Accessibility

Main Menu
Main Menu
Menu
REGISTER NOW

Accessibility

COVID-19 Vaccinations and Workplace Rights: 2022 Case Law Update

by

Overview

Last year, there was much discussion on whether or not employers could legally implement mandatory vaccination policies in Canada. In the first part of 2021, COVID-19 vaccines were not readily available to all Canadians, and most employers had not implanted mandatory vaccination policies yet. By August 2021, most Canadian adults had been given the opportunity to become fully vaccinated. In this context, on August 13, 2021, the Federal Government of Canada announced the requirement for all federal public servants to be fully vaccinated by the end of September 2021. The Federal Government also instituted mandatory vaccination requirements for all employees in the federally regulated air, rail and marine transportation sectors by October 2021, while at the same time, requiring vaccination to travel by air or train effective November 2021. After the Federal government took the lead, many Canadian employers followed suit, and there was a rapid influx of mandatory vaccination policies implemented throughout the country in both public and private sectors (including unionized and non-unionized workforces).

There are now several Canadian labour arbitration decisions that consider whether or not mandatory vaccination policies in the unionized context are reasonable and justified. To date, most of these decisions have held that mandatory vaccination policies are reasonable and justified, illustrating an overwhelming consensus that employers can legally implement significant health and safety protections in the context of the COVID-19 pandemic. However, not all policies have been upheld in arbitral law. For instance, in one circumstance a labour arbitrator found a mandatory policy to be unreasonable given that workers could perform work remotely, and other measures (such as testing) could be effective in the absence of vaccination. In all circumstances the context of the workplace, along with the alternative mechanisms in the related policy, will be considered when evaluating the reasonableness of a particular policy.

This article will provide a case law update regarding the legality of vaccination policies in Canadian workplaces, updating a previous article written prior to the emergence of these decisions. 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. In the context of the COVID-19 pandemic, employers must continually consider the ongoing changes in public health direction as well as case law, as matters have continued to evolve and change quickly throughout the last two years, and so should each employers’ approach relating to health and safety measures (including mandatory vaccination policies).

Download PDF: COVID-19 Vaccinations and Workplace Rights: 2022 Case Law Update

Director’s Note – February 2022

by

Welcome to a new year of learning! As Queen’s IRC’s new Director of Professional Programs, I’m delighted to introduce our 2022 Program Planner. It’s a privilege to join this team, and I look forward to getting to know you, our participants and sponsor organizations, throughout 2022.

While we had hoped to resume in-person training here in Kingston and across Canada this winter, the ongoing pandemic means we’ll have to wait a bit longer. In the meantime, “Studio IRC” brings you virtually into our technology-enhanced classrooms, with amazing tools that our program team and expert facilitators are using to deliver immersive and interactive programs.

New year, new workplace

The pandemic has altered our work habits and work environments in a way we could have never imagined. Organizational Transformation, one of our newest programs, provides you with foundational knowledge and practical skills to guide transformation and design through pandemic and post-pandemic realities. At a time when many people are re-evaluating their careers or are feeling disconnected from their colleagues, our highly interactive Strategies for Workplace Conflicts program teaches managers and
leaders practical and essential skills for approaching everyday workplace disputes in a constructive and effective way.

Share your achievements with digital badges and certificates

This year, we’ll begin awarding digital credentialing for our programs and certificates – a way for you to share your achievements online. These can be proudly displayed on your social networks and/or as part of your email signature and will also be verifiable by current or potential employers.

Need a custom program?

This is a great year for organizations to build team skills and set new goals. Our custom programs give you space and time to explore specific opportunities and challenges with your teams, with simulation-based learning and tools to test models and ideas in a collaborative environment. Choose remote facilitation, or take advantage of on-site learning to bring multiple teams together.

It’s our 85th anniversary in October!

We’re immensely proud of our history as a pioneer in premium professional development programs. Over the years, the IRC has continually worked to transform the latest research in labour relations, human resources and organizational development into evidence-based practical programs for today’s workplace. We’re currently planning ways to celebrate this significant milestone throughout the year – stay tuned for details!
Let’s take on the new year with a refreshed optimism. We look forward to working with you to make 2022 a year of learning and growing.

Alison Darling
Director, Professional Programs
Queen’s University IRC

Leaders and Change: Imperatives in the ‘New Normal’

by

Positioning the ‘Conversation’

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.

Courage, however, stands out as it is a pre-requisite, a ‘non-negotiable’ way of behaving. If our learnings from the pandemic are to be applied in a way which has both positive impact and also yields essential results, then courage and courageous action has to be ‘front-and-centre’. I like Mark Kingwell’s phrase and I think it is quite apt as we think about courage. Through the experience of the pandemic, we see that the place of courage in the leader’s role as being “not so much new as more vivid”.[1]

The Ongoing Challenge of Leading Change

As I thought about the changing role of leaders, I was in the process of reading Professor James Conklin’s recent book on change entitled Balancing Acts: A Human Systems Approach to Organizational Change.[2] With his thoughtful model of change before me and my decision to use the courage ‘lens’ as my guide in writing this article, I set out to explore the leader’s role in navigating the uncertainties of the ‘new normal’ of organization life. That led to the generation of a number of ‘courageous questions’ which internal leaders might use in challenging organizations to marshal energy appropriately in making desired changes.

One important note, however, is that Conklin’s model is focused on external interveners, including consultants and related outside advisors. That said – and based on a short conversation with Professor Conklin – I believe that his model can be used effectively by leaders within organizations. The primary caution is that the leader and his/her organization must pay particular attention to areas in which an absence of complete objectivity can potentially detract from the full effectiveness of the change initiative.

(To address this obvious reality, I offer some ideas at the close of this article to mitigate, to the extent possible, the ‘downside’ associated with having an internal leader guiding the change).

Applying the Conklin Framework

As noted above, there is no doubt that it is often a daunting challenge to bring tough, sensitive and courageous questions to colleagues and more senior leaders when you are part of the organization; this is never more obvious than when the questions touch on sensitive ways of behaving. As tough as that might be, however, this is very much part of the role leaders are expected to take on in this new reality.

In essence, Conklin’s approach looks at the patterns of thought and behaviour in organizations and how they interact with structure or are influenced by it. Those elements summarize what constitutes a ‘human system’.[3]

The notion of paradox, or ‘seeming paradox’ is intriguing and part of understanding and applying Conklin’s change model. His framework speaks to four aspects of balancing in the process of leading change:

  1. An initial phase of ‘Confrontation and Compassion’, in which there is a tension between balance and push, and creation of safety;
  2. A ‘Planned and Emergent’ phase, where the balance is between staying the course and changing the course;
  3. A ‘Participate and Observe’ phase, in which the leader or intervener is in my words ‘in the system’ but not ‘of the system’; and
  4. A Fourth phase, referred to as ‘Assert and Inquire’, where the leader is not there to provide answers but rather to work with the organization to generate or discover answers and approaches.

In each case, the model also assumes that reflection, review, and two-way conversations inform any actions or change in direction.

The Approach

With that in mind I offer a set of questions which I believe might be helpful to teams, their leaders and the wider organization, even when they are accompanied by a necessary tension. For each, courage will be necessary to both pose the question and then work through it and any consequent discomfort. Intention is always to focus on developing clarity and generating options for action. For many, while this will be ‘new territory’ it has the potential to very rich ‘learning territory’! There will be days when the comment that ‘…now we know what doesn’t work so well’ becomes the beginning of wisdom.

Courageous Questions to Help Leaders Connect, Integrate and Coach at Each Phase of a Change Process

The implicit assumption around the most important change efforts is that the current situation is unwanted, unsustainable and/or unhelpful in the context of current and perhaps future organization priorities.

Guided by Conklin’s language let’s look at each phase and propose a few questions which will balance two essential elements: the need for respect at all times – for ideas, resistance and challenge – with the equally-important need to be clear and toughminded in order to help the organization move forward:

1.   The Confrontation & Compassion Phase:

  • Why is this change effort an imperative for you?
  • What are your underlying assumptions, beliefs and values which you bring to the initiative? Let’s talk about any biases, conscious or otherwise, which might impact the work, both yours and mine as you perceive them.
  • What is at risk for you personally in engaging actively in the change? What risks will you be willing to assume, and which will you not? What are the risks for me in taking on this role?
  • What needs to happen to make this challenge as ‘safe as possible’ for you and your colleagues (e.g. team, organization unit)? What do I need to do to help ensure that there is that level of safety? What should I not do?
  • What concrete actions will you look for that build trust in my leadership or facilitation of the change effort? Again, what will work against or erode that necessary trust?
  • To what degree do I have freedom in asking the difficult (but what I believe to be necessary) questions? What might be off limits?

2.  The Planned and Emergent Phase:

  • When we have the data, understand it, and identify major themes, are you willing to commit to an action plan which I draft, we discuss, revise, and finalize? Where will you anticipate the team being less open, less certain, or less comfortable? Where do you think I will need to be especially aware of concerns in the team or areas of potential disagreement and resistance arising?
  • Some of what I find will probably require that you and others will have ‘to suspend disbelief’ in order to understand countervailing opinions or perspectives clearly at odds with your understanding and view of the reality. What might I expect by way of behaviours in those instances? Will you be willing to declare them in order for us to see new options for moving forward positively?
  • What will you need from me if I see a need to ‘change course’ based on new information or emerging themes?
  • What are the key elements in creating and maintaining confidence in our ongoing communications?

3.  The Participate and Observe Phase:

  • In order to lead this change effort, I will need to be intimately involved with you and your colleagues in this change effort. We know each other well and we are part of the same organization. That said, my role is to participate fully but also maintain a distance to avoid colluding or losing any sense of objectivity. That is no small task, so what is going to be the key challenge for you and the change team? For me as a leader?
  • A key challenge is one that an external consultant would not face. In a sense, while I am ‘of the system’, for this work I need to behave as if I am only ‘in the system’ – a ‘visitor’ in a sense – but as much as possible without having our work derailed or overly-influenced by my obvious vested interest in the change outcome. While it may be ‘raggedy’ and imperfect, what do I need to do to achieve that balance to the extent possible? What can I count on you and your team to do to help with that ‘boundary’ issue?
  • On occasion, I will need you to push back, if you think I am mixing the ‘participate’ role with the ‘observe’ role. Will you be willing to do that in the interests of the critical need for integrity in our change process?

4.  The Assert and Inquire Phase:

  • If I am going to be truly helpful to the team in making the change, I will have to balance making statements with asking questions; the former must take second place to the latter if I am to lead effectively. Where do you think I will have the most difficulty in achieving that balance? How can you help me with that challenge(s)?
  • There may be occasions when you look to me for an answer and I will resist or choose not to provide one. (I may have ideas or even think I have the answer, but it will be my answer and not one that you have thought about and committed to). How will we have that important conversation?
  • My job is to enable the best answers. This may take time, be frustrating and obviously position me in a coach role, not ‘subject matter expert’ or ‘boss’. Where do you think you’ll need support in staying with that distinction in role and what will you look to me for as a coach-leader? Where do you think you will you be most stretched or challenged with learning new approaches (and perhaps letting older ones go)?
  • Where do you think that you might be in the best position to ‘coach’ me? Based on what you know of me, where do you think coaching will most benefit the change initiative and my growth? Can I count on you to be ‘straight’ with me when you think I need that clarity or feedback?

The Role of an Internal Change Leader: An Owner’s Manual

This article is and was a ‘work-in-progress’, in that it attempts to work with a model not originally designed for use by internal leaders of organizations. But more importantly, we have no complete certainty as to what the ‘new normal’ will ask of us as leaders in our organizations. That said, given the need to lead change and inspire others to join in the effort, leaders have no choice but to engage, consult, learn, act and coach.

While Professor Conklin’s ‘architecture’ is obviously a very strong model for making change, we must also recognize that by virtue of being part of the organization, there are limitations and challenges to how the leader goes about being the courageous change agent. In an exchange with Professor Conklin on this very point, he points out that the internal leader’s use of the model is “difficult, but not impossible”.

In order to take account of that caution and mitigate any unwanted impact when the change leader is an intrinsic part of the system, I suggest the following actions as potentially useful:

  • The choice of a leader for the change initiative is crucial. Demonstrated effectiveness, thoughtful listening skills, concern for the wellbeing of colleagues and a reputation for ‘honest dealing’ in achieving results can position the leader most effectively to lead the work;
  • A pre-requisite for launching the initiative includes positioning the work as a learning opportunity first and foremost. Convening a conversation which includes the designated leader and key stakeholders to talk about ‘learning’ and ‘un-learning’ and to define the nature of the risks which might arise, the likelihood of their occurrence and the potential impact on the initiative is a key step;
  • A supportive and skilled HR business partner can be a great assist to the leader in both understanding process, broader organization culture and dynamics while potentially serving as a coach to the leader;
  • Active involvement of executive and other senior leadership sends a strong signal of support and commitment both to the initiative and to the leader charged with being at its head; active support is what the organization will both see and therefore believe;
  • A commitment to ‘reflect and refine’ throughout is a further opportunity to ensure that unwanted outcomes or ‘stumbles’ do not detract from or compromise the impact of the change work in a lasting way; and
  • Finally, the extent to which the leader is self-aware in respect of such factors as his or her ‘blind spots’, any ‘unconscious bias’ and remains open to clear feedback throughout will contribute directly to the potential for a successful change process and a strengthening of the leader’s role and the trust others have in him or her.

On this last point – and incorporating an email exchange with Professor Conklin – the leader’s task is to ensure that he or she is deliberate in identifying any “hidden commitments” which might impact their attempts at balance and objectivity. As Professor Conklin reminded me, the work of Robert Kegan and Lisa Laskow Lahey developed in their enduring and thoughtful work entitled ‘Immunity to Change’ remains a very relevant reference for the self-aware leader.[4]

Concluding Thoughts

A clear implication and one which runs across each of the phases outlined above, is that ‘straight-talk’ and courage will be foundational in the leader’s role. In addition, there is an implicit assumption that leadership is going to be informed by and at times shared with stakeholders. The process requires time to ensure that common understanding and commitment are present throughout and that focused time for reflection on actions taken, results and adjustments to plan is built into the change initiative.

The leader remains in what some have described as the ‘conductor’ role. But what is new…or ‘more vivid’ as Kingwell writes… is that he or she becomes the primary and increasingly courageous voice in connecting relevant ideas with necessary actions, integrating these with larger organization priorities and coaching the behaviours in colleagues charged with executing and operationalizing the plans – a skilled ‘conductor’ certainly but also a ‘respectful provocateur’!

 

About the Author

Ross Roxburgh

 

 

 

 

Ross Roxburgh is a leadership coach and organization consultant with several decades of experience with a wide range of clients, both domestic and international across the private, public and para-public sectors. He has a strong interest in the effectiveness of individuals and teams in complex organization environments; in many cases he brings both coaching and consulting experience to client engagements. Ross holds the designation of Certified Management Consultant (CMC) as well as that of Master Corporate Executive Coach (MCEC). He has been certified in the use of the EQ-I 2.0 instrument as well as the LEA 360. He is a facilitator with Queen’s IRC on a range of programs related to Board effectiveness, Committee evolution and Performance Management. He has written a number of articles for Queen’s IRC on the topics of coaching and leadership.

 

References

Conklin, J. (2021). Balancing acts: A human systems approach to organizational change. Toronto: University of Toronto Press.

Kegan, R., & Lahey, L. L. (2009). Immunity to change: How to overcome it and unlock potential in yourself and your organization. Harvard Business Press.

Kingwell, M. (2020). On Risk. Windsor, Ontario: Biblioasis.

Recommended Reading

If you enjoyed this article, you might be interested in others which the author has written for Queen’s IRC:

Footnotes

[1] Kingwell, M. (2020). On Risk. Windsor, Ontario: Biblioasis

[2] Conklin, J. (2021). Balancing acts: A human systems approach to organizational change. Toronto: University of Toronto Press

[3] Ibid.

[4] Kegan, R., & Lahey, L. L. (2009). Immunity to change: How to overcome it and unlock potential in yourself and your organization. Harvard Business Press.

Queen’s IRC Program Planner – Spring 2022

by

Download our Spring 2022 Program Planner (PDF) to learn more about our exciting virtual and in-person training options in 2022!

Program Planner - Spring 2022Take a look at what’s inside:

  • A digital guide to assist in your professional development planning
  • Program details for our new 3-credit Organizational Transformation course
  • Dates, locations and fees for 2022 programs
  • How to earn a Certificate in Advanced Human Resources, Organizational Development or Labour Relations

Download the Program Planner now!

Queen’s IRC Welcomes a New Director

by

We are pleased to announce that Alison Darling has been appointed the Director of Professional Programs of Queen’s IRC, effective October 18th, 2021.

Alison is a long-time Queen’s University employee and joins us from the Smith School of Business. She brings to the IRC a demonstrated history of successfully leading teams within the higher education sector. She is skilled in leadership, maximizing operational effectiveness, training delivery, management of multi-national teams, coaching, and teaching. She is also a strong business development professional who holds an Executive MBA from Queen’s.

Alison will take the lead on setting the strategic direction for Queen’s IRC, as well as overseeing business operations, and the financial management of the Centre. Please join us in congratulating and welcoming Alison.

Bridging the Gap: Successful Change Management in a Project Environment

by

Project management (PM) and organizational change management (OCM) serve as a bridge between where an organization is today, and where it wants to be in the future. Increasingly, there is recognition of the critical role that OCM plays in a project environment. Human factors affecting the successful implementation of a project include:

  • Speed of adoption: How quickly people take in the changes resulting from the project.
  • Utilization: How many of those affected are doing their jobs correctly as a result of the changes.
  • Proficiency: How many of those affected by the project are performing at the desired levels after the project has wrapped up.

Despite the importance of addressing the human factors that affect the success of a project, Change Managers (CM’s) with limited experience working in project environments can feel overwhelmed, sidelined, or under-valued. Project Managers (PM’s) who are focused on the project deliverables and technical details of implementation may not truly understand or value the contributions that CM’s can make to project success. While successful project implementation depends on an effective working relationship between CM’s and PM’s, this isn’t always the case. So the question is: How do we bridge the gap between these two separate, but inter-connected and overlapping areas of practice?

Drawing on our experience and findings in the research literature, we offer some practical suggestions to help increase the likelihood of successful implementation. Using a case study to illustrate and explore the issues, we hope to provide some guidance to help both PM and CM professionals identify and institute effective organizational change management practices in a project environment.

Download PDF: Bridging the Gap: Successful Change Management in a Project Environment

Will They Stay or Will They Go?

by

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[1], 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.

Can We Stop the Great Resignation?

A survey published by Microsoft predicts 41% of the global workforce are planning to leave their jobs by the end of 2021[2], resulting in talent shortages and staffing instability through 2022. While some of the highest rates of attrition are being experienced by the food service[3], technology[4] and healthcare sectors[5], all industries will be impacted to some extent in the next 3 to 6 months.

Is there anything that employers can do to reverse this trend? A refreshed retention strategy which reimagines the employee value proposition is a powerful first step in getting ahead of and stopping the Great Resignation. Organizations that are truly open and receptive to listening to and proactively accommodating the emerging needs of their workers through a new value proposition, will be well-positioned to survive (and even thrive) during this next period of workplace transformation.

Reimagining The Employee Value Proposition During the Great Resignation

While each organization’s employee value propositions will be different, here are some actions to consider as you move through the redesign process:

Identify Who Your Highest Turnover Risks Are
Collecting and analyzing a mix of predictive attrition data (third party employee surveys, people analytics platforms) and descriptive data (stay interviews, one-on-ones with current employees, manager insights, exit-interviews) will provide key insights about who is most at risk to leave and why. This information will tell the tale of what parts of the existing value proposition are working and what is falling short of employee expectations.

To ensure that the data is comprehensive and balanced, review collection processes and questions for inclusiveness, equity and relevance. Check in with employees too, actively engaging and listening to feedback, to ensure that their experience with these tools is positive and aligned with your culture. Asking external candidates who have declined recent offers why they did not join, can also provide insights about the market competitiveness of your value proposition. Once both internal and external data is collected and analyzed, ensure that employees are made aware of the findings and that any issues will be promptly addressed.

Make It Easier to Get Work Done
How work gets done in an organization, impacts an employee’s experience on a daily basis. When positive, it can reenergize an employee’s commitment to their employer; when negative, it can trigger a decision to leave, especially when more seamless experiences are available elsewhere.

Asking employees if there is anything in their work day that is causing frustration or delays will provide rich data on how to reimagine the value proposition. These frank conversations can be about knowledge transfer processes, communication channels, and work tools, but it can also be about toxic colleagues (martyrs, gossipers, complainers) and interdepartmental conflicts. Life has been hard enough during the pandemic, and getting work done shouldn’t be a contributing factor. Correcting any issues – and then communicating these changes out to employees in a timely manner, will be just as important, if not more important, than learning what the actual issues are.

Help Managers Become More Effective
Effective retention strategies require engaged managers who inspire and motivate their employees to perform at their best, display compassion, keep dialogue open, and give their teams a sense of purpose and connectivity. If employees aren’t experiencing good leadership as part of their employee value proposition, they are more likely to leave.

However, organizations need to also remember that managers are employees too. After over a year of managing flagging morale, hiring freezes, remote workforces and acting as the de facto messenger of difficult news, managers may be feeling burnout[6] and are themselves ready to quit. This group of employees will need a listening and supportive ear to hear their unique concerns, and opportunities to reenergize and realign. Targeted coaching and training will also be of value, to help them continue to be the leaders their teams need during this new period of turnover.

Reengage Employees with Mission, Vision and Values
Life during the pandemic has been isolating for many, with remote work furthering the disconnect. Often when there is less connection, it makes it easier for employees to say goodbye. To cultivate a greater sense of belonging during the Great Resignation, re-marketing and celebrating the Mission, Vision and Values will re-energize employees and remind them how their piece of the work puzzle is valued and fits in with the larger goals of the organization.

Leadership may also find that a refresh of the Mission, Vision and Values may be timely. Just as most of us are not the same person we were over a year ago, organizational identities have also likely evolved. It will be important to include employees in these discussions to ensure that their emerging needs are integrated.

Set Clear Performance Expectations
The fluidity of working remotely has meant that more than ever, employees need clarity on what they should be working on, and what is expected of them to demonstrate success in their roles. When not clear, it can be a source of conflict with their managers and colleagues, and create job dissatisfaction. Ultimately such conflicts and confusion can become a compelling reason to leave.

Reviewing performance evaluation systems to ensure relevance, consistency and equity can mitigate these issues. Most employees have a love/hate (mostly hate) relationship with performance reviews, so asking these key users for input during any redesign will be essential for buy-in and engagement. Good questions to ask include whether the tools are easy to understand, inclusive in design and accessible for both in office and remote employees.

Pay People What They Are Worth
Dissatisfaction with pay has been one of the most challenging drivers of the Great Resignation. Just as it was before the pandemic, compensation strategies that are perceived to not recognize an employee’s contribution and competitive market value will result in resignations from employees who feel frustrated and undervalued. Two emerging trends have further complicated this challenge. Many employees who were ready to move to a better paying job pre-pandemic chose to hold off in the face of economic uncertainty. Now feeling a sense of urgency to make up for lost time and income, these employees will not be patient with employers who do not recognize their accelerated timelines for more attractive compensation. Another trend is the emergence of salary inflation bubbles[7] in some sectors, such as hospitality and technology. In order to compensate for staffing shortages, candidates are receiving above market premiums with their offers, creating internal inequity between these new recruits and more tenured employees. It will be important to keep these new developments in mind as organizations revisit their total rewards strategies to ensure that no one is left behind.

Integrate Flexibility into Everything
Reimagining flexibility during the Great Resignation is about more than just about picking a side on the remote versus hybrid office debate. Employees are looking for a more holistic approach to organizational flexibility, where employers actively help them build a healthier work-life strategy, by considering the whole employee experience within the context of their work and personal lives. Would an employee who wants to balance commitments as they return to university, be interested in a job share? Do all roles need to be performed during the regular work day, or can parents with young children or those with increased eldercare responsibilities continue to contribute instead of leaving to focus on these life events? An employee value proposition that revisits how policies, practices and culture can better support an employee’s physical, social and mental health needs will go a long way to keeping employees happy, productive and with you, at least for a little while longer. An openness to revisiting job design, time off and shortened work week policies, while ensuring that employees are not at a career disadvantage for seeking these programs or have inequitable access to flexibility are some specific considerations to evolve this employee value proposition.

Accelerate Learning and Development Opportunities
Understanding employees needs around career growth and advancement, and perhaps even more importantly their timelines will be critical to understand during the Great Resignation. Employers that are active career coaches versus passive observers in their employee’s career development plans, will encourage retention. Too often, career growth seekers require context on how advancement happens in an organization, and without support and mentorship to connect the dots, they may unknowingly walk away from viable and attractive opportunities. For example, as products and service models pivot as a result of the pandemic, considering whether to offer employees opportunities to receive vocational training or in-house certification workshops to move into new careers, instead of hiring external candidates, could be a win-win when it aligns with an employee’s career plans.

Moving from the Great Resignation to the Great Retention?

Offering a refreshed and compelling employee value proposition that meets the emerging needs of workers during these unusual times, is a smart focus for retention strategies.

Any process to reimagine existing value propositions must be collaborative, inclusive, equitable and realistic. It must incorporate both a data-driven approach, to understand why people are leaving, but also encourage people to share their opinions and ideas, even if the commentary gets a little uncomfortable for the organization to hear. Building in transparency and time to listen will be key during this process of reinvention, so that employees understand why their opinions are being collected, and what outcomes are expected.

Ultimately, the question that the employee value proposition asks is: “What can we do to support you?” If the answer you give aligns with the current needs, wants and aspirations of employees, they will stay. Organizations who are committed not only in words but in deeds to evolving the employee value proposition will come out with an engaged workforce, one that may one day move the organization from the Great Resignation to that of the Great Retention.

About the Author

Mira Persaud

Mira Persaud is a human resources practitioner, facilitator and writer who is passionate about all things talent, people and culture. She has had the privilege of partnering with leadership teams on their journeys to build sustainable, strategic, and inclusive workplaces.

Mira has held roles in a variety of sectors, including telecommunications, manufacturing and healthcare. She has a Bachelor of Science in Industrial Relations from the University of Toronto, and a Post-Graduate Certificate in Human Resource Management from Seneca College, where she was awarded President’s List honours. She been certified as a trainer through the Franklin Covey Institute, has been a guest lecturer at the DeGroote School of Business and York University, and is a member of the Human Resources Professionals Association. As a lifelong learner, data geek and avid reader, she is fascinated by the future of work.

References

Cook, I. (2021, September 15). Who Is Driving the Great Resignation? Harvard Business Review. Retrieved October 14, 2021, from https://hbr.org/2021/09/who-is-driving-the-great-resignation

Edmiston, J. (2021, September 27). ‘Something’s got to give’: Restaurants slash hours, trim menus as worst worker shortage ever cuts deep. Financial Post. Retrieved October 14, 2021, from https://financialpost.com/news/economy/somethings-got-to-give-restaurants-slash-hours-trim-menus-as-unprecedented-worker-shortage-cuts-deep

Klotz, A. (2021, May 30). The Covid Vaccine Means a Return to Work. And a Wave of Resignations. NBC News Think Newsletter. Retrieved October 14, 2021, from https://www.nbcnews.com/think/opinion/covid-vaccine-means-return-work-wave-resignations-ncna1269018

MetLife, Inc. (2021) 2021 Employee Benefit Trends Study. Caught in the Middle: Managers in the Wake of COVID-19. Retrieved October 14, 2021, from https://www.metlife.com/employee-benefit-trends/ebts-managers-2021/

Microsoft Corporation. (2021). 2021 Work Trend Index: The Next Great Disruption Is Hybrid Work – Are We Ready? Retrieved October 14, 2021, from https://www.microsoft.com/en-us/worklab/work-trend-index/hybrid-work

Rastello, S. (2021, July 21). Better pay and ‘micro offices’: Pandemic shakes up Canada’s tech industry. Bloomberg News. Retrieved October 14, 2021, from https://www.bnnbloomberg.ca/better-pay-and-micro-offices-vc-veteran-ponders-tech-s-future-1.1631511

Recommended Books for Further Reading

Conant, D. (2020). The Blueprint: 6 Practical Steps to Lift Your Leadership to New Heights. Wiley.

Kaye, B. & Jordan-Evans, S. (2021). Love ‘Em or Lose ‘Em. Berrett-Koehler Publishers, 6th Edition.

Oake, K. (2021). Culture Renovation: 18 Leadership Actions to Build an Unshakeable Company.‎ McGraw-Hill Education.

Footnotes

[1] Klotz, A. (2021, May). The Covid Vaccine Means a Return to Work. And a Wave of Resignations. NBC News: Think Newsletter. Retrieved October 14, 2021, from https://www.nbcnews.com/think/opinion/covid-vaccine-means-return-work-wave-resignations-ncna1269018

[2] Microsoft Corporation. (2021, March 22). 2021 Work Trend Index: The Next Great Disruption Is Hybrid Work – Are We Ready? Retrieved October 14, 2021, from https://www.microsoft.com/en-us/worklab/work-trend-index/hybrid-work

[3] Edmiston, J. (2021, September 27). ‘Something’s got to give’: Restaurants slash hours, trim menus as worst worker shortage ever cuts deep. Financial Post. Retrieved October 14, 2021, from  https://financialpost.com/news/economy/somethings-got-to-give-restaurants-slash-hours-trim-menus-as-unprecedented-worker-shortage-cuts-deep

[4] Cook, I. (2021, September 15). Who Is Driving the Great Resignation? Harvard Business Review. Retrieved October 14, 2021, from https://hbr.org/2021/09/who-is-driving-the-great-resignation

[5] Ibid.

[6] MetLife, Inc. (2021). 2021 Employee Benefit Trends Study. Caught in the Middle: Managers in the Wake of COVID-19. Retrieved October 14, 2021, from https://www.metlife.com/employee-benefit-trends/ebts-managers-2021/

[7] Rastello, S. (2021, July 21). Better pay and ‘micro offices’: Pandemic shakes up Canada’s tech industry. Bloomberg News. Retrieved October 14, 2021, from https://www.bnnbloomberg.ca/better-pay-and-micro-offices-vc-veteran-ponders-tech-s-future-1.1631511

Developing an Equity, Diversity, and Inclusion Program

by

The issue of racism and ongoing oppression of minority groups is well documented. Leadership must recognize their unconscious and implicit biases to begin to help organizations become inclusive.

Leaders who are engaged will recognize inequities and will also recognize bias as well as disrespect and incivility. By addressing these issues through education and formal programs, leaders will help foster the development of others in overcoming historic barriers to both employment and customer service.

There are also limited dedicated resources or programs that assist with equity, diversity and inclusion programs. Often programs are completed off the corner of one’s desk to obtain the check mark. Strategies are required for dedicated resources, education, as well as an acknowledgement that we must foster an environment of equity and inclusivity and become committed to listening, learning and understanding to ensure every person can work and receive care safely, openly and honestly.

Download PDF: Developing an Equity, Diversity, and Inclusion Program

The Shifting Challenges for Leaders

by

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.[1]  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.

And then along came a global pandemic and leaders found themselves in deeper and uncharted waters. The advice cited above from The Economist still remains sound and helpful. What changed, however, in my experience is best described as the need for some aspects of the leader’s role to become “more vivid”. [2]

Leaders realized that the need to balance both task and relationship was central to being consistently effective in their role. The task part of the equation was always central but now the need for attention to, and support of the safety, security and overall wellbeing of teams, was very much a central part of the work of leading others.

Nine months into the pandemic, I conducted a survey to see what changes teams were experiencing and how they continued to operate effectively. What emerged was a parallel series of changes, namely those which leaders of teams were also experiencing.  See Team Effectiveness: From Pandemic to Promise in the Learning Organization (Research Report)[3]

My continuing work with coaching clients, along with the ongoing literature around leadership skills and related topics, [4] prompted this further look at the role of leaders today and what might remain important over the next many months.

Download PDF: The Shifting Challenges for Leaders

Trust Yourself First: Addressing DEI Using Emotional Intelligence

by

Think of the last time you questioned how much you trust yourself – to make a tough decision on your own, to initiate a tough conversation with someone not knowing if you can handle how it goes, to admit to others you were wrong, to learn something new, or to simply be honest with yourself? Exploring your self-trust is what I call “inner work”, and it is foundational to your contribution to addressing one of the most critical forces of our time – creating a more diverse, equitable, and inclusive (DEI) workplace.

As organizations continue to make and refine plans for a hybrid workplace, they are also focusing on the leaders’ top five priorities for 2021. According to the July 28, 2021 issue of HRD Magazine, diversity, equity and inclusion is number two.[1]

Let’s explore how trusting yourself will help you to listen, learn (and unlearn), and be extremely open to your role in making a more diverse, equitable, and inclusive workplace.

Addressing workforce diversity, equity, and inclusion (DEI) is one of the most prominent focuses of organizations today. It is a business imperative.  With all the reports and headlines capturing our attention (as it should), many leaders I work with find themselves overwhelmed with closing the many gaps, for example:

  • “A 2020 Ipsos poll found 60 percent of those surveyed see systemic racism as a serious problem and a majority believe more needs to be done to ensure equality for all Canadians”[2]
  • “But what surprises some people is how far behind Canada is compared with other OECD countries in narrowing the pay gap between men and women. Of the 36 OECD countries, Canada ranks 29th.”[3]

There are some good examples of well-designed policies and practices for corporate DEI efforts to be successful.   As you grow in your ability to trust yourself to learn and unlearn, here are a few ways to get started to trust yourself more.  The emotional intelligences to lean into are:

  • Empathy
  • Interpersonal relationship-building
  • Stress tolerance
  • Self-awareness

Empathy

Empathy is recognizing, understanding, and appreciating how other people feel.  Empathy involves you being able to articulate your understanding of another’s perspective and behaving in a way that respects other people’s feelings (MHS).  A recent example is Penny Oleksiak’s reflection on how her relay team leveraged empathy over time to achieve:

“I’ve grown a lot as a person in the last five years,” said Oleksiak. “I think we’re all so supportive of each other when someone else is going through a tough time. … Having a team that’s that professional, that empathetic, that amazing, you don’t see that anywhere else in the world.” (Tokyo Olympics, August 2021) – Canada’s most decorated Olympian[4]

To trust yourself to be empathetic, really be present to listen to someone’s reply about what would make a team meeting more inclusive so all can contribute in a way that works for them. Trust that you can learn to set up a team meeting based on what they said – and to also unlearn or stop doing something that didn’t help.  An example question – “When do you feel most included in a meeting?”.   Your intention doesn’t matter as much as people feeling that you understand and recognize their view – only they can tell you if they feel included.

Interpersonal Relationship-Building

Interpersonal relationships as an emotional intelligence refers to your skill of developing and maintain mutually satisfying relationships that are characterized by trust and compassion (MHS).

Use a coach approach to build relationships with your team members. For example, research has shown that what is known as “political correctness” in the workplace inhibits cross-cultural interactions, when leaders struggling under pressure of rule and regulations limit contact with diverse staff for fear of causing any unintended offense.  A coaching approach, on the other hand, promotes mutual respect and inclusion in a way that raises your interpersonal awareness.[5]

To trust yourself to build interpersonal relationships, engage your team in a discussion about how they define success in the workplace – ask what beliefs and criteria are important.  Trust yourself to build trusting relationships with all people, regardless of your feelings toward them. For example, identify people on your team with whom you have not developed a strong relationship; list areas of these relationships you’d like to improve, and talk with them.

Stress Tolerance

Stress tolerance is an emotional intelligence that involves you coping with stressful or difficult situations and believing that you can manage or influence situations in a positive manner.

High trust relationships lower individual stress. For example, I have noticed that some leaders question their ability to lead the change in shifting their workplace culture to more diverse, equitable and inclusive – because they know it comes with potential conflict and challenging conversations.  This can be so stressful!

Trust yourself to hear difficult things that others may raise, and reframe your role as the one to listen. Listen, listen, listen.  People do want to be heard – that could provide priceless release for people and strengthen level of trust in relationships. The path to DEI workplaces is a journey. Build a strong level of stress tolerance so you can create space for such conversations.

Self-awareness

Self-awareness is “the ability to see ourselves clearly to understand who we are, how others see us, and how we fit into the world around us.”[6]

Trust yourself to learn and use the essential coaching skills to listen with empathy and ask open-ended questions and show your genuine curiosity without judgement. For example, ask your team what you can do to build a more diverse team that you currently have now, or what you can do to ensure the new DEI policies are followed and leveraged. Be open and don’t be afraid to hear that you may need to change your own actions.

Where to go next?

In our Building Trust program, participants complete an online self-assessment of how they currently use emotional intelligence, and their results are woven into the program self-reflections and discussions. A past participant said:

“This program has changed how I think about my role in improving my relationships; there is a lot I can do to become more trustworthy to others. That EI self-assessment was an eye-opener for me.”  

Of all the definitions of trust that we explore in the program, the one most participants gravitate to is this: To talk about trust, Brene Brown uses the acronym BRAVING which stands for: boundaries, reliability, accountability, the vault, integrity, non-judgment, and generosity. Trust is choosing to make something important to you vulnerable to the actions of someone else.[7]

Building trust with others begins with building trust in yourself to do the inner work that you are so capable of doing!  Trusting yourself will help you to listen, learn (and unlearn), and be extremely open to your role in making a more diverse, equitable, and inclusive workplace.

Addressing workforce diversity, equity, and inclusion (DEI) is one of the most prominent focuses of organizations today. It is our collective responsibility. The next time you question if you trust yourself, consider your focus on using empathy, growing your interpersonal relationships, strengthening your stress tolerance, and raising your self-awareness.

 

About the Author

Linda Allen-Hardisty

Linda Allen-Hardisty is an organizational development professional (Queens IRC OD Certificate), an executive coach (ICF PCC professional designation), a team coach (EMCC Global Accreditation), and a Forbes Coaches Council contributing member. She’s built a reputation as a vibrant, contemporary voice in the business world by blending her grounding in OD with a practical approach to addressing organizational challenges and opportunities. Over her 20-year OD career, she has helped many leaders – from corporate executives to entrepreneurs – improve their personal and professional success. She is a sought-after facilitator and advisor for executive development, strategy and change, team effectiveness, and emotional intelligence. With a Masters of Education from the University of Regina, Linda’s uniqueness is that, prior to private practice, she fulfilled corporate leadership roles including the Director of Organizational Development in a company listed on the Hewitt Top 50 Employers in Canada and became the first Manager of Strategy and Performance for a municipal government undertaking cultural transformation.

Linda is the lead facilitator for the Queen’s IRC Building Trust program.

 

References

Brady, R. (2021, August 1). Penny Oleksiak becomes Canada’s most decorated Olympian as swim team Finishes Tokyo Olympics with sixth medal. The Globe and Mail. Retrieved August 11, 2021, from https://www.theglobeandmail.com/sports/olympics/article-canadas-swim-team-finishes-tokyo-olympics-with-sixth-medal-penny/.

Brown, B. (2018). Dare to lead: Brave work, tough conversations, whole hearts. Vermilion.

Eurich, T. (2017). Insight: Why we’re not as self-aware as we think, and how seeing ourselves clearly helps us succeed at work and in life. Crown Business.

Small, T. (2021, August 1). Canadian companies emerge from COVID-19 pandemic with new diversity and Inclusion plans. The Globe and Mail. Retrieved August 11, 2021, from https://www.theglobeandmail.com/business/article-canadian-companies-emerge-from-covid-19-pandemic-with-new-diversity/#comments.

Syed, N. (2021, July 28). Top leadership priorities for 2021 Revealed. HRD Canada. Retrieved August 11, 2021, from https://www.hcamag.com/ca/news/general/top-leadership-priorities-for-2021-revealed/292735.

Tanneau, C and McLoughlin, L. (2021, 06 21). Effective Global Leaders Need to Be Culturally Competent | The International Coaching Federation. Retrieved August 11, 2021, from https://hbr.org/sponsored/2021/06/effective-global-leaders-need-to-be-culturally-competent.

Zink, L. & Squires-Thompson, K. (2021, August 1). Opinion: Companies, get your pay equity act together. The Globe and Mail. Retrieved August 11, 2021, from https://www.theglobeandmail.com/business/commentary/article-companies-get-your-pay-equity-act-together/.

 

Footnotes

[1] Syed, N. (2021, July 28). Top leadership priorities for 2021 Revealed. HRD Canada. Retrieved August 11, 2021, from https://www.hcamag.com/ca/news/general/top-leadership-priorities-for-2021-revealed/292735.

[2] Small, T. (2021, August 1). Canadian companies emerge from COVID-19 pandemic with new diversity and Inclusion plans. The Globe and Mail. Retrieved August 11, 2021, from https://www.theglobeandmail.com/business/article-canadian-companies-emerge-from-covid-19-pandemic-with-new-diversity/#comments.

[3] Zink, L. & Squires-Thompson, K. (2021, August 1). Opinion: Companies, get your pay equity act together. The Globe and Mail. Retrieved August 11, 2021, from https://www.theglobeandmail.com/business/commentary/article-companies-get-your-pay-equity-act-together/.

[4] Brady, R. (2021, August 1). Penny Oleksiak becomes Canada’s most decorated Olympian as swim team Finishes Tokyo Olympics with sixth medal. The Globe and Mail. Retrieved August 11, 2021, from https://www.theglobeandmail.com/sports/olympics/article-canadas-swim-team-finishes-tokyo-olympics-with-sixth-medal-penny/.

[5] Tanneau, C and McLoughlin, L. (2021, 06 21). Effective Global Leaders Need to Be Culturally Competent | The International Coaching Federation. Retrieved August 11, 2021, from https://hbr.org/sponsored/2021/06/effective-global-leaders-need-to-be-culturally-competent.

[6] Eurich, T. (2017). Insight: Why we’re not as self-aware as we think, and how seeing ourselves clearly helps us succeed at work and in life. Crown Business.

[7] Brown, B. (2018). Dare to lead: Brave work, tough conversations, whole hearts. Vermilion.

Download the Brochure

This field is for validation purposes and should be left unchanged.