Back in 1999, Queen’s IRC Senior Research Fellow Dr. David Weiss offered a far-reaching view of the forces affecting human resources management. A decade later, David takes a look back and a prescient look forward to make sense of the rapid changes in the profession. What does he see?
SwitchPoints: Culture Change on the Fast Track to Business Success
When it comes to leading organizational change, Peter Edwards and his team at the Canadian National Railway walk their talk. In their 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.
SwitchPoints: Culture Change on the Fast Track to Business Success
When it comes to leading organizational change, Peter Edwards and his team at the Canadian National Railway walk their talk. In their 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.
The Current and Future State of Human Resources Leadership
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 function and 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.
