Research and Resources
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any organizations that implemented post-COVID-19 work models (remote, hybrid or in office) should be evaluating their choice regularly, to ensure that they retain their competitive advantage and continue to attract the right human resources. It is my recommendation that a review be conducted after the first six months to ensure that the model continues to support the strategic direction of the organization. 61% of Canadian organizations have moved to a hybrid work environment because this was the preferred model by many employees.
Queen’s IRC celebrated our 85th anniversary on October 12, with an afternoon open house. Guests from the University and local community, as well as IRC participants, speakers, and staff celebrated at the Queen’s IRC office in Kingston.
Speeches from the Dean of the Faculty of Arts and Science, Dr. Barbara Crow, and Queen’s IRC Director of Professional Programs, Alison Darling, highlighted new programs and projects on the horizon for the Centre, and showcased our achievements.
The event also provided the opportunity to reflect on our history and review some of the documents from our past. In many ways, we see how far our training – and the world in general – has come since 1937. We started in a time when industrial relations conferences and training was for “business men”, with men leading the training as well. In 2022, we find that at least half, and often more, of our participants (and facilitators) are women.
Are you feeling tired or frustrated chasing elusive happiness? A full life does come with setbacks. This is a reality we all face. The better able you are at handling these setbacks, the more stable your level of happiness will be. This is why learning how to move through life’s many adversities is important. You can experience consistent happiness while overcoming your life’s challenges by leading your life with resilience. Below are the six holistic essentials from the Circle of LITE personal leadership framework to help you do so.
We are honoured to be the recipient of the HRD Readers’ Choice Award for Best Service Provider! The award acknowledges the contributions of a company or individual with a proven track record of providing the HR industry and/or HR professionals with the superior service, solutions and support needed to perform their duties.
Talent management has emerged as a top priority for organizations over the last decade and has only been accelerated by the pandemic as employees were sent home, many displaced, and employers had to radically shift business operations. Human Resources (HR) led the charge in supporting business units to make this transition as seamless as possible – while stabilizing a very disrupted workforce. Not only has HR been thrust into the spotlight over these last few years, but progressive HR leaders have played a significant role in shining a spotlight on a much-needed talent management revolution.
Many employers of choice offer coaching to their new generation of leaders because it’s a tool with transformative powers. Given the ever-changing business landscape—including the transition back to the office after COVID-19—smart employers provide their employees with the tools they need to succeed—from day one. For new leaders, that includes coaching. In this article, I will talk about what coaching is, the transformative power of coaching, what new leaders can expect from employer-sponsored coaching, and how to get the most out of the gift of coaching.
It is no surprise that when we think of inspiring leaders, we identify people we want to emulate, model ourselves after and have the opportunity to work with. As a colleague once observed, leadership can be summarized very succinctly: “Leaders inspire”. And it is seldom because of ‘what’ they do, but rather ‘why’ they do it and ‘how’ they do it.
In the post-pandemic hybrid world, people are craving reconnection. They are looking to rebuild trust in organizations that look and function differently than they did just a few years ago. Leaders of teams know they must foster new ways of connection among their teams. Growing your leadership team’s emotional intelligence is key to building a connection and managing the increasingly diverse needs of employees, while creating a healthy and engaged organization.
How do employers translate HR strategies and well intended policies into effective and responsive HR practices and results? A key driver of this success is the clarity and practical application of one’s HR “delegated authorities”. Knowing what HR decision making authorities to delegate, to whom, and how they need to be supported and applied have become mission critical HR management realities for most organizations regardless of sector. Delegated HR authorities are key to “how” HR strategy is delivered, how desired workplace cultures and employee productivity aspirations are realized. They are also key to how meaningful line management accountabilities for employee engagement, wellness, and performance are achieved.
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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