Workplace investigations – where to begin? Like many organizations DynaLIFEDx conducts internal investigations for a variety of different reasons. In 2011, new to the world of Human Resources and Employee Relations, I was challenged to evaluate our internal processes for workplace investigations, identify risks and opportunities, and make recommendations on a move forward strategy. What clearly became evident was a strong desire to do the right thing, but a lack of consistency and clarity in how workplace investigations were handled.
With over 850 responses to our Queen's IRC Marketing survey, I am pleased to announce the winners of the $50 coffee cards, and share some of the results with you. Eighty-seven percent of our respondents have five or more years of experience in the human resources, labour relations or organizational development professions. The majority of our respondents (69%) are in the 40 to 59 age group. About 23% of the respondents are unionized, and 47% identified HR as their primary role within their organization.
The Queen’s IRC archive revitalization project has been unveiled. The goal of the project, driven by Queen’s IRC Director Paul Juniper, was to digitize archive publications to make them available to the public once again. “I am excited to be able to share our IRC research and publication history in a new and accessible way,” said Juniper.
We are pleased to announce the launch of our new videos on the Queen's IRC YouTube channel. Take a sneak peek inside the IRC classroom and hear from our facilitators and participants about some of our most popular programs: Negotiation Skills, Managing Unionized Environments, and Labour Arbitration Skills. The Q&A series of videos feature our expert facilitators answering questions about current issues in the labour relations and human resources field.
Whether you are working towards one of our certificates or preparing for new challenges, our 2013/14 schedule offers learning opportunities that provide the skills you need as your work and team evolves. The Fall 2013-2014 Program Planner outlines our wide range of learning streams, taught by industry leaders who use real-world experience and evidence-based best practices in our classrooms. The Planner includes program details, certificate requirements, and information about our customized training sessions. Download our Fall 2013-2014 Program Planner now!
The structure of any organization is key to its ability to function productively. In my role of chief executive officer for the Professional Association of Resident Physicians of Alberta (PARA), I was concerned that our organizational form wasn't aligned with our intended function. My challenge was to take a group of volunteer resident physicians through a design process that would enable our organization to more effectively live its mission: representation for physicians completing further training in a residency program; advocacy for excellence in education and patient care; and optimal working conditions and personal well-being for all its members.
“There is nothing in this world constant, but inconstancy.” (Jonathan Swift, 1709)
Swift’s words were true in the 18th century, and they remain true today. We live in a world of continuous change – in both our personal and professional lives. And as our communities become more global and our careers more integrated, it can be challenging to keep up with breaking trends and best practices for your organization’s success.
When Paul Juniper became the Director of Queen's University Industrial Relations Centre (IRC) in 2006, he recognized the need for more senior level training in the changing human resources (HR) profession. To accomplish this, he designed a new series of Advanced HR programs to enhance the strategic knowledge, ability, and capability of HR practitioners. The goal was to enable HR practitioners to shift from an administrative and/or transactional role, to one that has become an integral part of an organization's business strategy – an HR business partner.
Over the past few years, I've spent a lot of time talking about the future of the HR profession; a future that I think is filled with opportunity and possibility. We've seen tangible progression in the role of the HR function within organizations. Increasingly, the HR function is viewed as a strategic partner, called upon to provide critical advice and concrete guidance.
In February 2011, the IRC surveyed HR professionals across Canada to glean their perspectives on HR, the challenges and priorities for HR departments, and the kinds of skills and knowledge that are perceived as critical for the practice. This article provides a synthesis of some of our data. Please note that a complimentary copy of An Inquiry into the State of HR in Canada: Executive Summary is available for download from the Queen’s IRC website.
Earlier this month, I had the opportunity to attend the World Business Forum in New York City. I was impressed with the outstanding speakers who addressed many of the key themes that we discuss in our programs; creating great leaders, managing change, and how to have the right people in the right roles in your organization.
In 2012, the IRC celebrated 75 years of industrial relations at Queen's. To commemorate the event, we've outlined the evolution of the IRC by focusing on the achievements of past directors, and the study of industrial relations at Queen's during this time.
On October 12, 2012, the IRC commemorated a diamond milestone: 75 years of industrial relations at Queen's University. The afternoon provided an opportunity to reflect on the IRC's history, its accomplishments, and the many individuals and organizations that have been instrumental in shaping the Centre's journey.
I often think of September as a transitional month, full of promise and new beginnings. Not only does it mark a seasonal change, as summer turns to fall; it is also the time when students across the country head back to school. The Queen's campus is once again bustling with activity, with the start of the new academic year.
Throughout my career, which spans over thirty years as an HR professional, I have been a keen observer of our profession. I now find myself in a position where a large volume of information about the development and changing nature of HR crosses my desk, and I have the luxury and time to consider, reflect on, and speak about my experiences and insights on the future of the HR profession.
This report is based on a survey of school administrators in two regions of Ontario. It probes several areas, such as administrators' perspectives on the labour relations environment, the relationships between administrators and staff, the role of administrators in conflict management and dispute resolution, and the potential effectiveness of labour relations-focused professional development for school administrators and other education sector stakeholders.
February 2012 marked the launch of the IRC's new research initiative, Opinion Polls, that address hot topics facing Canadian human resources (HR), labour relations (LR), and organizational development (OD) practitioners. The IRC's inaugural opinion poll addressed talent management, and the ways in which Canadian organizations recruit, retain, and develop their talent. This article summarizes some of our findings. All reporting is based on aggregated data.
In November 2011, the IRC launched a 37-question survey, "An Inquiry into the State of LR in Canada." The purpose of this survey was to describe the state of the labour relations (LR) profession in Canada, based on the perspectives of practitioners. This Executive Summary presents an overview of the aggregated survey data. This practitioner-focused research complements our 2011 exploration of the state of the human resources profession in Canada, and builds on the IRC’s 2009 labour relations survey.
When I was tasked with leading the development of York Region's 2011 to 2015 Strategic Plan, I sought out the Queen's Industrial Relations Centre's (IRC) Essentials of Organizational Strategy program. While I had completed components of organizational strategy process in the past – namely, organizational assessment and environmental scanning –
I can’t tell you the number of times I have found myself in the midst of a labour arbitration hearing, asking myself, “Why are we doing this?” “Why are we having this hearing?” “What goal do the parties hope to achieve by investing in these expensive days in hearing?” Often, I am sure that the …