Research and Resources
QUICK LINKS - QUEEN'S IRC ARTICLES & PAPERS
With recent social movements and the emergence of complex and highly profiled workplace conflicts, there has been increased awareness of organizations’ responsibility to foster safe, diverse and inclusive workplaces. Organizations large and small have taken action to strategically learn about and implement inclusive policies and practices in order to both enhance employee engagement and foster positive organizational culture.
Prioritizing diversity and inclusion efforts has immeasurable value. Workforces that have diversity of thought, perspectives and ideas are better able to solve problems creatively and collaboratively, and diverse and inclusive organization are more likely to achieve their goals.
More than one year ago the COVID-19 pandemic shut down most of the world. Such shutdowns gravely impacted many businesses, and otherwise shifted the landscape of working life for businesses that could legally remain open by providing working from home arrangements (when possible) or by requiring significant protective measures (for essential services). This article discusses legal issues and considerations relating to implementing requirements or policies around COVID-19 vaccinations in Canadian workplaces and other related solutions to consider when trying to protect the workplace from a COVID-19 outbreak.
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?
This research on the effectiveness of teams was conducted in the early fall of 2020. It is largely supportive of, and consistent with, much of the thinking of others who were paying close attention to the experience of teams and leaders in a virtual environment. And the focus on teams also highlights the important relationship between teams and organization leadership and their interdependencies. The research also highlights a number of important insights and ‘learnings’ that will serve us well in the coming months; while it is difficult to predict with any certainty, it is possible that new habits will emerge as teams continue to focus on their overall effectiveness in support of organization priorities.
This research captures how organizations are re-thinking the role of teams, the work they do and how they approach and carry out that work. This report is based on a survey of team leaders, organization consultants and leadership coaches, as well as research in the field. The survey on the effectiveness of teams was conducted in the fall of 2020 with a goal to examine the following: What we have learned at the team level of the organization from the experience and challenges of moving through a pandemic? What has taken on greater clarity for leaders, managers and supervisors in terms of priority areas as teams strive for sustained effectiveness over the next period of uncertainty?
I work as a conflict resolution practitioner and “workplace conflict capacity-builder”. I am a strong advocate of workplace community building and I consider myself and to be a multi-partial (rather than impartial) support to all members of my institution. I am also a leader in a department of gifted and diverse human beings. I know that when tough issues arise, a foundation of community will support sustainable resolutions and lasting collaborations. In our current political and pandemic culture, I have been thinking about how our workplace communities can be compromised because of distance and differences.
Workplace investigators and human resource professionals should be cautious of relying on the body language of a witness to evaluate their credibility during an investigation. Fact-finding investigations, especially in cases of harassment, at times turn into an evaluation of one person’s version of events versus another’s, or as some call it, the “he said, she said” dilemma. In these cases, assessing the credibility of the two parties may be the easiest way the investigator can come to any defensible determination relative to credibility.
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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