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.
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.
Building relationships in the workplace is hard – and it takes work. It’s even more difficult when you work in a unionized organization which has traditionally adversarial relationships. But these days, organizations like the Ontario Secondary School Teachers' Federation (OSSTF/FEESO) are stepping away from the attitude that, as a union, you have to be in ‘fight mode’ all the time. They are working towards accomplishing more for their members by trying to have better relationships with management. This is where the Queen’s IRC Relationship Management in a Union Environment program comes in.
In 2009, the Alberta government's Connie Scott was a trailblazer, a forerunner in a new learning program that would change the way she and her community would look at their work.
Scott, now a manager of HR Strategies in Enterprise and Advanced Education, was in the first cohort of Queen's IRC HR Business Partner Certificate Program, a curriculum custom-designed for the Alberta government.
For the Alberta government's Pauline Melnyk, the Queen's IRC HR Business Partner Certificate Program couldn't have come at a better time. Melnyk was helping design a cumulative effects management system (CEMS) for her department, Alberta Environment and Sustainable Resource Development. As part of the system, which designs programs and processes based on the cumulative effects of development on the environment, the department itself needed to review its organizational design.
For practitioners in Queen's University's Human Resources (HR) department, the past two years have brought about a number of changes in the way they do their jobs. Two years ago, there were four union contracts at the University, and today, the tenth contract is being negotiated. With about 80% of the University's employees now unionized, Al Orth, Associate Vice-Principal (Human Resources) at Queen's University, says the environment has changed significantly.