Research and Resources
QUICK LINKS - QUEEN'S IRC ARTICLES & PAPERS
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?
Coaching skills are enhanced and potentially of greater value to the client if informed by an actively curious mindset. In turn, a curious client can increase self-awareness, discover areas in which they can be even more effective and try new approaches and behaviours which will align intention more closely with desired outcomes. Conversations between two curious individuals, client and coach, can raise discussions to becoming part of an exciting and valuable ‘learning community’.
For some time I have been curious about ‘courage’ and its relationship to leadership. I am specifically interested in the part that courage plays in a leader’s decision to work with a coach, but also in the courage it takes for a coach to help their clients become as effective as possible in their leadership roles. Courage is not a new topic in serious conversations on leadership. It has been considered a significant attribute of the most effective leaders for many years.
How do you spot potential? What differentiates a high potential employee from one who has reached a career plateau? Many organizations fall into the trap of relying on past performance as a measure of future potential. Current and past performance may be an indicator of potential, but the two are not synonymous. In fact, according to a study conducted by Gartner (previously CEB/SHL Talent Measurement) only one in seven high performers are actually high potentials. That means that over 85% of today’s top performers lack the critical attributes essential to success in future roles.
Ben was concerned. Emma, a manager new to his group, had just received her employee engagement scores. They were not good. Emma had been a rock star in her previous individual contributor role. She was seen as talent for the future in the organization. As her HR Business Partner, Ben had watched her struggle as a first-time manager. Now, it appeared that her employee team was willing to put those struggles on paper in the form of not so good engagement scores.
ABOUT OUR PRACTITIONER-ORIENTED 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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