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 impact our individual, social and professional lives. The Canadian Federal Government, responsible for leading the pandemic crisis response, had to take effective and swift action in a rapidly shifting environment, driven by a new and mysterious threat. Implementing a multitude of effective responses across the country during COVID-19 posed a significant challenge for the Federal Government with regards to speed, agility and performance, and they proved up to the task, using an action learning, collaborative and iterative approach.
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 pushes us out of complacency, providing opportunities to raise the bar, innovate, shift paradigms, modernize, and make systems work better for more people.
In 2004, my colleague Amal Henein and I, undertook a pan-Canadian research project seeking answers to the following questions: How is Canadian Leadership different from that of other countries? How effective is the Canadian Leadership brand and how can we expand our capacity to lead? How can we ensure Canada has an abundant supply of capable leaders? How can we strengthen our leadership presence and impact, particularly in the international arena?
We are all familiar with corporate brands, focused on either products, services or the overall organization. Solid brands impact recognition, enhance reputation, promote loyalty, influence behaviour and foster engagement. Brands are shaped by a complex set of interdependent factors such as values, vision, mission, strategy, culture, traditions, performance and aspirations.
Performance Management (PM) has become a core organizational strategy and management priority for many organizations. PM can effectively be used to drive accountability, quality, productivity, competence, and rewards and recognition. Going beyond simply a tool to drive “appraisals” and incentive rewards, it can drive a sophisticated quality and performance-based culture.
Incorporating what we learned from academic theories and our own practice, we created the Queen’s IRC Blueprint for Organizational Effectiveness, which is designed to help practitioners collect data, begin diagnosing what is going on in the organization, and identify where they may intervene. Blueprint for Organizational Effectiveness
As demographics, technology and social media change, so must approaches to recruiting talent.Companies who establish innovative recruiting practices will have a competitive advantage for attracting quality candidates. Applicant Tracking Systems (ATS) are a key component of this. Their ability to provide an improved candidate experience leads to a greater talent pool from which to draw and, by automating routine recruiting activities, also provides Human Resource (HR) professionals and hiring managers time to focus on other aspects of recruiting.
The idea of co-operation seems to be one that exists only in children’s books with no real place in the business world. However, to survive in the times that we live in the more successful organizations, and indeed nations, are embracing the values of co-operation. The study sought to determine the relevance of utilizing the tools of co-operation such as social dialogue in a dynamic setting.
This article will discuss how familiar private and public employment sector conflict management concepts, practices and training were applied and adapted by the Department of National Defence's Conflict Management Program to prepare military units and individuals for the exigencies of overseas operations.
To lay the groundwork for true and effective participation among stakeholders, change agents must create an environment that enables high quality conversations and learning interactions and that engenders strong positive emotions.
With organizations and their environments in a state of constant flux, organizational development researchers have been challenged to develop methodologies that enable fast yet comprehensive change. In response, a wide range of large-group change techniques has emerged, including future search, open space, simu-real, and search conference.
Large group interventions are designed to help people collaborate effectively by thinking and acting from a whole-systems perspective. “Whole systems” refers to the way an organization operates internally through its processes and externally through its relations to customers and other stakeholders. There are a number of core values underpinning all whole-systems change methodologies.
At the City of Regina, two related factors have been driving the successful restructuring of its Community and Protective Services Division. The first is the Queen’s IRC Blueprint for Diagnosing Organizational Effectiveness, which has provided the map for change. And the second is the enthusiasm for the Blueprint tool from the City’s senior management. “The …
Learn about an innovative change management initiative to bring e-government to Ontario. The case study details how the OPS built organizational capacity and engaged stakeholders and employees; as well as key factors for successful change.
“It was total bliss, as if everything was perfect, which it was… I was feeling as if I was “in the moment” not being hurried by tasks, deadlines or activities, but by a connection with a greater source that had a wonderful effect on the workplace at that moment. It was genuine, authentic, and everything …
The current restructuring of the Canadian economy is leading to a number of workplace changes, designed both to increase the productivity and competitiveness performance of firms and improve the work environment for employees. This paper provides a comprehensive overview of work organization through increased employee participation in decision-making. As well, other aspects of workplace change will at times be referred to given the close interrelationships between the different aspects of workplace change.
This paper examines the relationship between stressful working conditions and union members' dissatisfaction with their union. Few studies to date have examined this relationship and existing studies report contradictory findings. That is, some studies find that stressful work is associated with satisfaction with the union while other studies find either no relationship or that stressful work is associated with dissatisfaction with the union.
High organizational commitment has consistently been associated with lower employee turnover, decreased absenteeism, longer job tenure, and in several studies, enhanced performance. These aspects of employee behaviour are of strategic concern to organizations. This paper brings the extensive academic knowledge of organizational commitment together in one essay for use by organizational practitioners.