Research and Resources
QUICK LINKS - QUEEN'S IRC ARTICLES & PAPERS
The pandemic and transition to working from home has forced leaders to change the way they interact with their employees. How do you build trust and relationships while working virtually?
Like many people, my life changed significantly overnight in mid-March. Suddenly I was working from home – exclusively. Among the many changes from this, my commute went from 60 minutes a day to approximately 60 seconds a day to the “office” (including grabbing a coffee on the way). With this excess capacity and time, after a few sleep-ins (comparatively 08:00 a.m.), I decided to use this time productively for mental health (reflection, planning, introspection and improvement).
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?
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.
Building a Custom Queen’s IRC Certificate: Lessons from the BCNU Governance Board Certificate Program
Union president Christine Sorensen and the British Columbia Nurses’ Union (BCNU) Board have big aspirations for a professional union with a strong, high-functioning Board. Achieving this vision has meant restructuring, long-term strategic planning, and significant training for the Board – and all within a three-year elected term. In 2017, Christine was appointed as president (from the vp/acting-president role) and a new Board had also been elected. With a significant turnover in Board members and a strong drive for change, they began working towards their goals, immediately taking on some significant organizational and structural issues.
The Human Resources Business Partner (HRBP) is a popular designation for many human resources professionals in today’s Canadian organizations. However, there seems to be no consistent definition of this role and its responsibilities. This article will attempt to describe the most common organizational structures or models used by HR departments to incorporate HRBPs and will review the strengths and challenges of these models. It will also illustrate the duties and the necessary skills of the fully competent HRBP and make recommendations for organizations considering creating HRBP roles.
Rayna had just received an interesting request. J.B., a recent addition to the front-line management team, had come to her following the division wide quarterly town hall update. The division president, Anne, had given a talk on accountability. She’d been firm in her resolve to increase division wide understanding of what it meant to be accountable at work. J.B. wasn’t questioning the directive. He was struggling with the meaning. What did accountability mean for him as a manager?
Change was in the wind. As is true for many industries, the insurance industry was facing significant change. Making the shift from a regulated to a deregulated industry seemed a daunting challenge for the 100 year old RockSolid Insurance Company. The question for the executive team was how to craft a strategy and initiate change in ways that would enable the company to compete successfully into the future.
You have your CHRP designation. Now as you begin to climb the ladder to success, what else must you learn to advance your career? One start is to develop the competencies you will need to become a true HR leader. But here the confusion begins. There are many different competencies and competency models proposed by various academics and associations. If you cannot determine with confidence which to trust, how can you decide where to invest your time, money and development efforts?
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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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