Queen's University IRC

Research Briefs – April 2013

Queen's University IRC - Research Briefs

   Bringing Practitioner-Focused Research to People Management Practitioners

April 2013   



In This Issue

  1. Exploring the HR Function at Maersk Oil
  2. Managing Mental Health in the Workplace
  3. Cultivating Effective Management-Union Relationships in the Unionized Workplace
  Queen's University - Spring  

Exploring the HR Function at Maersk Oil
An Interview with Stina Bjerg Nielsen, Senior Vice President, Human Resources, Maersk Oil
Alison Hill

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.

>> Download Article

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.

>> Download Article

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.

>>Download Article



Spring 2013 Programs

Negotiation Skills
April 14-19, 2013

NEW! Linking HR Strategy to Business Strategy
April 16-18, 2013

Change Management
April 23-26, 2013

Strategic Grievance Handling
April 30-May 3, 2013

Managing Unionized Environments
May 14-16, 2013

Labour Relations Foundations
May 27-31, 2013

Labour Arbitration Skills
June 2-6, 2013

2013 Program Planner

Fall dates are now available in our
2013 Program Planner







Copyright 2013 Queen's University IRC |  Call 1-888-858-7838 | Email IRC@QueensU.ca| Visit us online at irc.queensu.ca

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