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Queen's University IRC

Labour Relations Foundations

Queen's IRC Staff Celebrating 85th Anniversary Year

85 Years of Lifelong Learning

News / By

Queen’s IRC celebrated our 85th anniversary on October 12, with an afternoon open house. Guests from the University and local community, as well as IRC participants, speakers, and staff celebrated at the Queen’s IRC office in Kingston.

Speeches from the Dean of the Faculty of Arts and Science, Dr. Barbara Crow, and Queen’s IRC Director of Professional Programs, Alison Darling, highlighted new programs and projects on the horizon for the Centre, and showcased our achievements.

The event also provided the opportunity to reflect on our history and review some of the documents from our past. In many ways, we see how far our training – and the world in general – has come since 1937. We started in a time when industrial relations conferences and training was for “business men”, with men leading the training as well. In 2022, we find that at least half, and often more, of our participants (and facilitators) are women.

Back to the Collective Bargaining Table

Labour Relations / By

With governments everywhere reducing or removing restrictions, it appears that we’re heading back to bargaining in person. At a real table instead of a virtual one. But even if we’re planning in-person negotiations in the near future, we’re not returning to “normal” – that’s still a ways off. We will need to transition, effectively, from a flat screen to sitting across from each other, in three dimensions, for the first time in a few years. Here are some ideas and considerations to help with that transition.

Covid-19 vaccinations and Workplace Rights

COVID-19 Vaccinations and Workplace Rights: 2022 Case Law Update

Labour Relations / By

This article provides a case law update regarding the legality of vaccination policies in Canadian workplaces. While these recent decisions are directly relevant for unionized workplaces, the principles set out are useful for all employers, as the courts may consider similar principles when evaluating mandatory vaccination policies in relevant matters (such as wrongful dismissal claims arising out of the implementation of such policies). The current case law suggests that employers can implement protections against COVID-19 in the workplace, but such protections must be reasonable, balanced and relevant to the particular workplace.

Developing an Equity, Diversity, and Inclusion Program

Human Resources / By

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.

Covid-19 vaccinations and Workplace Rights

COVID-19 Vaccinations and Workplace Rights

Labour Relations / By

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.

What We Can Learn from the “Wall of Moms” Movement to Improve our Workplaces

What We Can Learn from the “Wall of Moms” Movement to Improve our Workplaces

Labour Relations / By

I work as a conflict resolution practitioner and “workplace conflict capacity-builder”. I am a strong advocate of workplace community building and I consider myself and to be a multi-partial (rather than impartial) support to all members of my institution. I am also a leader in a department of gifted and diverse human beings. I know that when tough issues arise, a foundation of community will support sustainable resolutions and lasting collaborations. In our current political and pandemic culture, I have been thinking about how our workplace communities can be compromised because of distance and differences.

The Myth of Body Language as a Credibility Assessor

The Myth of Body Language as a Credibility Assessor

Labour Relations / By

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 turn into an evaluation of one person’s version of events versus another’s, or as some call it, the “he said, she said” dilemma. In these cases, assessing the credibility of the two parties may be the easiest way the investigator can come to any defensible determination relative to credibility.

Best Practices for Returning to the Workplace

Best Practices for Returning to the Workplace

Labour Relations / By

There are many unanswered questions about Canadian workplaces as we look toward reopening offices. The well-established principles and guidelines that employers, unions and employees have followed for many years will certainly help navigate this process. That said, this pandemic takes us into new and uniquely uncharted waters that may well shift some or all of these principles as we move forward. This article will look at the frameworks in place today, as well as best practices for boldly going where few workplaces have gone before.

Reducing Participant Stress Before a Workplace Investigation

Reducing Participant Stress Before a Workplace Investigation

Labour Relations / By

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 reports. Ensuring participants fully understand the process and their role in it can help alleviate unnecessary anxiety during the investigation. With a greater understanding of the process, participants can feel empowered to speak confidently in the interview and provide the investigator with the necessary information.

Practical Tips for Workplace Investigations

Evidence Collection: Practical Tips for Workplace Investigations

Labour Relations / By

Workplace investigations have become commonplace across Canada. Many Canadian jurisdictions require that employers implement workplace harassment and discrimination policies, which often include mandatory investigation provisions. Whether or not investigations are legally mandated, it is sound practice for an employer to conduct an investigation when there may be potential workplace harassment, human rights violations, breach of company policy, criminal activity, security breaches, legal action, or media scrutiny.

Fireable Offences Without Defences

Fireable Offences Without Defences

Labour Relations / By

Termination for ‘just cause’ (and without notice) is often described as the capital punishment of employment law.  Consequently, employers face a significant burden when trying to prove just cause at law. Arguing just cause for dismissal may be difficult, but not impossible, especially in circumstances involving dishonesty or lack of trust. Nevertheless, employers should always exercise caution when making just cause allegations, because a legally unsubstantiated just cause termination can be costly. If an arbitrator overturns an employer’s termination decision in a unionized environment, this can result in a decision that reinstates that grievor and provides him or her with significant back pay.

Workplace Harassment After #MeToo

Workplace Harassment After #MeToo

Labour Relations / By

The #metoo movement has empowered many women who were the victims of unjust behaviour to come forward, although the movement has its own inequities by persecuting and often impacting the livelihood of the accused without due process, or any process whatsoever. This article will explore the complex considerations regarding sexual harassment in Canadian workplaces, consider the roles and obligations of all parties involved, and review the importance of investigations and due process in relation to workplace sexual harassment complaints. 

4 Strategies for Collective Bargaining in Today’s Economy

4 Strategies for Collective Bargaining in Today’s Economy

Labour Relations / By

We have entered a challenging and difficult time for collective bargaining for both employers and unions. Shortly following the great recession in 2008, both management and unions reached deals relatively quickly, everyone recognizing the dramatic economic issues the parties faced at the time. From 2008 well into 2012, there was little change. Employers tried to deal with the reality of the recession, and unions waited for the anticipated rebound, assuming it would resemble almost all recessions of the past.

Breaking Bad News about Organizational Change

Breaking Bad News About Organizational Change

Change Management / By

Getting the news out about an upcoming restructuring, merger or acquisition, layoff, or other major organizational change can be a challenge. No one wants to experience having their name ‘pop up’ in a new organization chart that is widely distributed online before receiving any direct personal communication from their boss.

The Path to Success for Organized Labour

The Path to Success for Organized Labour

Labour Relations / By

Labour unions are at a critical time in history. Unions are working to engage the current membership and exploring new innovative communication strategies that are needed to reach the younger generation in a meaningful way. Gone are the days of the bulletin board as the primary sources of union news and updates.

Accommodating Mental Illness in the Workplace

Invisible Barriers: Accommodating Mental Illness in the Workplace

Labour Relations / By

Mental illness is a leading cause of disability in Canada. In fact, at least 500,000 employed Canadians are not able to work due to mental health problems in any given week. Understanding and accommodating mental illness is an evolving area that requires a flexible approach. This article will discuss the key legal requirements and interesting related case-law related to workplace mental health issues.

Managing Emotional Reactions to Organizational Change

Top 5 Queen’s IRC Articles from 2015

News / By

Here are the most popular articles Queen's IRC released in 2015. 1. Managing Emotional Reactions to Organizational Change. 2. Workplace Bullying and Harassment: Costly Conduct. 3. An Inquiry into the State of HR in Canada in 2013: Executive Summary. 4. The Tough Work of Managing Change. 5. Human Rights and Human Wrongs: Our Continuing Need to Teach

The Future of Labour

The Future of Labour

Labour Relations / By

The labour movement in Canada has a long and proud history of success and positive community involvement. Throughout the years however, union membership levels across North America have been on a steady decline.  Many would argue the decline in the ranks of unions is attributed to stronger labour laws protecting workers, less interest by the young workers entering the workforce and a more transient workforce demanding flexibility and merit over seniority.

Peter Edwards

Peter Edwards Delivers 2015 W. D. Wood Lecture

News / By

Peter Edwards, Vice-President Human Resources and Labour Relations at Canadian Pacific, delivered the 2015 W. D. Wood Lecture on November 6, 2015 at Queen’s University. Peter spoke about the future of work, the future of the labour movement and how technology will impact jobs. Peter urged the audience to think about how things like controlling trains remotely, driverless cars, and completely automated factories are going to profoundly change the world.

There is No Cookie Cutter Approach to Labour Relations

There is No Cookie Cutter Approach to Labour Relations

Labour Relations / By

As an HR professional or senior leader, you spend years mastering the labour relations fundamentals.  Not the textbook fundamentals, but the behaviours, the actions, communication styles–the way you handle sensitive situations.  You log numerous failures, like the time you told the union that the grievance was invalid because they used red ink, the time you were new and mistook a seasoned union employee for a manager and accidentally told them your grievance strategy.

Our Continuing Need to Teach

Human Rights and Human Wrongs: Our Continuing Need to Teach

Labour Relations / By

Francine had been disciplined before. She had been suspended for 3 days, for an angry outburst that she had in the shipping department. But this time was worse. Francine was in the cafeteria, finishing her break. Three co-workers sat down at the same table, and within minutes she began yelling and swearing at them. One of them began talking to her, trying to quiet her down. She threw her cup of tea in his face, and then left the room. Francine was terminated. The letter of termination cited the company anti-violence and harassment policies.

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