Queen's University IRC

Organizational Strategy

Key Learnings for Building our Future

Canada’s Pandemic Response: Key Learnings for Building our Future

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.

Facing the Storm

Leveraging Pandemic Learnings (Part 1)

Emergencies and crises often create the perfect storm for transformation, as change is primarily driven by the powerful winds of Pain and/or Gain. Not surprisingly, up to 80% of change is propelled by Pain, a wake up call that pushes us out of complacency, providing opportunities to raise the bar, innovate, shift paradigms, modernize, and make systems work better for more people.

Brand Canada

The Rising Importance of a National Brand for Organizations – Part 2

In 2004, my colleague Amal Henein and I, undertook a pan-Canadian research project seeking answers to the following questions: How is Canadian Leadership different from that of other countries? How effective is the Canadian Leadership brand and how can we expand our capacity to lead? How can we ensure Canada has an abundant supply of capable leaders? How can we strengthen our leadership presence and impact, particularly in the international arena?

How Alberta is Eradicating Homelessness through Systems Thinking and Transformation

How Alberta is Eradicating Homelessness through Systems Thinking and Transformation

Homelessness is often viewed as a daunting, if not a wicked problem. Yet, Alberta has shown the way to solutions that deliver results. In contrast with other Canadian jurisdictions who favour municipal approaches, Alberta broke new ground in 2009 by defining an ambitious vision for the entire province: Ending homelessness in 10 years, instead of simply ‘managing’ or ‘reducing’ it.

The Critical Role Of Orientation For New Employees To Your Organization’s Culture

The Critical Role of Orientation for New Employees to Your Organization’s Culture

First impressions count.  However in the workplace, organizations often fail to realize that this truism is a two way street.  As much as we form first impressions about the people we interview, hire and welcome into our organizations, the employee is on a parallel journey.  How did we interview them?  How did we invite them to join our organization and how did we welcome them when they arrived?

Network Mapping as a Tool for Uncovering Hidden Organizational Talent and Leadership

Network Mapping as a Tool for Uncovering Hidden Organizational Talent and Leadership

This article will focus on the practice of social network mapping within organizations to deliberately leverage and engage intra-organizational sets of informal connections that are less “hard-wired” than formal organizational working relationships. In particular, the article will highlight the applications of the tool to identify hidden talent and leadership within the organization to support succession planning initiatives and diagnose internal communication and decision making blockages.

Is Transparency a Recipe for Innovation?

Is Transparency a Recipe for Innovation?

Innovation is a key driver in organizational sustainability, and yes, openness and transparency are a recipe for innovation. But, according to Tapscott and Williams, “when it comes to innovation, competitive advantage and organizational success, ‘openness’ is rarely the first word one would use to describe companies and other societal organizations like government agencies or medical institutions. For many, words like ‘insular,’ ‘bureaucratic,’ ‘hierarchical,’ ‘secretive’ and ‘closed’ come to mind instead.”

Strategic Grievance Management in Today’s Unionized Environment

Strategic Grievance Management in Today’s Unionized Environment

The word “strategic” gets thrown around pretty loosely these days – it’s one of those business buzz words meant to instill confidence that we’ve thought this through and it’s all under control: trust us, we’ve got a strategic plan! But there’s more to it than just calling something “strategic”. The term “strategic” implies there is a thoughtful, organized strategy guiding your efforts; that a particular issue has been viewed in the broader context and your decision to proceed is based on the impacts that decision will have across the organization

The way forwar in employment relations

The Way Forward in Employment Relations

The idea of co-operation seems to be one that exists only in children’s books with no real place in the business world. However, to survive in the times that we live in the more successful organizations, and indeed nations, are embracing the values of co-operation. The study sought to determine the relevance of utilizing the tools of co-operation such as social dialogue in a dynamic setting. 

Mastering Organizational Design with the IRC

About seven years ago, while working in our human resources branch, my manager recommended that I take a couple of the Queen’s Industrial Relations Centre (IRC) Organization Development (OD) certificate courses. Thus began a journey, which this year, culminated in me being awarded a Queen’s IRC Master Practitioner in Applied Organizational Development certificate and standing …

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Carol Beatty, Queen's IRC Facilitator

Demystifying Organizational Strategy

People management professionals are often exhorted to become more knowledgeable about business strategy but many are discouraged by the jargon and the apparent complexity of the field. While it is true that a radical rethink of your organization's strategy involves creativity and specialized skills, most regular strategic planning exercises do not require that level of sophistication.
 

Non-cash Incentives: How Effective Are They in Canadian Organizations?

The current operating environment, characterized by mandates to control costs, challenges organizations to find innovative ways to reward their employees. Motivational and compensation research indicates that money is not an employee’s primary motivation to work; firms, therefore, are turning to the practice of non-cash incentives such as incentive travel. This research examines the effectiveness of …

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Incentive Pay, Teams and Earnings: Evidence from Toronto Firms

The use of ‘high-performance’ workplace practices and incentive pay plans have received considerable attention from researchers. Little is known, however, about human resource practices in non-manufacturing and non-case study settings. Moreover, for incentive pay, few studies have actually observed compensation contracts. This paper examines the relationship between several workplace practices and earnings using unique employee-employer …

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High Performance Teams in Primary Care: The Basis of Interdisciplinary Collaborative Care

One of the fundamental challenges of Primary Health Care Reform is the establishment of collaborative health care teams to meet the needs of patients and society in a timely and effective manner. The characteristics of effective primary care team function have not been well studied. Millward and Ramsay (1998) used the Cognitive Motivational Model to …

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