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Advanced LR Certificate:
The Evolving Labour Relations Professional
By Anne Grant
Recognizing the evolving and increasingly complex role of the labour relations professional (LRP), Queen's IRC is seeking to address the advanced learning needs of LRPs. This spring, Queen's IRC will launch a new certificate Advanced Labour Relations. Designed for the practicing LRP, this programming builds on the established LR Certificate. This article provides a brief overview of the program development and content.
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The first elective for the NEW Advanced LR Certificate is:
Mastering Fact-Finding and Investigation
April 4-7, 2011, Kingston, Ontario.
Queen's IRC State of HR Survey Reminder
By Paul Juniper
We recently launched our survey, "An Inquiry into the State of HR in Canada." The purpose of this research is to describe the current and future state of the HR profession in Canada, based on the perspectives of practitioners. I am pleased to report that we've had a very positive response to our survey. I would like to take this opportunity to thank our survey participants. I would also like to invite all HR professionals who haven't yet had a chance to participate in our online survey to do so on or before February 28, 2011.
Begin Survey
Enabling Fruitful Learning in Organizations
By Brenda Barker Scott
Take this challenge. Ask fellow employees if they have ample opportunity to learn and apply what they learn at work. Chances are their answers will be varied, with many answering with a sometimes or it depends. This is a conundrum. One does not have to look far to find support for the notion that learning in organizations is a critical capability. In our disruptive world, an organization's capacity to facilitate learning - to acquire, apply, and spread new insights - has been touted as the fundamental strategic capability and a leading source of competitive advantage.
Why the knowing-doing gap? While we hire people with advanced degrees and send them to respected learning institutes, we often fail to tap the full potential of what employees can and do learn. Add in the notion that most organizations don't know what people know - let alone provide opportunities for people to share and leverage learnings - and it's not a stretch to conclude that learning in organizations is often a haphazard endeavor.
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Change and the Common Company
By Sharon Parker
Every organization is DOING change management and many even have a dedicated change team. In the past 20 years, the practitioners and researchers in the field have seen a shift from hiring change management consultants to developing change management teams within an organization. Based on my experience, I provide my insights on the change process and suggest a practical approach to managing change in an organization.
When I first began working in this field, large multi-million dollar companies hired 'experts' in change management. We were bright, young and energetic consultants who worked not unlike the days of Frederick Taylor's factory workers - working on small, manageable chunks of the overall change. Few of us were experienced enough to see the whole change process as a complex system. Many of us were educated in the theory of change, but few had actually experienced any organizational change. Now, many organizations have dedicated teams or individuals, usually working out of the HR shop, to assist in whatever changes the organization is undertaking.
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