December 2020 Articles Reducing Participant Stress Before a Workplace Investigation Devan Corrigan, 2020 It is normal for participants in a workplace investigation to feel some anxiety, but too much worrying can create barriers to obtaining critical information, which is a challenge for investigators looking to build complete and thorough …
November 2020 Articles Emotional Intelligence: How Leaders Can Use it to Their Advantage Linda Allen-Hardisty, M.Ed., B.Ed., PCC, Queen’s IRC Facilitator, 2018 Ever catch yourself thinking, “Why did I just say that?” or “I didn’t handle that discussion as well as I could have.” We are all human and …
Bringing Practitioner-Focused Research to People Management Practitioners Oct 2020 In This Issue… What We Can Learn from the “Wall of Moms” Movement to Improve our Workplaces Evidence Collection: Practical Tips for Workplace Investigations Reminder: Participate in our Labour Relations Survey Before Oct 15 What We Can …
September 2020 Articles The Myth of Body Language as a Credibility Assessor Devan Corrigan, 2020 Workplace investigators and human resource professionals should be cautious of relying on the body language of a witness to evaluate their credibility during an investigation. Fact-finding investigations, especially in cases of harassment, at times …
Bringing Practitioner-Focused Research to People Management Practitioners Sept 2020 In This Issue… Best Practices for Returning to the Workplace The Human Resources Business Partner Participate in our Survey on the State of Labour Relations in Canada in 2020 Best Practices for Returning to the Workplace Gary …
August 2020 Articles What’s Your Superpower? A Reflection on Personal and Team Branding Michael Goulet, Employee Relations Advisor, Canadian Pacific Railway, 2020 Like many people, my life changed significantly overnight in mid-March. Suddenly I was working from home – exclusively. Among the many changes from this, my commute went …
June 2020 Canada's Pandemic Response: Key Learnings for Building our Future The Compassion Revolution Series: Article 2 Françoise Morissette, Queen’s IRC Facilitator, 2020 What if the entire population becomes vulnerable due a pandemic? COVID-19 took the world by surprise, then by storm, compelling us to adapt to new realities which considerably …
June 2020 Leveraging Pandemic Learnings Françoise Morissette, Queen’s IRC Facilitator, 2020 Emergencies and crises often create the perfect storm for transformation, as change is primarily driven by the powerful winds of Pain and/or Gain. Not surprisingly, up to 80% of change is propelled by Pain, a wake up call that …
May 2020 An Inquiry into the State of HR in Canada in 2020 Queen's IRC is currently conducting a survey on the State of Human Resources in Canada. We invite you to share your insights on the HR profession before June 30, 2020. The survey asks demographic questions to understand the …
April 2020 Covid-19 Message from Queen's IRC Director Stephanie Noel We hope that you and your colleagues are staying safe and working from home, if possible. We are grateful for the essential staff in our community who are working on the front lines to keep us safe, fed and healthy during …
Bringing Practitioner-Focused Research to People Management Practitioners March 2020 In This Issue… Fireable Offences Without Defences Strategy or Culture? What’s Your Leadership Challenge? Building Trust and Increasing Employee Engagement in the Workplace Fireable Offences Without Defences Deborah Hudson, Queen's IRC Facilitator Overview Termination for ‘just cause’ …
February 2020 Articles Levels of Trust in Workplace Relationships: The Starting Point for Building a Trust Plan Linda Allen-Hardisty, Queen’s IRC Facilitator, 2020 How do you define trust? How do you describe what trust means to you? Ask ten people and you will likely hear ten different responses. Because …
Bringing Practitioner-Focused Research to People Management Practitioners Feb 2020 In This Issue… Evidence Collection: Practical Tips for Workplace Investigations Performance Management – Many Possibilities…and Implications The Relevant HR Professional: Five Strategies to Better Engage with Senior Business Leaders Evidence Collection: Practical Tips for Workplace Investigations Deborah …
January 2020 Articles A Humble Mindset: A Coaching Differentiator Ross Roxburgh, Queen’s IRC Facilitator, 2020 As a leadership coach, I regularly reflect on the approaches which support the essential relationship between the client and coach. Something that allows these approaches to work more effectively is an overarching mindset of …
December 2019 Articles Creating Kinder, More Productive Workplaces: Ongoing and Everyday Conflict Engagement Joan Sabott, Queen’s IRC Facilitator, 2019 Conflict is tough for most of us. According to many physiologists, we tend to tap into several simple strategies when faced with conflict: fight, flight, or freeze. As a result, …
November 2019 Articles Building a Custom Queen’s IRC Certificate: Lessons from the BCNU Governance Board Certificate Program Cathy Sheldrick, Queen’s IRC Sales and Marketing Coordinator, 2019 Union president Christine Sorensen and the British Columbia Nurses’ Union (BCNU) Board have big aspirations for a professional union with a strong, high-functioning …
October 2019 Articles Putting Humpty Dumpty Back Together Again: Restoring Teams After Workplace Investigations Ronald Pizzo, Labour Lawyer, Pink Larkin, 2018 A workplace investigation will not repair dysfunctional workplace relationships. A workplace investigation neither builds bridges, nor resolves interpersonal conflict. In fact, an investigation may make a difficult work …
Bringing Practitioner-Focused Research to People Management Practitioners Oct 2019 In This Issue… The Human Resources Business Partner Emotional Intelligence: How Leaders Can Use it to Their Advantage The Human Resources Business Partner Dr. Carol A. Beatty, Queen’s IRC, 2019 The Human Resources Business Partner (HRBP) is …
September 2019 Articles Identifying High Potential Diane Locke, Queen’s IRC Facilitator, 2019 How do you spot potential? What differentiates a high potential employee from one who has reached a career plateau? Many organizations fall into the trap of relying on past performance as a measure of future potential. Current …
Bringing Practitioner-Focused Research to People Management Practitioners Sept 2019 In This Issue… Strategy or Culture? What’s Your Leadership Challenge? HR and Manager Partnerships: Building Accountability in the Workplace Flashback Feature: The State of the Union Movement in Canada: The Challenges We Face and the Innovations We Must Undertake Strategy …
August 2019 Articles Conflict Coaching in the Workplace Kari Boyle, Queen’s IRC Facilitator, 2019 It is common for employees to seek help from their manager if they are experiencing conflict or relationship challenges in the workplace. What are your options as a manager to respond in a way that …
Bringing Practitioner-Focused Research to People Management Practitioners Aug 2019 In This Issue… From HR Practitioner to HR Leader: Competencies Required Active Curiosity in the Coaching Process Flashback Feature: The Changing Role of the Neutral in Dispute Resolution From HR Practitioner to HR Leader: Competencies Required Dr. Carol A. Beatty, …
July 2019 Articles Dementia Care Innovation in the Region of Peel The Compassion Revolution Series: Article 1 Françoise Morissette, Queen’s IRC Facilitator, 2019 The first article in this series focuses on the Region of Peel’s bold decision to pilot and implement a ground breaking approach for dealing with people …
June 2019 Articles Relationship Management in a Union Environment How OSSTF Used Custom Training to Improve their Workplace Relationships Cathy Sheldrick, Queen’s IRC Sales and Marketing Coordinator, 2019 Building relationships in the workplace is hard – and it takes work. It’s even more difficult when you work in a …
May 2019 Articles The Performance Appraisal Process: Lessons Learned Earl Manners, Queen’s IRC Speaker, 2019 Just as leadership styles and organizational work have evolved, so have perspectives on performance evaluation. Traditional performance evaluation is hierarchical, control-oriented, and focused on individual ranking and grading. Present-day performance evaluation is relational, facilitative, …