Here are the most popular articles Queen’s IRC released in 2014.
| 5 Steps to Build Trust and Change the Culture in an Organization By Paul Juniper, Director, Queen’s University IRC How do you change the culture in a workplace where workers don’t trust the leaders, where employees are not engaged, and where people just don’t care about doing their jobs? A few months ago, I was speaking to a group of senior leaders and the topic of changing culture and increasing employee engagement came up. The conversation started innocuously, with a comment like, “There’s too many potholes in the road and you can’t get people, whose job it is to fill potholes, to care.” Read More
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| Recognizing Employee Engagement in the Workplace By Cavell Fraser, Vice President Human Resources, Libro Credit Union There’s a lot of talk about employee engagement these days, but how do we recognize these engaged employees and show appreciation for the things they do to support the company? It’s not always easy to distinguish what exactly engagement in the workplace is, and it can be demonstrated differently depending on a person’s role and the function of their company. When I think of engagement, I consider it to be those behaviours and actions that warm the heart. I can picture specific employees I’ve worked with over the years and the behaviours I’ve witnessed that have touched me. Read More
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| The Head-Down Theory: How Unfairness Affects Employee Engagement By Blaine Donais, President and Founder, Workplace Fairness Institute Modern HR practice suggests that the difference between successful and struggling companies can be found in employee engagement. Those companies who engage employees to actively participate in the success of an organization report greater productivity, morale, innovation and health. Most companies offer rewards as a way of promoting employee engagement. Yet very few have analyzed the reasons why employees are not engaged. Our research at the Workplace Fairness Institute has led to a conclusion about the real reasons for lack of employee engagement – it’s all about fairness. Read More
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| The Need for Lean HR: Reinvent or RIP HR Diane Wiesenthal, FCHRP, Corporate People Responsibility® Ltd. RIP HR. That will be the tombstone on the HR profession if we don’t get our act together soon. Sadly it seems we just cannot agree on a unified national approach on the professional association front, or even in some provincial regions. It’s no wonder that we lack the ability to move HR to the next level in business. What’s most unfortunate is that as a profession that should be recognized for leadership, vision and collaboration, we are setting a very poor example. We’ve been talking about the same old tired things for years, if not decades. Read More
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| Strategic Grievance Management in Today’s Unionized Environment By Lori Aselstine, Director, Employee Relations and Strategic Human Resources Government of Ontario (retired) The word “strategic” gets thrown around pretty loosely these days – it’s one of those business buzz words meant to instill confidence that we’ve thought this through and it’s all under control: trust us, we’ve got a strategic plan! But there’s more to it than just calling something “strategic”. The term “strategic” implies there is a thoughtful, organized strategy guiding your efforts; that a particular issue has been viewed in the broader context and your decision to proceed is based on the impacts that decision will have across the organization. Read More
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To review all of the articles, papers and research Queen’s IRC released in 2014, please see Looking Back on 2014… by Stephanie Noel.
