs also provide supports such as career planning, job readiness and skills development.

The second focus was on enhancing the civic system and its processes and policies to allow easier access for Aboriginal youth. Projects materialize as internships and training opportunities within civic departments, career exploration weeks, scholarship and award programs and cultural awareness support and resources for civic staff. OAN engages over 20 partners yearly to implement this strategy: 12 internally and nine externally.

From 2009 to 2013, projects have resulted in almost 2,000 Aboriginal youth participants including 30 interns and almost 100 award and scholarship recipients. In addition, OAN programs received an attendance of over 55,000 visits. Collectively, the stream one partner programs report a graduation or completion rate of 63%, employment rate of 58%, and 35% of participants return to educational institutions. HRMAM’S Individual Excellence in Leadership Awards Scholarship Scholarship The HRMAM Scholarship Award recognizes a full time, post-secondary student with an outstanding The HRMAM Scholarship Award recognizes a full time, post-secondary student with an outstanding combination of academic, leadership, extra-curricular and human resource activities. A $500 combination of academic, leadership, extra-curricular and human resource activities. A $500 scholarship will be awarded at HRMAM’s Excellence in Leadership Awards Gala. scholarship will be awarded at HRMAM’s Excellence in Leadership Awards Gala.

24 Shola Aladegbaiye is student-focused peer tutor, passionate coach Brittany Koop, a student at the Asper School of Business, is passionate 25 and insightful facilitator who is currently pursuing a Diploma in Human about pursuing a career in Human Resources. After completing her Resource Management in the PACE Division of the University of Bachelor of Commerce (Honours) in 2015, she plans to write the Winnipeg. She has a background in construction management and National Knowledge Exam in hopes of pursuing her CHRP designation. seven years experience as a trainer in said field. Shola is a volunteer Brittany is actively involved within the Asper School as the Director of Conversational Facilitator at the Immigrant Center, a mathematics tutor Programming with the Commerce Students’ Association. Within her at the Adult Education Centre and a dedicated participant at the volunteer leadership role, she guides and supports eight students from “low-cost” Habitat for Humanity 2013 Spring Build. She is a very the general council. She helps them plan various events within the committed individual who excels at whatever she does. Currently, she is school, including two graduation dinner and dances, seven weekend one of the top three students in her class at the University of Winnipeg. social events, three sport activities in the summer, and two local charity campaigns that collectively raised over $50,000. She is an active Nominee: Shola hopes to work in a leading firm that places priority on Nominee: member of the University of Manitoba Human Resources Association, professionalism and lead such organization towards the attainment of as well as the Human Resource Management Association of Manitoba. Shola Aladegbaiye set goals by making use of the knowledge and experience acquired from Brittany Koop the program. Her long-term plan is to focus her professional efforts on Brittany has worked in various roles within Manitoba that have fostered training and development. She also plans to grow her professional profile a growth and knowledge in mentorship abilities, long-term planning by obtaining certifications such as the CHRP and the CTDP. and other Human Resources skills. With a passion for volunteering and not-for-profit organizations, Brittany hopes to continue to devote her talents to helping local charities raise funds and awareness for their causes. She feels that recruitment and selection are her true passions and she is interested in learning more about training programs. She also feels it’s important to represent a high standard of excellence within her role as an HR professional in order to demonstrate her passion for the field of Human Resources. Scholarship Rising Star Award Sponsored by: The HRMAM Scholarship Award recognizes a full time, post-secondary student with an outstanding The Rising Star Award is presented to an individual who has demonstrated excellence in personal combination of academic, leadership, extra-curricular and human resource activities. A $500 performance and commitment to the Human Resource profession through their professional, P, A  scholarship will be awarded at HRMAM’s Excellence in Leadership Awards Gala. volunteer, and educational activities. The Rising Star is an HR trail blazer who holds the future of C E   the HR profession in their hands and is lighting the HR community on fire.

26 Dale Camuyong is an emerging Human Resource leader, pursuing Melissa did not set out to be an HR professional. She started out taking 27 a Bachelor of Commerce (Honours) Degree at the Asper School International Development Studies at the U of W. But after receiving of Business. He is heavily involved at the school in various HR and some exposure to human resources, she knew that it was a perfect fit for leadership roles. Dale currently serves as the President of the University her. Melissa signed up for the HR Diploma program at the U of W, taking of Manitoba Human Resource Association (UMHRA), where he courses at night while working full-time. She successfully completed the provides strategic direction to an executive team of seven students that course in 2010. She immediately began studying for the CHRP which she impacts a member base of 35 students majoring in HR. As President, achieved at the end of 2010. he works with various stakeholders such as HRMAM, the faculty at the Asper School and HR professionals in the business community. He is Melissa joined Enns Brothers in September 2012 as an HR Generalist, responsible for building relationships between these key groups and where she set her two priorities as recruiting and health and safety. the UMHRA members. This year, Dale has brought forth a number Melissa took on the wide variety of health and safety needs with a positive Nominee: of initiatives to improve the UMHRA, including; an increase social Nominee: approach and great energy. She actively engages herself in all aspects of media presence, improving awareness of HR scholarships and job the Enns Brothers processes and continues to find new ways to leverage Dale Camuyong opportunities and providing students opportunities to volunteer. Melissa Holder their systems to improve the recruiting process. Enns Brothers Dale has competed at the JDC West, a national business case Melissa understands that recruiting well is great, but retaining competition, on the HR team. He also volunteers his time at Siloam employees is even better. She connected Enns Brothers with Workplace Mission as a kitchen volunteer and aided in fundraising for the United Education Manitoba and helped plan and orchestrate very successful Way of Winnipeg. Dale intends to pursue the CHRP designation and communication skills training for over 70 employees across all locations. believes his ideal job would highlight his capacity as a leader. In addition, she has been instrumental in the realization of an ambitious project to create a best in class wrap around program for apprentices.

A very sports-oriented individual, Melissa recognizes the value of team sports in creating community. She recognized that new Canadians with young children are often unsure how to get involved in community sports programs. So, Melissa created and ran a small program to help the children of new Canadians access community soccer programs. Melissa has been a United Way agency liaison volunteer for the past three years. She coached soccer at Waverley Community Club and at the high school level for five years and helped out with a literacy program at Flora House. Rising Star Award Sponsored by: Senior HR Leader Sponsored by: The Rising Star Award is presented to an individual who has demonstrated excellence in personal This award recognizes an individual who has demonstrated excellence in leadership at the senior or performance and commitment to the Human Resource profession through their professional, executive level. This individual has successfully led and implemented a strategic initiative to respond P, A  volunteer, and educational activities. The Rising Star is an HR trail blazer who holds the future C E   to a need to address an economic, societal, technological, political or demographic trend that could of the HR profession in their hands and is lighting the HR community on fire. impact the organization and human resources practices.

28 Rebecca is a passionate and energetic human resources professional. The Civil Service Commission is responsible for leading HR 29 With less than three years experience in the field, including almost management in the Manitoba government, playing a key role in two years with Canad Inns, Rebecca has established herself as a leader ensuring that employees are able to meet the challenges and priorities within her properties, as well as a strong contributor in the human of Government. In Erin’s role as Executive Director, she was accountable resources community. She has exceeded expectations by assuming for providing central coordination and development of corporate responsibility for the human resources function of two hotels, having policy and strategic advice, researching and innovating new practices, been hired to support only one hotel eight months earlier and has developing programs that advance the government’s overall recruitment, developed personal relationships with the 307 employees and managers retention and employee engagement objectives, supporting the she supports. Rebecca creates initiatives to build morale by executing goals of diversity and inclusion, and building relationships with and organizing employee events and she involves herself in various external stakeholders. leadership activities, such as acting as the Management Co-Chair of the Nominee: Health and Safety Committee. In addition to the challenge of supporting Nominee: On March 1, 2010 all HR functions of the Manitoba government two properties, Rebecca also spent nights and weekends studying and were transferred from departments to provide staff with HR services Rebecca Sisler preparing for her CHRP designation exam which she completed in Erin Polcyn Sailer centrally. As project sponsor for HR re-alignment, Erin was a Human Resource Coordinator, Executive Director, Policy and August 2013. tremendous support to the project team, maintaining regular contact Canad Inns Programs Branch, Manitoba Civil with the project team leader, liaising between the project team and Service Commission Rebecca volunteers her time with Alma Mater as a coach for the Asper the Civil Service Commission executive team and providing invaluable School of Business JDC (Jeux De Commerce) Human Resources guidance by sharing her own perspectives, having worked as an HR Team. After having placed second in 2011 as a competitor herself, manager and director for two departments with a large rural presence. Rebecca has coached the Human Resources Team for two years. Rebecca also volunteered her time by visiting Maples Collegiate, where The overall focus of HR re-alignment was to improve the level of she taught a lesson on Human Resources Management to a group of service to clients by relying on existing expertise within the organization grade 10 students. Rebecca is a regular speaker and contributor to an to work together on implementing solutions. For three years, Erin employment class held by Premier Personnel, where she speaks with transformed the steering committee’s vision of HR re-alignment into individuals regarding how to increase their employability, work on their concrete projects that were successfully implemented. She consistently resumes and effectively navigate the interview process. supported the team’s efforts, offering feedback and guidance without influencing the direction of the project’s team work and she played a key Currently, Rebecca is an active volunteer on the 2014 HRMAM role in the strategic vision of this project and its success. Excellence in Leadership Awards Gala Committee. Rebecca is part of the HRMAM Mentorship program and attends HRMAM seminars, such as the HRMAM Legislative Review in April 2013. Senior HR Leader Sponsored by: Senior HR Leader Sponsored by: This award recognizes an individual who has demonstrated excellence in leadership at the senior or This award recognizes an individual who has demonstrated excellence in leadership at the senior or executive level. This individual has successfully led and implemented a strategic initiative to respond executive level. This individual has successfully led and implemented a strategic initiative to respond to a need to address an economic, societal, technological, political or demographic trend that could to a need to address an economic, societal, technological, political or demographic trend that could impact the organization and human resources practices. impact the organization and human resources practices.

30 Bev is a highly knowledgeable and compassionate leader of a team of 13 Nicole joined Payworks Winnipeg, the eighth regional office in Canada, 31 Human Resources Coordinators and Managers. Bev joined Canad Inns as the Director of HR in 2011 and has more than 13 years of management when it was a relatively small family owned business. As the company and HR experience. She holds a Business Administration Diploma from rapidly expanded from 1600 to more than 3500 employees, Bev became Red River College, a Human Resource Management diploma from the instrumental, developing the HR Department. Her strong academic University of Winnipeg and a CHRP designation. background and experience in both private and public organizations enabled her to develop the structure the company needed. Prior to Nicole joining Payworks, there was no formal Human Resource Department. Nicole has led the initiative to translate organizational As Vice President, Human Resources & Privacy Officer, Bev leads a strategy into human resource objectives. This included the design, diverse range of responsibilities. She is responsible for labour relations development and implementation of the functions of a human at the five unionized Canad Inns properties and maintains effective resources department: job evaluations and descriptions; recruitment Nominee: professional relationships with both labour unions and oversees Nominee: and on-boarding; compensation and goal planning; workforce planning Employee Relations at the non-unionized properties. Bev ensures and organizational development; policies; performance management, Bev Sterling regulatory compliance and is tasked with creating and implementing Nicole Stewart discipline and termination; benefits; and employee health and wellness. Vice President, Human human resources policies and practices. Bev serves as one of ten Director of Human Resources for This resulted in the on-boarding of 44 new employees from 2012 Resources & Privacy Officer, members of the Executive Committee of Canad Inns. A significant Payworks Inc. through 2014, achieving an 89% retention rate, as well as the promotion Canad Inns portion of Bev’s portfolio involves Employee Engagement initiatives to of 20 new employees and the creation of 17 new positions. Nicole also further solidify good corporate citizenship behaviours amongst Canad increased employee involvement and participation in the Payworks Inns employees. Recently, Bev was tasked with significantly reducing United Way committee by 18% and received the United Way Campaign employee turnover within the organization. Bev championed a multi- Chair award. dimensional approach which achieved a reduction in turnover of 14% over three years. The success of this initiative has had a profound As a result of Nicole’s leadership, Human Resources at Payworks impact on the organization. now focuses on employees and plays a strategic role in serving both the organizational interests of the company and the interests of its Bev’s active leadership role was instrumental in guiding the initiatives employees. She believes that outstanding service and remarkable which were implemented by the Human Resources team in concert development will come easily when employees are content. with the management teams in each of the properties. The success of Nicole exemplifies a high level of integrity and expertise in the human these initiatives has dramatically reduced staff turnover to levels well resource field. below industry averages. This has an obvious positive financial impact, but as importantly, the organizations morale and engagement has been positively impacted. This is a reflection of Bev’s positive leadership. Awards Gala Planning Committee Nicole Stewart – Chair Sina Barkman Sari Rosenberg Rebecca Sisler Sherri West Bliss Yang

Awards Evaluation Committee Sandra Conrad – Chair Claude Chapman Linda Hunter Kelly Mahoney Alison Nixon Karen Post Warren Sawatzky 2014 Gala Sponsors 2014 Gala Sponsors

presenting sponsors Event Video Experience DÉcor & Design sponsor sponsor

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2013 Excellence in Leadership Awards Sponsors Corporate Table Sponsors

Health Wellness and safe Learning and Labour & employee workplace award development award relations Award

Organizational WORKFORCE PLANNING AND Rising star award engagement award TALENT MANAGEMENT AWARD

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People First HR Services is a People Corporation company P, A  C E   Supporter Sponsor

Senior HR LEADER OF THE YEAR AWARD