There is a new wave of environmental disasters that are just beginning to splash onto our daily news feeds. Workplace cultures are the next targets that will be publicly examined and debated in excruciating detail – just ask the CBC, Amazon, or the Lance Armstrong “company machine.” All the dirty laundry of inappropriate behaviours and unacceptable people practices are flooding out in the wash, and every detail is being hung out on the public line to view.
Mentoring is a management practice that can assist organizations in building a desired corporate culture, while enabling the careers of those who are already motivated to pursue one. It is an efficient and effective method of shortening the learning curve of new executives and providing more knowledgeable employees with broader perspectives. New executives with a mentor have a sounding board, as well as the benefit of their mentor’s experience as they navigate through situations that may be unfamiliar to them.
Twenty years ago we used to call him or her a “workaholic.” This is someone who compulsively works long and hard hours, not being able to leave the work at work, but instead fixates over uncompleted tasks throughout the evening. Today it would be difficult to find a professional that does not fit into this category. Some might blame technology for this world pandemic of workaholism. Our work is simply a click away – waiting for us – tempting us to answer that one last email, or complete that one last task.
We are pleased to announce that this year’s W. Donald Wood lecturer will be Mr. Peter Edwards, Vice-President Human Resources and Labour Relations at Canadian Pacific. Peter holds an undergraduate degree and Master of Industrial Relations (MIR) degree from Queen’s University. He is also a speaker at the Queen’s IRC Labour Relations Foundations program. The W. D. Wood Visiting Lectureship was designed to bring to Queen's University distinguished individuals who have made an important contribution to industrial relations in Canada or other countries.
We surveyed the Profit 500, an annual listing of the 500 fastest growing companies in Canada, to find out about their HR practices. We asked questions surrounding their strategic capabilities, organizational development activities, change management processes, training opportunities, performance management systems, leadership development programs, and the use of HR technology. Overall, the top HR challenges faced by the Profit 500 include (1) finding key talent, (2) managing and feeding talent pipelines, (3) appropriately leveraging HR metrics to inform decision making, and (4) choosing and incorporating the right HR technology.
Our people are our most important asset, or so we hear, so data about those people – workers, or employees, if you prefer – should be central to our organization’s total data set! To understand where HR data fits, you first have to understand your organization’s overall data management strategy. How is data collected, organized, and managed? And how do you analyze that data to obtain information?
Dealing with resistance is tough work, but avoiding this work only makes change more difficult. When facing major change, management tends to view the new direction as an opportunity, while employees face the change with feelings of uncertainty, fear and disruption. Furthermore, most change leaders underestimate the amount of resistance they will face. However, as this case shows, external conditions, trust in the organization, and skillful handling of resistance can all contribute to lessening resistance and increasing support for a change initiative.