Research and Resources
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The field of human resources has experienced incredible change and transformation over the last five years. These include the impacts of the COVID-19 pandemic and changing expectations about work, to significant labour market challenges and new views of organizations’ responsibilities related to issues of equity. There has been much to navigate within this context. How do we define ourselves within this context of increased complexity? What are our priorities and critical “must have” skills to support us within this environment? Who are we as human resource leaders and what roadmap should we be using to gain insight into our leadership journey?
any organizations that implemented post-COVID-19 work models (remote, hybrid or in office) should be evaluating their choice regularly, to ensure that they retain their competitive advantage and continue to attract the right human resources. It is my recommendation that a review be conducted after the first six months to ensure that the model continues to support the strategic direction of the organization. 61% of Canadian organizations have moved to a hybrid work environment because this was the preferred model by many employees.
Are you feeling tired or frustrated chasing elusive happiness? A full life does come with setbacks. This is a reality we all face. The better able you are at handling these setbacks, the more stable your level of happiness will be. This is why learning how to move through life’s many adversities is important. You can experience consistent happiness while overcoming your life’s challenges by leading your life with resilience. Below are the six holistic essentials from the Circle of LITE personal leadership framework to help you do so.
Talent management has emerged as a top priority for organizations over the last decade and has only been accelerated by the pandemic as employees were sent home, many displaced, and employers had to radically shift business operations. Human Resources (HR) led the charge in supporting business units to make this transition as seamless as possible – while stabilizing a very disrupted workforce. Not only has HR been thrust into the spotlight over these last few years, but progressive HR leaders have played a significant role in shining a spotlight on a much-needed talent management revolution.
Many employers of choice offer coaching to their new generation of leaders because it’s a tool with transformative powers. Given the ever-changing business landscape—including the transition back to the office after COVID-19—smart employers provide their employees with the tools they need to succeed—from day one. For new leaders, that includes coaching. In this article, I will talk about what coaching is, the transformative power of coaching, what new leaders can expect from employer-sponsored coaching, and how to get the most out of the gift of coaching.
It is no surprise that when we think of inspiring leaders, we identify people we want to emulate, model ourselves after and have the opportunity to work with. As a colleague once observed, leadership can be summarized very succinctly: “Leaders inspire”. And it is seldom because of ‘what’ they do, but rather ‘why’ they do it and ‘how’ they do it.
In the post-pandemic hybrid world, people are craving reconnection. They are looking to rebuild trust in organizations that look and function differently than they did just a few years ago. Leaders of teams know they must foster new ways of connection among their teams. Growing your leadership team’s emotional intelligence is key to building a connection and managing the increasingly diverse needs of employees, while creating a healthy and engaged organization.
In recent years, organizations have turned their human resource energies to enhancing workforce diversity, fostering inclusive workplace cultures and addressing systemic barriers to employment equity. These efforts are simply the right thing to do, and they also reflect leaders’ growing appreciation that diversity, equity and inclusion (DEI) efforts enhance organizational success. From being able to attract and retain talent, to being more able to innovate and problem-solve, the benefits are plentiful.
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.
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Our research includes a variety of activities that complement our programming. Through surveys, interviews, and articles, we aim to communicate trends in the HR and LR fields.
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