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Practitioner-Focused Research

Our research includes a variety of activities that complement our programming. Through surveys, interviews, and articles, we aim to communicate trends in the HR and LR fields.

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There is nothing currently scheduled in this area. Please contact us to discuss your company’s professional development needs: irc@queensu.ca or 1-888-858-7838.
There is nothing currently scheduled in this area. Please contact us to discuss your company’s professional development needs: irc@queensu.ca or 1-888-858-7838.

Latest Articles

IRC Articles and Papers Human Resources and Labour Relations Research and Resources

Latest Articles

The Starting Point for Building a Trust Plan

Linda Allen-Hardisty, Queen's IRC Facilitator, M.Ed., Queen's IRC Facilitator, B.Ed., Queen's IRC Facilitator, PCC, Queen's IRC Facilitator
Publication date: February, 2020

How do you define trust? How do you describe what trust means to you? Ask ten people and you will likely hear ten different responses.  Because trust is personal. Our past experiences with building, keeping or losing trust really shape how we define trust. For me, I define trust as having the belief that someone, or a company, will do what they say they will do and in with my best interest in mind. A tall order?  more

Deborah Hudson, Queen's IRC Facilitator
Publication date: February, 2020

Workplace investigations have become commonplace across Canada. Many Canadian jurisdictions require that employers implement workplace harassment and discrimination policies, which often include mandatory investigation provisions. Whether or not investigations are legally mandated, it is sound practice for an employer to conduct an investigation when there may be potential workplace harassment, human rights violations, breach of company policy, criminal activity, security breaches, legal action, or media scrutiny. more

Ross Roxburgh, Queen's IRC Facilitator
Publication date: January, 2020

As a leadership coach, I regularly reflect on the approaches which support the essential relationship between the client and coach. Something that allows these approaches to work more effectively is an overarching mindset of humility, a mindset that applies to both the client as well as the coach. I do want to be clear that ‘humility’ for me does not imply weakness, nor is it the opposite of a tough-minded approach to supporting a client in his or her developmental goals. Rather, it implies a respectful environment that recognizes that the most appropriate coaching relationship is one in which client and coach work on strategies, plans and actions that will result in positive impact. more

Queen's IRC
Publication date: January, 2020

We are pleased to announce our Spring 2020-Spring 2021 Program Planner is ready to be downloaded. It details all of our foundational and advanced programs and our certificate series. more

Tags: IRC
Joan Sabott, Queen's IRC Facilitator
Publication date: December, 2019

Conflict is tough for most of us. According to many physiologists, we tend to tap into several simple strategies when faced with conflict: fight, flight, or freeze. As a result, we likely aren't reducing unnecessary conflicts, and effectively dealing with necessary conflicts in productive ways. So many opportunities are lost because we aren’t engaging well. Being effective at conflict, both in a proactive and reactive way, demands that we work at it as an ongoing and everyday activity. In essence, it is a lifestyle choice in how we talk, problem solve, inquire with others, and arrange our processes and teams. more

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