The pandemic experience, while incredibly challenging for leaders and teams, also provided important learnings. We came to recognize the greater impact and influence of such attributes as resilience, agility, humility, curiosity, self-care, compassion and caring and attention to growing self-awareness as central to the leader role in guiding teams and ensuring that organization priorities are realized. These are foundational and increasingly expected of the most effective leaders.
We are pleased to announce that Alison Darling has been appointed the Director of Professional Programs of Queen’s IRC, effective October 18th, 2021. Alison is a long-time Queen’s University employee and joins us from the Smith School of Business. She brings to the IRC a demonstrated history of successfully leading teams within the higher education sector. She is skilled in leadership, maximizing operational effectiveness, training delivery, management of multi-national teams, coaching, and teaching. She is also a strong business development professional who holds an Executive MBA from Queen’s. Alison will take the lead on setting the strategic direction for Queen’s IRC, as well as overseeing business operations, and the financial management of the Centre. Please join us in congratulating and welcoming Alison.
Project management (PM) and organizational change management (OCM) serve as a bridge between where an organization is today, and where it wants to be in the future. Increasingly, there is recognition of the critical role that OCM plays in a project environment. Human factors affecting the successful implementation of a project include speed of adoption, utilization and proficiency.
Can we stop the great resignation? The pandemic has provided time for people to reevaluate what they want from their work and personal lives. A resulting shift in perspectives on what fulfilling work looks like is now in play. After the uncertainty and exhaustion of the past year, this new paradigm, along with a desire for a universal reset, has created the perfect storm for the Great Resignation, an unprecedented tidal wave of voluntary attrition. Some workers, frustrated with watching paychecks and advancement opportunities stagnate, are leaving their jobs to accelerate career growth and access more equitable compensation elsewhere. Others are making the switch to more meaningful careers, having used the time during lockdown to reflect on what type of work truly makes them happy and fulfilled. There are also those who have burnout from juggling the demands of work-life balance during the pandemic. To support their mental and physical health, these workers are moving to employers who are offering the promise of greater flexibility and work-life integration.
The issue of racism and ongoing oppression of minority groups is well documented. Leadership must recognize their unconscious and implicit biases to begin to help organizations become inclusive. Leaders who are engaged will recognize inequities and will also recognize bias as well as disrespect and incivility. By addressing these issues through education and formal programs, leaders will help foster the development of others in overcoming historic barriers to both employment and customer service.
In January 2020, when we had only vague and incomplete information on a new strain of virus, The Economist published a column entitled A Manager’s Manifesto for 2020: Eight Resolutions to Adopt in the New Year. It highlighted many wise practices and behaviours we knew about but which the authors thought we might pay special attention to, e.g. “give out some praise”, the “buck stops with you”, “listen to your staff” and similar important reminders.
Think of the last time you questioned how much you trust yourself – to make a tough decision on your own, to initiate a tough conversation, to admit you were wrong, to learn something new, or to simply be honest with yourself? Exploring your self-trust is what I call “inner work”, and it is foundational to your contribution to addressing one of the most critical forces of our time – creating a more diverse, equitable, and inclusive (DEI) workplace.
Understanding the impact of hot skills on one’s business model and organizational capabilities can be both a challenge and an opportunity and, if not done thoughtfully and carefully, can result in a number of HR and economic risks. Knowing what hot skills are in this day and age, how they should be managed and compensated, and the risks and implications of ineffective choices for both one’s hot skill employees and broader workforce have become a critically important HR strategy issue for many employers.
What is Organizational Transformation? It is a fundamental, radical, ground breaking paradigm shift, such as re-imagining an organization’s structure and culture. It involves integrated, synergistic, aligned, system-wide deliverables for which all employees and leaders are responsible, individually and collectively.
Do you remember the day you became a manager? You were told, “Congratulations, you’re a manager, you start next week! Let us know what you need, and your assistant will have your keys and access card waiting for you.” Did that amount of support turn you into a respected and effective manager overnight? Probably not. …
With recent social movements and the emergence of complex and highly profiled workplace conflicts, there has been increased awareness of organizations’ responsibility to foster safe, diverse and inclusive workplaces. Organizations large and small have taken action to strategically learn about and implement inclusive policies and practices in order to both enhance employee engagement and foster positive organizational culture.
Prioritizing diversity and inclusion efforts has immeasurable value. Workforces that have diversity of thought, perspectives and ideas are better able to solve problems creatively and collaboratively, and diverse and inclusive organization are more likely to achieve their goals.
More than one year ago the COVID-19 pandemic shut down most of the world. Such shutdowns gravely impacted many businesses, and otherwise shifted the landscape of working life for businesses that could legally remain open by providing working from home arrangements (when possible) or by requiring significant protective measures (for essential services). This article discusses legal issues and considerations relating to implementing requirements or policies around COVID-19 vaccinations in Canadian workplaces and other related solutions to consider when trying to protect the workplace from a COVID-19 outbreak.
Dr. Don Wood was the Director of the Queen’s Industrial Relations Centre (IRC) from 1960 to 1985. The W. Donald Wood Visiting Lectureship was established in 1987 by many of Don’s friends to honour his dedication to building the IRC. The IRC is internationally recognized for its outstanding research and continuing education programs, and for his many contributions to the wider industrial relations community in Canada and abroad. The Don Wood Visiting Lectureship brings to Queen’s University each year “a distinguished individual who has made an important contribution to industrial relations in Canada, or in other countries.