Research and Resources
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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.
There are many unanswered questions about Canadian workplaces as we look toward reopening offices. The well-established principles and guidelines that employers, unions and employees have followed for many years will certainly help navigate this process. That said, this pandemic takes us into new and uniquely uncharted waters that may well shift some or all of these principles as we move forward. This article will look at the frameworks in place today, as well as best practices for boldly going where few workplaces have gone before.
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).
During one of our Strategies for Workplace Conflicts programs, a participant commented that she told her staff that she didn’t “DO emotion!” I really appreciated her forthright statement which led to a valuable discussion about the place of emotion in the workplace. How do we handle the expression of emotion? Are emotions welcome or not? How do we handle an emotional outburst in a meeting or deal with strong negative emotions between two co-workers in conflict? How do we deal with our own emotions?
We invite everyone who works in a labour relations role (both union and management) to participate in our survey on the State of Labour Relations in Canada. THIS SURVEY IS NOW CLOSED.
What if the entire population becomes vulnerable due a pandemic? COVID-19 took the world by surprise, then by storm, compelling us to adapt to new realities which considerably impact our individual, social and professional lives. The Canadian Federal Government, responsible for leading the pandemic crisis response, had to take effective and swift action in a rapidly shifting environment, driven by a new and mysterious threat. Implementing a multitude of effective responses across the country during COVID-19 posed a significant challenge for the Federal Government with regards to speed, agility and performance, and they proved up to the task, using an action learning, collaborative and iterative approach.
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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