Workplace investigations have become commonplace across Canada. Many Canadian jurisdictions require that employers implement workplace harassment and discrimination policies, which often include mandatory investigation provisions. Whether or not investigations are legally mandated, it is sound practice for an employer to conduct an investigation when there may be potential workplace harassment, human rights violations, breach of company policy, criminal activity, security breaches, legal action, or media scrutiny.
Imagine that you are in a conversation when you suddenly realize that you have had this exact same disagreement with a co-worker, or a family member, many times before. In the moment, you can predict what you will say and do and what the other person will too. You feel compelled to act in a certain way, even when you know that what you will say or do next is unwise or unproductive. You cannot seem to help yourself. Or the other person! After the conversation has gone from bad to worse, you may find yourself attributing it to the other person’s incompetence, character flaws, or bad motive.
A habit can be defined as a “usual manner of behavior.” But what I know about conflict is that there is often nothing “usual” about it. What happens to those of us who support others in conflict is that we tend to reach for the same set of tools each time, although we often are trying to solve very different problems. Even with the best of intentions, these habits can result in frustration, shallow or even bad resolutions, and won’t meet the needs of the people in conflict.
Fact-finding is an essential skill set for anybody who is in an HR, labour relations or employee relations role. If you stay in this role, at some point you will end up doing investigations, and having this skill set is going to make you much more efficient as a practitioner. Jerry Christensen, who recently retired from the City of Calgary, managed and coordinated the City’s respectful workplace program and dealt with all of their human rights issues.
Getting the news out about an upcoming restructuring, merger or acquisition, layoff, or other major organizational change can be a challenge. No one wants to experience having their name ‘pop up’ in a new organization chart that is widely distributed online before receiving any direct personal communication from their boss.
How can human resources professionals bargain and build meaningful relationships with the union during tough economic times? In her recent presentation at Queen’s IRC’s Labour Relations Foundations program, Ontario Nurses’ Association President Linda Haslam-Stroud provided sound advice for signing off on successful collective agreements. In the following excerpts from her talk, Linda shares her top …
Legal and societal trends are transforming our organizations, says Vic Pakalnis, Amethyst Fellow at Queen’s University School of Policy Studies. In this Q&A, Vic, a senior leader with 30 years’ experience in the Ontario Public Service, says HR professionals have a key role in facing these challenges.. What are the top trends around safe and …
We spoke to an educational dream-team about best practices in facilitating learning – and harnessing new knowledge to help overcome an organization’s most pressing challenges. Sharing their views are Allyson Thomson of the Ontario Ministry of Finance; her executive sponsor Assistant Deputy Minister Marion Crane; and Queen’s IRC Facilitator Brenda Barker Scott. Allyson Thompson, Senior …
The author, Julie Anderson, wrote a paper on people management during mergers and acquisitions. This information sheet is extracted from that paper, and discusses the human factors that can be responsible for merger failures.