By Paul Juniper and Alison Hill

The Queen’s University Industrial Relations Centre (IRC) is committed to increasing our research portfolio. Recognizing that the state of the human resources (HR) profession is changing, in Canada and around the globe, the IRC sought to explore both quantitatively and qualitatively how Canadian practitioners view their profession. In February 2011, we launched a 53-question survey, "An Inquiry into the State of HR in Canada." The purpose of the survey was to describe the HR profession in Canada, based on the perspectives of practitioners.

When the survey closed on February 28, 2011, a total of 451 complete responses were collected. This Executive Summary presents an overview of some of the survey data. (Download)

By Alison Hill

Todd den Engelsen is currently the Director of Organizational Development with Canyon Technical Services limited. He is Chair of the Human Resource Institute of Alberta (HRIA). Queen's IRC Research Associate, Alison Hill, spoke with Todd to hear his perspectives on the role of the HR profession, and the challenges that lie ahead.

Todd believes that the future of HR is filled with opportunity and possibility, especially as corporations continue to operate within increasingly complex working environments, on a global scale. To meet these challenges, Todd encourages HR professionals to be continuous learners, to seek out and engage in professional development opportunities, and to cultivate a culture of learning within their organizations. (Download)

By Paul Juniper and Alison Hill

The Queen’s University Industrial Relations Centre (IRC) is committed to increasing our research portfolio. Recognizing that the state of the human resources (HR) profession is changing, in Canada and around the globe, the IRC sought to explore both quantitatively and qualitatively how Canadian practitioners view their profession. In February 2011, we launched a 53-question survey, "An Inquiry into the State of HR in Canada." The purpose of the survey was to describe the HR profession in Canada, based on the perspectives of practitioners.

When the survey closed on February 28, 2011, a total of 451 complete responses were collected. This Executive Summary presents an overview of some of the survey data. (Download)

An Interview with: Daphne J. FitzGerald, CHRP, SHRP
Partner, Capital G Consulting Inc.
Co-Founder & President, BOARDrx Inc.
Vice-Chair, HRPA

Daphne FitzGerald has worked in the field of human resources (HR) for over 30 years. A dedicated HR professional, Daphne spent the majority of her corporate career at Zurich Financial Services. She currently operates two consulting businesses: BOARDrx Inc. and Capital G Consulting Inc. In May 2011, Daphne will assume the role of Chair of the Board of Ontario’s Human Resources Professionals Association (HRPA).

In December 2010, Queen’s IRC Research Associate, Alison Hill, spoke with Daphne to glean her insights on the HR profession in Canada and globally. Based on her breadth of experience and expertise, Daphne provides an optimistic outlook on the current and future state of the HR profession. (Download)

An Interview with: Peter Edwards
Vice President, Human Resources
Canadian National Railway (CN)

When it comes to leading organizational change, Peter Edwards and his team at the Canadian National Railway walk their talk. In their newly released publication SwitchPoints, Edwards and co-authors Les Dakens of CN, and Judy Johnson and Ned Morse of the Continuous Learning Group (CLG), describe how CN advanced from good to great in a few short years, becoming North America’s top performing railroad with both corporate customers and investors.

With a highly accessible and down-to-earth approach, the authors share their journey through applying behavioural science to the culture change at CN, and offer leadership principles and practices that are applicable to any organization seeking to enhance productivity, change attitudes, and ultimately, improve culture.

In 2009, Hilary Sirman of Queen’s IRC spoke with Peter about critical switch points in engaging employees at CN. This publication provides a synopsis of the conversation, including the challenges and opportunities of implementing and sustaining cultural change. (Download)

Anne Grant, LL.B, LL.M (ADR), C.Med., 2010

The purpose of this Queen’s Industrial Relations Centre (IRC) research initiative was to identify and categorize competencies required by a successful Labour Relations Professional (LRP). A review of the literature and an analysis of the IRC’s labour relations programming, led to the development of a survey for experienced labour relations practitioners. The IRC conducted the LRP survey in June 2009. Aggregated data revealed subtle shifts in competencies required for LRPs. Drawing on the 154 survey responses collected, a LRP Competency Framework is proposed. The resulting framework informs the IRC’s program planning and delivery, and is intended to be a practical tool for LRPs to plan their professional development activities. (Download)

by Brenda Barker Scott, MIR, Ph.D Candiate, 2011

While a comprehensive model for organizational learning (OL) remains elusory, the wide web of scholarly conversation and debate has spurred rich insight into the central questions of how and what people learn in organizational settings. This paper is aimed at exploring some of those debates, with a view to identifying a complementary set of factors that, if present, might tip the balance towards more fruitful learning in organizations. I begin by exploring the debates shaping the literature through two central questions: 1) What is learning? and 2) Can organizations learn? Based on the insights gained, I turn to the question of how organizations can increase their capacity to learn. (Download)

by Brenda Barker Scott, 2009

To lay the groundwork for true and effective participation among stakeholders, change agentsmust create an environment that enables high quality conversations and learning interactionsand that engenders strong positive emotions. (Download)

by Brenda Barker Scott, 2009

While change theorists explore the process of planned change from various perspectives, most would acknowledge the intellectual roots of their work stem from Kurt Lewin’s laboratory. Scratch the surface of planned change theories and Lewin’s spirit and conceptual framework will not be far below. (Download)

by Brenda Barker Scott, 2009

Large group interventions are designed to help people collaborate effectively by thinking and acting from a whole-systems perspective. “Whole systems” refersto the way an organization operates internally through its processes andexternally through its relations to customers and other stakeholders. There are anumber of core values underpinning all whole-systems change methodologies. (Download)

by Brenda Barker Scott, 2009

With organizations and their environments in a state of constant flux, organizationaldevelopment researchers have been challenged to develop methodologies that enablefast yet comprehensive change. In response, a wide range of large-group changetechniques has emerged, including future search, open space, simu-real, and searchconference. (Download)

by Hilary Sirman and Paul Johnson, 2009

How can the CEO and HR department find their common ground? CEO Paul Johnson advises that organizations can’t save their way to greatness – they grow their way to greatness. This requires developing a clear strategy and investing in good tools to make it all happen: your people. Ultimately, this is how the CEO and HR can meet in the middle and make great things happen together. (Download)

by Brenda Barker Scott, 2009

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. (Download)

An Interview with: Dr. David S. Weiss, President and CEO of Weiss International Ltd. and Senior Research Fellow of Queen’s University IRC, 2009

Back in 1999, Queen's IRC Senior Research Fellow Dr. David Weiss offered afar-reaching view of the forces affecting human resources management. A decadelater, David takes a look back and a prescient look forward to make sense of therapid changes in the profession. What does he see? (Download)

by Alan Morantz, 2009

Better than anyone, Canadians have cause to complain about living in a northern climate. And complain they do. You need look no further than our own Environment Canada, which speaks of "miserydays" as it reports on our brutish winter times. (Download)

by Dr. Carol Beatty, 2009

In this current difficult economic climate, many organizations are facing the unfortunate necessity to downsize and streamline operations. The big question for managers is: Can we avoid the pitfalls of downsizing and create the best possible outcome for our organization? Former IRC Director Carol Beatty reviews the best practices of leaders who have faced this daunting challenge and the lessons they have learned. (Download)

by Peter Edwards in conversation with Hilary Sirman, 2009

A leader's job is is to wash away the proverbial mud that is impeding organizational change, says Peter Edwards, CN's Vice President of Human Resources. Mud is a metaphor for what gets in the way of the flow of information in an organization. "Mud is things like: Why doesn’t the right information get to the right people?" Edwards said in conversation with the IRC. "Why doesn’t the leader know what’s really happening in a location? Why do people use email when they should just talk to people? Why do we create the structure that don’t allow us to communicate effectively?" In this paper, Edwards talks about the significant culture change that continues to sweep through CN ranks as a result of a never-ending mud-cleaning mindset. (Download)

by Jessie Carson, 2009

Succession planning is particularly important in government, if only because public sector employees tend to retire earlier than those in the private sector. But a study of 34 Ontario municipalities shows that senior municipal leaders are paying lip service to succession planning, mostly because other issues seem more pressing. (Download)

by Hilary Sirman, 2010

In December 2008, Hilary Sirman of Queen’s IRC spoke with Antoinette Blunt, President of Ironside Consulting Services Inc. and President of the Human Resources Professional Association of Ontario, about the current and future state of the Human Resources profession.

Amidst increasing global competition, wars for talent, economic uncertainty and generational differences in the workforce, human resources professionals today face escalating pressures. Nonetheless, Antoinette provides a thoughtful and optimistic outlook for the functionand future of HR leaders, commenting on the need to develop innovative talent management strategies, focus on recruitment and training, remain committed to lifelong learning, and actively engage in professional associations. (Download)

by Pradeep Kumar, 2008

Trends and pattern of union membership and density as well as organizing activity are clear signs of stagnation and complacency in the labour movement. While some unions are doing better than others, the labour movement as a whole appears to be at standstill. It is also evident that there does not appear to be any sense of impending crisis, partly because of steady growth of public sector employment feeding the illusion of stability.

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by Susan McWilliams, 2008

For the foreseeable future Ontario, as well as most other provinces, will be faced with a shrinking school system, staffed by an aging and static teaching workforce. Responding to this challenge will be complicated by factors such as high retirement levels, more restrictive collective agreement language, and pension solvency issues. (Download)

by Henry Hornstein, 2008

Too often, implementing information technology initiatives neglects consideration of the human factor from very early in the process. The author demonstrates that attention to organization development and change management in IT implementation has resulted in a positive impact on productivity, job satisfaction, and other work attitudes. This justifies proactive efforts to plan for change management effectiveness in most organizational interventions, particularly in IT initiatives that traditionally tend to turn the organization into which they are introduced upside-down. (Download)

by Ken Kaiser, 2008

Do unionized organizations in British Columbia face a greater challenge attracting and retaining new post-secondary graduates? Does the often adversarial nature of the union-management relationship translate into a culture that is perceived as negative and inconsistent with Gen X-Y workplace values? To what extent does a perceived negative workplace culture affect their decision to join or stay? What can employers and unions do to reshape any negative perception that may exist? These are questions that Ken Kaiser, faculty member in the School of Business at the British Columbia Institute of Technology, has posed in human resource management and labour relations classes for several years. His answer: workplaces with a perceived adversarial culture are at a serious disadvantage in competing for young, trained professionals. (Download)

by Mary Lou Coates, 2007

Strategic Human Resource Management: A Practitioner's Point of View
Interview by Mary Lou Coates; featuring Debbie Bennett, VP Human Resources and Finance, Ottawa Citizen. 2007 (Download)

by Mark Alexander, 2006

Too often, the determination of just cause and application of discipline is not straightforward. This discussion paper explores why managers have such difficulty dealing with these kinds of situations, and provides a decision-making tool that can significantly reduce the need for discipline, while increasing the opportunity for positive, development-focused approaches for corrective action. It also reviews some of the very persuasive arguments that have been brought forward in recent years regarding why a new understanding and new resolution strategies are needed. Further, the paper builds a case for organizations and unions working together to adopt these new approaches.

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by Tamara Johnson, 2006

Visible minorities still face barriers that impede their success in the workforce. The most powerful force preventing them from entering the labour market and climbing the corporate ladder is systemic discrimination. This paper seeks to shed some light on the damaging effects of systemic discrimination through the eyes of visible minorities. It contends that the existence of federal employment equity legislation has improved the representation of visible minorities in the labour force. Therefore, the author proposes that similar legislation be reintroduced in Ontario in an effort to do the same. (Download)

by Susan Helen Fitzgibbon, 2006

Since the 1980s, a great deal of research has looked at the possible causes and impact of work stress on health. While the links between specific diseases and stress are complex and often unclear, it has long been accepted in the health literature that negative health outcomes and stress are related. Nursing is a particularly stressful occupation and there is an emerging body of literature devoted specifically to the prevalence, sources, impacts of, and responses to organizational work stress among nurses. This discussion paper looks at the Canadian and global research in this area, the workplace context, changes in the occupation of nursing, the role of hospital restructuring on workplace stress, and responses to stress among nurses. (Download)

By Samantha L. Batten, 2006

This study investigates managers' perceptions toward employees with varying medical conditions during a request for workplace accommodation. Workplace accommodation is likely to be viewed as unwarranted by co-workers and supervisors when it comes to individuals with psychiatric illnesses, and companies feel that it was easier to accommodate people with physical disabilities versus those with mental and emotional problems. The discussion paper explores this dynamic. (Download)

by Carol Beatty, 2006

What do top leaders want from HR professionals? The following information, drawn from the author's ongoing research, provides valuable insight into what CEOs think HR managers are doing well and what competencies need developing. In general, the CEOs agreed that their HR departments did a good job in the transactional aspects of their work but that more skill in leadership and strategic areas was needed. Their responses underline the new role for HR practitioners being written into the organizational script: that of a strategic business partner to senior leadership. (Download)

by Lisa Hughes, 2006

This discussion paper reports on research that looked at whether the relationship between employee intention to quit and human resource management (HRM) changed based on union membership. The investigation first considered whether HRM reduced or increased an employee's intention to quit. Next, the moderating effect of union membership on the relationship between HRM and quit intent was considered. Did an employee's union member/non-member status in any way change the effects of HRM on employee quit intent, and if so, how? (Download)

by Val Kinjerski, PhD. 2005

“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 seemed to make sense and I actually felt like I saw a much bigger picture of work and how all the various aspects fit into one.”

— As described by a person with high spirit at work (Download)

by James Baillie, 2005

This paper provides analysis into the workings of the collective agreement that governed the relationship between the National Hockey League and its Players' Association. By examining the elements and processes of the collective agreement, the nature of negotiation, and the roles of agents, owners, general managers, and arbitrators, it shows how significant increases in player compensation that occurred over a ten-year period set the stage for the 2004-05 negotiations and season-long lockout. (Download)

by Mark Alexander, 2003

Why is there no consensus about best practices for managing individual employee performance (IEP) in unionized workplaces? This paper discusses the reasons, investigating the success of collectivist or high-performance work systems; why managers and unions need to address IEP issues and what's in it for them; what academic research says about best practices; and workable strategies for managing IEP. (Download)

by Dr. Carol Beatty, 2002

What skills need to be mastered for an academic team to succeed? The most important are the ability to establish effective team management practices, and developing advanced communications and problem-solving skills.

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by Dr. Carol Beatty, 2002

This review of the academic literature considers the prevalence of work teams in industry, and what factors influence whether self-managing teams become high-powered, or low-performing.

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