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.
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.
The pandemic experience, while incredibly challenging for leaders and teams, also provided important learnings. We came to recognize the greater impact and influence of such attributes as resilience, agility, humility, curiosity, self-care, compassion and caring and attention to growing self-awareness as central to the leader role in guiding teams and ensuring that organization priorities are realized. These are foundational and increasingly expected of the most effective leaders.
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.
In January 2020, when we had only vague and incomplete information on a new strain of virus, The Economist published a column entitled A Manager’s Manifesto for 2020: Eight Resolutions to Adopt in the New Year. It highlighted many wise practices and behaviours we knew about but which the authors thought we might pay special attention to, e.g. “give out some praise”, the “buck stops with you”, “listen to your staff” and similar important reminders.
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.
This research on the effectiveness of teams was conducted in the early fall of 2020. It is largely supportive of, and consistent with, much of the thinking of others who were paying close attention to the experience of teams and leaders in a virtual environment. And the focus on teams also highlights the important relationship between teams and organization leadership and their interdependencies. The research also highlights a number of important insights and ‘learnings’ that will serve us well in the coming months; while it is difficult to predict with any certainty, it is possible that new habits will emerge as teams continue to focus on their overall effectiveness in support of organization priorities.
This research captures how organizations are re-thinking the role of teams, the work they do and how they approach and carry out that work. This report is based on a survey of team leaders, organization consultants and leadership coaches, as well as research in the field. The survey on the effectiveness of teams was conducted in the fall of 2020 with a goal to examine the following: What we have learned at the team level of the organization from the experience and challenges of moving through a pandemic? What has taken on greater clarity for leaders, managers and supervisors in terms of priority areas as teams strive for sustained effectiveness over the next period of uncertainty?
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.
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.
Like many people, my life changed significantly overnight in mid-March. Suddenly I was working from home – exclusively. Among the many changes from this, my commute went from 60 minutes a day to approximately 60 seconds a day to the “office” (including grabbing a coffee on the way). With this excess capacity and time, after a few sleep-ins (comparatively 08:00 a.m.), I decided to use this time productively for mental health (reflection, planning, introspection and improvement).
During one of our Strategies for Workplace Conflicts programs, a participant commented that she told her staff that she didn’t “DO emotion!” I really appreciated her forthright statement which led to a valuable discussion about the place of emotion in the workplace. How do we handle the expression of emotion? Are emotions welcome or not? How do we handle an emotional outburst in a meeting or deal with strong negative emotions between two co-workers in conflict? How do we deal with our own emotions?
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.