Exploring the HR Function at Maersk Oil
An Interview with Stina Bjerg Nielsen, Senior Vice President, Human Resources, Maersk Oil
Stina Bjerg Nielsen is currently the Head of Human Resources for Maersk Oil, part of the A.P. Moller – Maersk Group, one of Denmark's largest companies. Since joining in 2009, Stina has been involved in transforming both the Maersk Oil organization and the strategic direction of the human resources function.
In this Queen's IRC interview, Stina candidly talks about her experiences within the human resources profession in Denmark and Europe, and her role at Maersk Oil. She notes that the challenges and opportunities facing Denmark are similar to those facing other countries, and encourages HR professionals to stay connected with the business in which they operate and to develop their own tool kit of competencies and experiences to facilitate success in their roles.
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Managing Mental Health in the Workplace
Sharon Chilcott, 2012
with contribution by Laura Karabulut
The following discussion will first provide an overview of the duty to accommodate employees with disabilities and the obligations of the workplace parties in the accommodation process. Next, the paper will review unique issues related to the accommodation of employees with mental illness. Finally, the paper will provide a review of recent jurisprudence addressing the intersection of mental illness, violence, and harassment in the workplace, and the conflicting obligations that arise under various employment-related legislation, including human rights and health and safety.
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Cultivating Effective Management-Union Relationships in the Unionized Workplace
Gary T. Furlong, 2011
In almost all organizations today, both public and private sector, managers are looking to deliver better results and greater productivity. And within these same organizations, the union is often seen as a barrier to management effectively achieving these goals. From the union's point of view, management views the collective agreement as an impediment to achieving results, leading to frequent violations of the collective agreement. This dynamic leads to ongoing conflict between management and union, further draining the organization's energy and resources, eroding the very productivity and results the company is seeking to achieve. Both management and the union need to revisit how the collective agreement is used, and could be used more effectively, within the organization.
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