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Mythbusters Ottawa researchers debunk stereotype that female biz leaders are risk-averse > PAGE 4
May 9, 2016 Vol. 19, NO. 14
THE TENANT’S ADVANTAGE
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Building hopes Real estate experts, neighbourhood BIAs ‘bullish’ on RendezVous LeBreton plan for Flats. > PAGES 6-7
Aiming sky high Bruce Firestone offers some advice on how to fund an NHL arena.
Fullscript founders (from left) Chris Wise, Brad Dyment and Kyle Braatz have infused the ByWard Market firm with a spirit of innovation. PHOTO BY MARK HOLLERON
Fullscript’s prescription for growth
> PAGE 8
Health product delivery platform soars to No. 1 on OBJ’s Fastest Growing Companies list
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Six-page special report takes a closer look at the rapidly expanding firms that are reshaping Ottawa’s business scene > PAGES 9-14
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HOME GROWN SUCCESSES AS FAR AS THE EYE CAN SEE KANATA NORTH IS FERTILE GROUND FOR BUILDING SUSTAINABLE COMPANIES
MONDAY, MAY 9, 2016
What defines a successful tech company? It could be dominance of a market niche. Global reach. Consistent profitability and steady revenue growth. Part of the measuring stick is definitely how long it has endured through market upturns and downturns when others have withered and faded away. When we look at the scores of companies in Kanata North, a few names invariably dominate – Mitel Networks, Calian Group and Halogen Software to name a few. But these are only the tip of the iceberg. Many others have weathered the years and continued to thrive and lead in various markets across Canada and the world, even if they are not inclined to seek the spotlight here at home. Let’s find out why they have chosen Kanata North and how this has contributed to their success.
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MARTELLO ON GUARD FOR MITEL One of the newer faces among this crowd is Martello Technologies. Its MarWatch software-as-a-service (SaaS) helps Mitel resellers, service providers and customers in 20 countries find and fix problems on their cloudhosted business communications networks. In six years, Martello has become a key player in the Mitel ecosystem, thanks in part to its acquisition in 2014 of French software company Netvitesse. Last year, Martello was Ottawa’s Fastest Growing Company. It’s obviously a big plus to be next door to Mitel when you’re
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part of that ecosystem, but President and CEO Bruce Linton says there are other great reasons to have put down roots in Kanata North. “Kanata North is rapidly becoming a leader in SaaS, and part of the reason for that is the entrepreneurial environment that’s been fostered here,” he said. “Being in Kanata North also gives us an opportunity to draw upon people who have spent their careers scaling companies like ours from the startup stage through various phases of growth.” NANOMETRICS THRIVES ON SHAKY GROUND Eight out of 10 earthquakes in the world are detected by Nanometrics’ instrumentation. To say the company is a world leader in seismic technology is an understatement. Nanometrics has grown from a small business in the 1980s to market domination today. Although Nanometrics has opened offices in Calgary, Houston and Beijing, the
Kanata headquarters remains the nerve centre, and includes the company’s manufacturing, software and hardware engineering and R&D. “Not only has Kanata North been a great source of talented professionals, it’s given us the flexibility we needed to accommodate new staff and greater manufacturing capabilities,” said CEO Neil Spriggs. “Over the past 30 years, we’ve evolved into a global market leader. A big part of our success has been our ability to access the resources we need right here in Kanata North.” PLEORA TECHNOLOGIES DRIVES HIGH-PERFORMANCE VIDEO Since its founding in 2000, Pleora has grown into another company worthy of the label “industry leader.” It’s one of a few companies in the world developing products that transmit real-time video over Ethernet and USB 3.0 for highperformance imaging systems. Headquartered in Kanata
North, Pleora has been consistently profitable and maintains sales offices in the U.S., China and Europe. Global customers rely on Pleora’s products and systems expertise to simplify the design of increasingly complex imaging systems that automate processes and improve intelligence in manufacturing, medical, defense and transportation applications. “Kanata is the heart of high tech in Ottawa, and when we formed there was no question we would be located here,” said co-Founder and President George Chamberlain. “We have been able to attract top talent, network and collaborate with industry-leading companies of all sizes, and access an extensive base of local suppliers. A lot of very successful companies are based here, and being part of this community has helped us thrive.” Fantastic home-grown success stories are just a few among many. Learn more about why Kanata North is fertile ground for growing successful companies at www.serioustechliveshere.com
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ENTREPRENEURSHIP ‘Risk-averse’ stereotype holding female-owned SMEs back, study says
are raising families, she said, and tend to spend more time doing research and laying a sound foundation for growth before seeking capital. When they do approach lending institutions for money, women focus more on developing strong personal relationships with their lending partners than men, the study suggests. Ms. McDonald, who talked to founders of businesses ranging from startups to $50-million enterprises, said contrary to popular belief, women entrepreneurs repeatedly told her taking risks to hatch and grow their companies was “not scary.” But women are more likely to take steps likely to be driven by a range of social and to mitigate those risks, she added. One economic factors beyond the bottom line. business owner she interviewed slept on a Its authors are calling on banks and friend’s couch for months before launching other investors to take a more “holistic” her startup because she wanted to save up approach to assessing female-run to fund the enterprise herself. companies because women often have “In general, they weren’t seeking to be different long-term business goals than the next unicorn,” said Ms. McDonald, their male counterparts. the founder of local consulting firm The “Women entrepreneurs tend to be not Beacon Agency and a member of the only interested in the earning statement Harvard Women’s Leadership Board. for their business, but also the impact of “Women take a thoughtful and longer-term their business decisions on all aspects of approach to building their businesses. Even their lives,” Ms. Beckton said, referring to if they really did want to grow fast, that this approach as “risk-rational” rather than was not their main motivation. They were risk-averse. interested in being and staying in business Women are more apt to scale back for the long term.” their companies’ growth plans while they But many female entrepreneurs have
Women are just as driven to succeed as men but approach business differently, meaning lenders must adapt to help fuel growth, authors argue BY DAVID SALI david@obj.ca
M
any female-owned businesses in Canada fail to reach their full potential because banks and other lending institutions wrongly believe women entrepreneurs aren’t as willing to take risks as men and consequently will be less likely to succeed, a landmark new study says. Led by Ottawa researchers Clare Beckton and Janice McDonald, the twoyear project funded by BMO Financial Group says even though that stereotype has been proven false, it continues to undermine women’s contribution to the
Canadian economy. “A broad assumption about all women entrepreneurs can negatively influence their ability to obtain financing for growth, especially from venture capitalists and angel investors who tend to look for higher and faster growth, which they attribute to risk-taking,” Ms. Beckton, the executive director of the Carleton University’s Centre for Women in Politics and Public Leadership, told reporters in a conference call earlier this month. The study, which included interviews with more than 100 male and female entrepreneurs from across the country, found that while women business owners are just as ambitious as men, they are more
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“Women take a thoughtful and longer-term approach to building their businesses. Even if they really did want to grow fast, that was not their main motivation. They were interested in being and staying in business for the long term.” — OTTAWA’S JANICE McDONALD, CO-AUTHOR OF NEW STUDY ON FEMALE ENTREPRENEURS
Clare Beckton (left) and Janice McDonald conducted the new study. FILE PHOTO
negative experiences with banks that don’t understand their “relationship approach” to seeking funding, Ms. Beckton said. “As a consequence, women largely self-fund, often with support from family and friends, thereby potentially slowing their rate of startup and later their rate of growth.”
BMO senior vice-president Susan Brown said a 2011 study showed femaleowned businesses pumped more than $148 billion into the Canadian economy, adding nearly half of the country’s small and medium-sized enterprises are owned partly or wholly by women. The number of self-employed women
in Canada with an incorporated business has risen by 15 per cent since 2007, the new study noted. “It’s a growing market segment for sure, and it’s one that I don’t think has had a lot of attention over the last few years,” Ms. Brown said. “As a result, we think that there is a significant opportunity here for us.” In 2014, the bank created a $2-billion fund aimed specifically at financing women-led companies, and about threequarters of those funds have already been disbursed, she said. BMO has also launched a training program for managers and advisers to encourage them to ask more thoughtful questions and build deeper relationships with female business owners, she added. Still, Ms. Brown put some of the blame on women themselves, saying too many would-be female entrepreneurs hold themselves back by not seeking other sources of funding more aggressively. She said other options included friends and family, the Business Development Bank of Canada, subordinated debt and credit cards. “Many people think there are only two sources of financing – that you either go to the bank or you have a venture capitalist that invests in your business,” Ms. Brown said. “In fact, that couldn’t be further from reality. There’s lot of different ways to
finance your business. Most businesses are financed with all of those forms or many of those forms of financing simultaneously.” However, she also said many Canadian venture capital firms still gravitate toward companies that are looking to hit a home run in the financial markets rather than those that focus on steady, consistent growth, which are the kind of firms that are more likely to be built by women. “They’re used to a different approach when male entrepreneurs come in than when women entrepreneurs come in,” Mr. Brown said. “When you look at how often venture capitalists back supposedly fast-growing companies, there are a lot of failures.” The study also urges financial institutions and governments to work together to gather gender-specific data on business growth and ownership to gain a better understanding of the needs of female-owned enterprises. In addition, the report recommends banks and governments pour more funding into mentorship programs such as GroYourBiz that offer advice and support to women in business. “Financing can be helped with the role of mentorship,” said Ms. McDonald. “We know that mentorship is critical because (mentors) are informing the entrepreneurs of their options.”
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REAL ESTATE City building core strength with LeBreton project
introduce some competition for the nearby billion-dollar Zibi development project on nearby Chaudiere and Albert islands. Those communities, Mr. Wolfgram said, fit the live-work-play model in demand among younger professionals. “The days of Ottawa rolling up the carpets at 5 p.m., I believe, are long over,” he said. “We’ve already seen that in the downtown core, and I believe we’re going to see that much more with projects such as LeBreton and Zibi.” Darren Fleming, principal at Cresa Mr. Wolfgram said he doesn’t think the Ottawa, said the new rink downtown LeBreton development will compete with can only be an “enormous plus” for the the downtown office market; they’re two downtown core. separate markets. Rather, it will compete “Right now we have tenants making with some of the outlying suburban decisions about where they want to locate, environments such as Kanata or the eastern and there’s some tremendous deals available part of the city, which already has high in the core due to the sheer volume of vacancy rates. space, but there’s a little bit of a lack of buzz “I’m a little bit concerned looking way sometimes,” he said. “This could really up out in the long term about suburban office the buzz factor.” portfolios,” he said. However, it will fall to those areas to find RETAIL DOWNTOWN AND IN ways to promote themselves, he added. KANATA “If you talk to many businesspeople in On the retail front, two questions Ottawa right now, it can be a challenge to dominate: what impact will the new retail attract skilled workers to Ottawa,” he said. developments have on the downtown core? “Skilled workers want to come to a location And what of the stores in Kanata near the in a city that’s exciting.” Canadian Tire Centre, the Senators’ current The LeBreton redevelopment will also home?
RendezVous LeBreton plan to build NHL arena, retail and office space and thousands of residential units will have major impact on nearby neighbourhoods such as Preston Street and Hintonburg, experts say BY MICHAEL WOODS SPECIAL TO OBJ
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hen the National Capital Commission announced RendezVous LeBreton group as their preferred bidder in the competition to redevelop LeBreton Flats, it marked a major next step in the ambitious project that promises to transform Ottawa’s downtown core. The bid backed by Ottawa Senators owner Eugene Melnyk beat out rival Devcore Canderel DLS Group, winning the right to enter into negotiations with the commission. The $3.5-billion plan would include a new arena for the Ottawa Senators along with thousands of residential units, nearly
three million square feet of retail and office space and several other amenities. The redevelopment is the city’s most significant in the past half-century. Here’s a look at some of its possible ramifications.
IMPACT ON COMMERCIAL REAL ESTATE The RendezVous proposal is far more than just a hockey rink. The three-phase project calls for five distinct neighbourhoods on the 21-hectare site, including 4,400 residential units and 2.8 million square feet of retail and office space. “If I were an investor or a landlord, I would be very bullish on LeBreton,” said Bruce Wolfgram, vice-president of tenant representation at Primecorp Commercial Realty. “It’s going to be a big deal.”
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Court of Appeal Keeps It Rolling By David Contant
In Pickering Square Inc. v. Trillium
College Inc., Trillium leased space in a shopping centre from 2006 to 2011. It agreed to pay rent and to
“The days of Ottawa rolling up the carpets at 5 p.m., I believe, are long over. We’ve already seen that in the downtown core, and I believe we’re going to see that much more with projects such as LeBreton and Zibi.” – BRUCE WOLFGRAM, VICE-PRESIDENT OF TENANT REPRESENTATION AT PRIMECORP COMMERCIAL REALTY
NEARBY WELLINGTON WEST
PRESTON STREET BUSINESSES With Preston Street forming the western
border of LeBreton Flats, the development promises to be a boon for businesses to the south in Little Italy. “We think it’s going to be very good for our neighbourhood,” said Lori Mellor, executive director of the Preston Street BIA. “It’s the missing link, and we’re hoping that they will bring the grocery stores that are missing and the amenities that our land is too small to enable.” Ms. Mellor said bars and restaurants on Preston Street will have a “symbiotic relationship” with the new arena and its immediate surroundings during Senators games. “Ultimately, don’t tell Elgin, but we’ll be the next Red Mile,” she said. “Even those who don’t have tickets to see the actual game, when they make the playoffs, (fans) can come here and be part of the excitement.” Alex Munro, vice-president for Heart and Crown Irish Pubs, which has a Preston Street location, said the area will provide an alternative destination for consumers. “I think Preston’s done a nice job of maintaining who and what they are, even though it’s gone through a healthy evolution over the last decade. I think that’ll only get better because of this,” he said. “They’ll be able to identify themselves as being something different than the actual LeBreton project but still within that area.” He said Bluesfest gives the Heart and Crown a 25 to 30 per cent boost in clientele, and he anticipates a similar impact from Senators games and concerts.
premises and failed to operate its business from 2008 until 2011.
Pickering commenced its action for damages in 2012, four years
after Trillium terminated the lease. A claim for damages in Ontario
normally must be brought within
two years. Trillium argued that its
breach of the lease was complete
the first day that it discontinued its occupation of the premises.
However, the Court of Appeal
found that a “rolling” limitation
period applied in this case. A fresh two-year limitation period
commenced each day, creating a
fresh breach of the lease. Pickering was able to claim damages two years prior to issuing its claim.
The Court of Appeal’s decision
confirmed the existence of “rolling” limitation periods and reminds
litigants to be aware of Ontario’s two-year limitation period. Read more at nelligan.ca
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Zachary Dayler, the executive director of the Wellington West BIA, represents businesses in Hintonburg and Wellington Village. The challenge, he said, is to avoid “an
island in the middle of the city that nobody goes to other than on game day. “If you take a look at the current stadium, it’s great, but you go for a sporting event and you leave. “Critical to the success of LeBreton Flats is integration into the neighbourhoods around it.” Mr. Dayler said that means consulting clearly and openly with local neighbourhoods and nearby businesses as well as exploring opportunities for local partnerships. He cited Hintonburger’s sponsorship of the Ottawa Champions baseball team as an example. With Hintonburg already on an accelerated growth trajectory, the other difficulty will be travelling to and from the neighbourhood. The Senators say they want to have an arena built for the 2021-22 season, a project that won’t come without a few inconveniences for shoppers and commuters. “Getting there I think is going to be a real challenge,” Mr. Dayler said. “There’s going to be a lot of construction, a lot of congestion, and that can be frustrating for people. “Often when you look at plans, the plan simply deals with the site and not necessarily the surrounding connections,” he added. “This development can’t happen without the consideration of the people and businesses who made up these neighbourhoods.”
In 2007, Trillium vacated the leased
MONDAY, MAY 9, 2016
Mr. Fleming said he doesn’t think the spate of new retail options at LeBreton Flats will take customers from retail outlets nearby, such as those in Chinatown and on Preston Street. “I really don’t think a new retail node in and around a rink is going to take away from what’s going on on Preston Street and in Chinatown,” he said. “I think it’s only going to add to it.” It’s possible that some nearby businesses will want to move to LeBreton Flats, though the rents will likely be more expensive than their current locations. In Kanata, Mr. Melnyk has said the team has a plan for the Canadian Tire Centre once the team moves downtown but hasn’t released further details. Mr. Fleming said it’s hard to say whether retailers will want to remain in the area once the draw of the rink is no longer there. Big retail outlets there include the Tanger Outlet Mall, Home Depot and a host of car dealerships. He said it’s difficult to say how they’ll fare without the arena as a draw. “Are they strong enough to be draws unto themselves? Most developers would say yes, those would be anchor type uses in other developments, so they may be just fine,” he said.
operate its business continuously.
COMMENTARY
The RendezVous LeBreton plan includes a new arena for the NHL’s Senators. COURTESY NCC
Nowhere to go but up at LeBreton Bruce Firestone’s advice to Senators owner Eugene Melnyk for funding a new arena at LeBreton Flats is simple: reach for the sky
MONDAY, MAY 9, 2016
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ith the National Capital Commission recently choosing the bid backed by Senators owner Eugene Melnyk as its preferred plan for LeBreton Flats, here is a key question: how can the Sens pay for a new arena at the site without public funding? Most major league sports owners in the United States ask their municipalities or states for some type of contribution towards the cost of building new stadia or arenas, whether it be tax breaks, public capital contributions, proceeds from new sales taxes or other incentives. But I recently asked myself, “How can the Ottawa Senators pay for a new arena at LeBreton Flats without public money?” As a refresher, here is the original plan we launched to bring back the Senators: Buy 600 acres of land for $7.2 million ($12,000 per acre); Put an NHL-calibre arena (the Palladium, now called Canadian Tire Centre) and an expansion team in the middle of it (on 100 acres); Drive up the value of the balance of the property to $112,000 per acre (today, it actually trades for around $450,000 per acre), yielding a profit of $50 million ($100,000 per acre x 500 acres); Put that dough in armoured trucks, drive it down to Manhattan and give it to the National Hockey League. How well did this plan work? Well, it ran into a few hiccups, which I deal with in my book, Don’t Back Down: The Real Story behind the Founding of the NHL’s Ottawa Senators.
the arena. Let’s say for a moment the NCC was to continue developing the lands as it has been so far, with a few condo towers plus an occasional monumental building such as the Canadian War Museum. My observations suggest the current FSI is about 4 – the equivalent of the entire site being covered with a single building four stories high. This means that the total buildable envelope would be four x 52.9 acres x 43,650 square feet per acre, or about 9.2 million square feet. Of course, that’s ridiculous. So let’s say instead that roadways, parkland, public squares and other amenities took up about a third of the site. You’d end up with an FSI of 6, a much more reasonable proposition. In Ottawa, top developers will pay about $20 per square foot of buildable area, so I think the lands at LeBreton are worth about $184.2 million today. This works out to $3,485,000 per acre or $80 per square foot at the site’s current level of density. By comparison, two adjacent downtown Ottawa sites (890 and 900 Bank St.) were purchased by Canderel in 2013 for a total of $7,640,000 or $219 per square foot for redevelopment as a mixed-use project, so $80 per square foot of land for LeBreton Flats does not appear unreasonable to me. Now I don’t for a moment expect the Sens to pay the NCC anywhere near this much for the land; this is just what the site would be worth if the NCC ever decided to break it up and parcel it out to big and small developers to do, say, a Vancouver-style Granville Island, only with a ton of residential uses thrown in. But what level of FSI would the Senators have to achieve in order to generate an extra $675 million free and clear to build a new arena? That is my estimate of what a new building would cost today. The calculations are somewhat complicated, but the results are easy to understand. The Senators would have to increase the site’s FSI from its current level of 4 to a whopping 27 to generate this kind of additional cash, based on the going rate developers are paying today. What if Mr. Melnyk and Mr. Leeder got team sponsors to cover, say, half the cost of the new building? That would help – it would reduce the required FSI to a more reasonable 16. What if they also got the NCC to throw in the land for free? The FSI would fall further – to 12. But since you can’t cover the entire Flats with buildings 12 stories high, more realistically you would likely need to construct a lot of 24-storey buildings to get an equivalent return. I don’t think the Senators’ bid envisions this level of intensity or density of use, so other people smarter than me will have to come up with some more ideas on how to pay for everything. Anyway, it’s some food for thought.
The major hurdles the team faced then were imposed by the provincial government of the time. The Sens were forced to build additional public infrastructure (the $30-million Palladium highway interchange, still the only such structure built and paid for by the private sector in Ontario’s history). In addition, the province refused to allow rezoning of the additional 500 acres of land. Consequently, Terrace Investments, the original parent company of the Sens, took an $80-million writedown and eventually went bankrupt. It didn’t help that the team’s payroll rose from $6.5 million Cdn in the first year of operation in 1992-93 to $85 million 10 years later. But now that Sens owner Eugene Melnyk and president Cyril Leeder are leading the winning proposal to build an NHL arena at LeBreton Flats and move the team downtown, could a variation of the founders’ original plan be updated and be made to work this time? The answer is “Yes.” I think. LeBreton Flats includes 21.4 hectares of development land (52.9 acres). The key question is: how much would you have to increase the allowable floor space index to generate enough extra money to pay for a new building? FSI is the ratio of a building’s total floor area to the size of the piece of land upon which it is built. Since there is really no surplus land to sell off at LeBreton Flats, Mr. Bruce M. Firestone is founder of the Melnyk would need to rely on increasing the Ottawa Senators and a broker at density on the site to generate the necessary Century 21 Explorer Realty. Follow income from other development to pay for him on Twitter @ProfBruce.
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2016 FASTEST GROWING COMPANIES
Eclectic mix of firms capture spotlight in OBJ’s latest Fastest Growing list Each year, OBJ compiles a list of the top 10 fastest-growing companies in the National Capital Region based on three-year revenue growth. In the following six-page special section, we profile this year’s winners. FULLSCRIPT
Innovation sparks healthy growth YEAR FOUNDED: 2011 LOCAL HEAD COUNT: 40 KEY MARKETS OR CUSTOMERS: NATUROPATHIC PRACTITIONERS, OTHER HEALTH CARE PROFESSIONALS PRODUCT OR SERVICE: SOFTWARE-AS-ASERVICE PLATFORM FOR PRESCRIBING NATURAL HEALTH PRODUCTS AND TRACKING INVENTORY THREE-YEAR REVENUE GROWTH:
1,245.64% Fullscript CEO Kyle Braatz will never be accused of lacking ambition – a drive that is reflected in his vision for his company. “We want to change the way health care is delivered,” says the co-founder of the online system for prescribing and delivering natural health products such as vitamin supplements. Mr. Braatz, who is just 31 but has already launched a number of startups and received an OBJ Forty Under 40 award, knows a goal that lofty will take time to achieve. But so far
so good for Fullscript, which continued its remarkable ascent this year by grabbing top spot on OBJ’s list of Fastest Growing Companies. “This is one of the only industries that hasn’t been disrupted by what’s best for the consumer,” Mr. Braatz says from his office on York Street in the ByWard Market, where the Fullscript team moved last fall. “To think that we’re going to change that overnight, when all the training and all the education is done a certain way, is kind of ludicrous. But the market is moving towards that direction.” Fullscript has gone through a number of transitions since it was founded five years ago, changing names twice while morphing from a Shopify-like online storefront into a more elaborate system that helps naturopaths, chiropractors and other health-care professionals track inventory and prescriptions. Mr. Braatz started the company, originally called MD Storefront, with longtime
business partners Brad Dyment and Chris Wise in 2011. At first it simply served as an online dispensary. But the founders soon realized their main customers – mostly U.S.based naturopathic practitioners who are allowed to prescribe supplements – needed a better way to ensure patients were actually using the products. Gradually, they added tools that monitor patients’ usage of supplements and automatically send out refill reminders. Recently, the firm introduced point-of-sale technology that allows doctors to order products and have them delivered right to their patients’ doors. The company changed its name from HealthWave to Fullscript in part to reflect this more holistic approach to product delivery and patient care. Mr. Braatz calls the point-ofsale and inventory management systems “a big game-changer for us from a growth perspective” because they free up time for doctors to focus on their most important job – helping patients.
Kyle Braatz, Brad Dyment and Chris Wise are the founders of Fullscript. PHOTO BY MARK HOLLERON “If we can alleviate all of that stress that comes with managing dispensing of supplements, we can help practitioners be more successful, we can help patients be more successful,” he says. “It’s a win-win for everyone.” The current “pill-oriented” health-care system concentrates too much on treating illness rather than preventing it, he believes. Mr. Braatz sees a day in the not-too-distant future when Fullscript’s platform is integrated into conventional
health networks, allowing any health-care professional to enter a drug’s name into a database that determines if it will cause any nutrient deficiencies or harmful interactions with other pharmaceuticals that a natural supplement might be able to alleviate. “If we can help speed things up for the practitioner to get all the information they need, then it sets us up really well to move into the more conventional space,” he says.
Most of the company’s current clients are south of the border, and Mr. Braatz recently spent a year in Santa Monica raising capital and building contacts in the lucrative U.S. market. He also thinks there is plenty of growth potential in his own country. “We will be investing a lot more in the Canadian market because it’s a big opportunity,” he says. In the past year, the firm has more than doubled its head count and moved to an expanded office space. Angels have provided all the company’s funding so far, but Mr. Braatz says the founders will do whatever it takes to continue to build an “impactful” business, whether that’s pursuing venture capital or eventually going public. “I think Ottawa is the perfect place to build a great company,” he says. “The talent is amazing, with the universities and the school system that we have here. The entrepreneurial community is great here. I think some of the companies that are successful now are breeding more people wanting to get involved in companies like ours.” – By David Sali
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2016 FASTEST GROWING COMPANIES BY COMPARISON, HERE’S A LOOK AT THE THREE-YEAR REVENUE GROWTH RATES AT SOME OF OTTAWA’S LARGEST PUBLIC FIRMS:
SHOPIFY 307.95%
250
205.2M
200 150
105.1M
100
50.3M
50 0
MITEL 101.07%
2015
2013
2014
HostedBizz founders Jim Stechyson and Paul Butcher. 120
1.16B
1.10B
HOSTEDBIZZ
100 80
576.9M
60
PHOTO BY MARK HOLLERON
40
HostedBizz founders riding high on the cloud
20 0
2015
ESPIAL 98.4%
25
2013
2014
24.8M 20.0M
20
12.5M
15 10 5 0
KINAXIS 50.16%
100
THREE-YEAR REVENUE GROWTH:
2015
2014
2013
91.3M 70.0M
80 60
60.8M
40 20 0
HALOGEN MONDAY, MAY 9, 2016
36.88%
OBJ.CA
10
CALIAN 4.22%
80 70 60 50 40 30 20 10 0
250
2015
65.7M
2015
242.3M
2014
56.7M
2014
211.3M
2013
48.0M
2013
232.5M
200 150 100 50 0
YEAR FOUNDED: 2012 LOCAL HEAD COUNT: 8 KEY MARKETS OR CUSTOMERS: SMALL AND MEDIUM-SIZED BUSINESSES THAT CAN’T AFFORD THEIR OWN IT INFRASTRUCTURE PRODUCT OR SERVICE: VIRTUAL SERVERS AND DESKTOPS; CLOUD-BASED CRITICAL DATA BACKUP AND RECOVERY
2015
2014
2013
1,072.76% When tech veterans and longtime friends Paul Butcher and Jim Stechyson each found themselves looking for a new business challenge a few years ago, it didn’t take them long to hit upon the perfect backup plan. That’s backup, as in data backup. Mr. Butcher and Mr. Stechyson surveyed the tech landscape and realized there was a vast, untapped market opportunity in offering cloud backup and data recovery services to small and mediumsized enterprises that can’t afford the infrastructure to do it themselves. In June 2012, the Manotick neighbours became business partners, turning their idea into a company called HostedBizz. The self-funded enterprise was profitable almost right from the get-go, and four years later it has landed in the No. 2 spot on OBJ’s list of Fastest Growing Companies. “The small, medium enterprise is massively underserved when it comes to having robust, enterprise-grade
IT infrastructure,” explains Mr. Stechyson, the former president of audioconferencing system provider ClearOne Canada. “The cloud really makes that enterprise-grade IT available to the SMB space.” Customers pay a monthly fee for which HostedBizz provides cloud-based infrastructure such as virtual servers and desktops. More importantly, its data backup and disaster recovery service offers something even more valuable: peace of mind. The company’s software continually monitors clients’ onsite servers and stores all new data – everything from human resources records to accounting spreadsheets – at a secure location in Kanata. Should anything happen to the data at a customer’s office – for example, a server gets destroyed in a fire or flood or an employee accidentally deletes key e-mails – that information can be quickly recovered. “Literally in minutes, we can restore that customer’s computing environment in our cloud while they deal with their disaster,” says Mr. Butcher, a native of London who moved to Ottawa in 1999 and spent more than a decade as Mitel’s president and chief operating officer. “Having that security that you can recover (vital information) is really, really good value for people.” Many small businesses never recover from a major loss of critical data, Mr. Stechyson says, adding studies show about two-thirds of all companies that
suffer such a calamity end up failing within two years. “Being able to give them a business continuity and disaster recovery plan that’s very affordable is huge,” he says, noting the disaster recovery industry is projected to grow to $12.5 billion worldwide by 2018. “It is a very, very high-growth market.” Mr. Butcher says the nation’s capital is an ideal place to launch such a business, not only because of its highly skilled workforce but also because it is fortuitously located between Canada’s two largest cities. “Ottawa is viewed as a very good disaster recovery location for businesses in Toronto or businesses in Montreal,” he says. “Having that geographic dispersion, particularly for large customers, they see real value.” The company has also entered into lucrative arrangements with a number of IT channel partners who then rebrand HostedBizz’s services and offer them to their own clients. Although most of its customers are based in Canada, the founders expect to start targeting clients in the United States in the next couple of years and are already eyeing other major markets such as the United Kingdom. “We’ve really, really just started that acceleration,” says Mr. Stechyson. “It takes two or three years to really get out and evangelize the benefits of cloud and this nascent market. The gas pedal is really starting to get pushed.” – By David Sali
2016 FASTEST GROWING COMPANIES CANADAWHEELS
Burgeoning e-commerce site the wheel deal YEAR FOUNDED: 2012 LOCAL HEAD COUNT: 5 KEY MARKETS OR CUSTOMERS: CAR OWNERS PRODUCT OR SERVICE:ECOMMERCE SITE SELLING RIMS AND TIRES THREE-YEAR REVENUE GROWTH:
646.36%
Saleh Taebi might have started his business in a niche market, but it’s grown well beyond that. Mr. Taebi is the founder and CEO of CanadaWheels, an e-commerce site that sells car tires and rims. He says the site grew out of frustration with the way rims were sold. Traditionally, consumers shopping for rims have had to deal with a limited selection at auto shops, and a lack of transparency around pricing made comparison shopping
difficult, he says. “If you go with a Porsche to a shop they might quote you something,” Mr. Taebi says, “and then if I go with a Honda Civic, they might quote me something else.” Mr. Taebi’s approach is the opposite – show customers every option of product available. While he initially just sold rims, he soon began offering tires as well – opening the door to a much bigger market, one he says was underserved by existing e-commerce sites. “We have over 200 brands of wheels and tires; we show clients everything they can potentially get for their car,” he says. Customers start by entering the make and model of their car. They’re then presented with all the options for their specific vehicle. “When you put in your
year, make, model and you hit ‘wheels,’ we show you in realtime what’s in stock closest to you, which is also guaranteed to fit your car,” he says. By using customers’ locations to match them to warehouses nearby, CanadaWheels can reduce shipping time and costs. The site also has a visualizer that shows users what different rims will actually look like on their cars. “It wasn’t a simple e-commerce site that we put up,” Mr. Taebi says. The site has also started partnering with local auto shops that install the products it sells. Mr. Taebi credits much of CanadaWheels’ growth to word of mouth. “We never had that push sales philosophy,” he says. “It was always about setting up that pull sales strategy where
The CanadaWheels team has hit on a winning concept. people come to you because you’re good.” CanadaWheels is particularly active on social media – it has more than 42,000 fans on Facebook and works to build an active community there, encouraging customers to send in pictures of their cars and show off their new rims. “We’re doing a lot of
things right,” Mr. Taebi says. “We never promise anything we can’t deliver.” He says the next step for CanadaWheels will be to expand its offering beyond tires and rims, adding other car parts and accessories. The company is also planning an expansion into the United States under the name USA Wheels.
PHOTO BY MARK HOLLERON
“The biggest challenge is understanding that having challenges is entirely normal,” Mr. Taebi says. “Just knowing that we’ve got to make this better, we’ve got to make this faster, we’ve got to offer more products, we’ve got to do more partnerships; that’s been the main thing, getting used to this feeling.” — By Jacob Serebrin
HALO MANAGEMENT CONSULTING
‘Clear vision’ pays off for consulting firm YEAR FOUNDED: 2013 LOCAL HEAD COUNT: 9 FULL-TIME, ALSO SOME PART-TIME AND TEMPORARY STAFF KEY MARKETS OR CUSTOMERS: A WIDE RANGE OF FEDERAL GOVERNMENT AGENCIES AND DEPARTMENTS, AS WELL AS PRIVATE COMPANIES, INCLUDING ROGERS PRODUCT OR SERVICE: MANAGEMENT CONSULTING FOR EXECUTIVES WHO WORK IN LARGE, COMPLEX ORGANIZATIONS
340.31%
the idea that if you’re going to understand one thing, you have to understand that one thing in the context of the whole,” she says. That’s particularly important when dealing with large, complex organizations. “You have to understand the whole environment and you have to take a holistic approach to how you apply solutions and build solutions,” she says. “This is not a rinse-and-repeat strategy.” It’s a strategy that appears to be paying off. Much of Halo’s growth is due to her customers, Ms. Harris Fowell says. “A great deal of our business come from referral and word of mouth,” she explains. More than three-quarters of the organizations that have hired Halo become repeat clients, she says. More than 25 per cent of that additional work has been done at the most
Halo’s Leigh Harris Fowell. senior levels, with a CEO or a deputy minister. “While we’re very focused on our product right now, we are cultivating four or five solid products that we know are going to be the next round,” Ms. Harris Fowell says. “Be focused,
PHOTO BY MARK HOLLERON
flawless, ruthless and dedicated to what you’re doing today to set a platform, but never abandon the need to innovate and dream and create and see what the next horizon is going to be.” – By Jacob Serebrin
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With the federal government’s long sales cycles, focusing on public-sector clients isn’t usually the way to grow a business quickly. But that’s exactly what Leigh Harris Fowell has done with Halo Management Consulting.
long history of working as a management consultant. She spent years working with large consulting firms, her specialty being helping global companies with post-merger integration. It was a great primer in working with complex organizations, she says. However, it was a stint in the public sector, where she served as a director general for the Treasury Board and on a special committee of the Privy Council Office, that led her to launch her own consulting firm. “I really stepped out of my consulting career and into the shoes of my clients,” she says. “That experience radically changed my view on what I wanted to do and how I wanted to do it.” Ms. Harris Fowell says her approach is based around “systems thinking.” “It’s about understanding things in a systems context, so
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THREE-YEAR REVENUE GROWTH:
“When you work in a government market,” she says, “it takes time and you have to understand how the government buys, what it values, how to respond.” But while her three-year-old business might be seeing strong growth now, it didn’t happen overnight. Ms. Harris Fowell says it took her a couple of years to develop her initial idea into a “clear vision and destination” for a business. A few more years passed before she was sure that there was an opportunity in the market. “I think that people sometimes overlook that it’s hard work,” she says. “You have to have this excitement, this spark, this energy and this desire.” That hard work, she says, has been key to growing her business. Ms. Harris Fowell has a
2016 FASTEST GROWING COMPANIES FUSEBILL
Patience a virtue for software firm’s team YEAR FOUNDED: 2011 LOCAL HEAD COUNT: 33 KEY MARKETS OR CUSTOMERS: SOFTWAREAS-A-SERVICE COMPANIES, E-COMMERCE PROVIDERS, OTHER INTERNET BUSINESSES PRODUCT OR SERVICE:BILLING SOFTWARE-AS-A-SERVICE THREE-YEAR REVENUE GROWTH:
328.57%
Fast growth comes with its own unique challenges, says Fusebill CEO Tyler Eyamie. The chief executive of the Ottawa firm that develops cloud-based billing software says sometimes his hiring efforts just can’t keep up with the pace at which his enterprise is expanding. Over the past year, Fusebill’s head count has grown by more than 40 per cent to a total of 33. Now, Mr. Eyamie says the company wants to double that number
over the next six months. In fact, Fusebill is already advertising for 12 of those positions. It’s the only way to keep up with what Mr. Eyamie calls “explosive growth.” “We’ve truly found what we call product-market fit and have really found a way to win against several of the competitors that are out in the space today and are capitalizing on that,” he says. But getting to this point took a lot of patience, Mr. Eyamie adds. Fusebill isn’t the only tech startup to see strong growth after years of trying to make it work. “You think of a lot of the names out there like Shopify, Halogen, companies like that where people think they are overnight successes. Those companies have been around for eight, 10 years plus,” he says. As the company grows, Mr. Eyamie says he’s been able to take a bit of a step back. “I’ve allowed myself as
CEO to take a look at what the next 12, 24, 36 months are going to look like for the company, as opposed to being head down in the trenches every day,” he says. Mr. Eyamie credits much of his company’s growth to its staff. He often refers to the members of the team and the people he wants to hire as “A-plus talent” – skilled, entrepreneurial employees who want to help build a company. It’s a buy-in he gets by being clear about his company’s goals. “The biggest thing for us, from the executive level, is providing as much transparency as we possibly can for the team,” he says. That means “ensuring that the team’s not only focused on short-term achievable goals but they know the longterm vision for the company and getting everybody in the boat.” Getting everyone on
Fusebill CEO Tyler Eyamie’s staff continues to grow. board is essential given that Mr. Eyamie’s plans to keep growing his business are really just beginning.
“For us the goal is to scale as quickly as possible,” he says. “It’s about being thoughtful, it’s about
PHOTO BY MARK HOLLERON
following the data and the analytics with respect to our marketing and sales plan.” — By Jacob Serebrin
YOU.I
Big thinking leads to big deals for You.i YEAR FOUNDED: 2008 LOCAL HEAD COUNT: 170 KEY MARKETS OR CUSTOMERS: ADOBE, ROGERS, TURNER BROADCASTING PRODUCT OR SERVICE: A PLATFORM FOR BUILDING TV APPS THAT WORK ACROSS DEVICES THREE-YEAR REVENUE GROWTH:
MONDAY, MAY 9, 2016
313.64%
OBJ.CA
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Jason Flick’s business just keeps growing. “As we get more success, we just keep building on it. Every deal we’ve signed has been significantly larger,” says the co-founder and CEO of You.i TV. While the company, which makes a user-interface framework to help developers build TV apps that work across all devices, has pivoted somewhat over the years, one thing that hasn’t changed is
growth. In eight years, the company has gone from signing deals worth a few hundred thousand dollars to ones valued in the millions. It’s a combination of harnessing the company’s momentum and being audacious about seeking out bigger and bigger clients, says Mr. Flick. “I think one of the things we’ve never done is say, ‘Hey, we can’t do that,’” he says. Since its founding, You.i has essentially doubled in revenue and head count every year, he says. But things might look a little different as You.i begins the next stage of its growth. “We now have a partner network, so what our new focus now going forward is our revenue mix. We want to get the percentage of our product royalty, recurring royalty, moving up,” he says.
“That’s really the big change now and why we’re raising funding.” Last September, You.i raised $15 million in venture capital, the first time the company landed an investment round. “We’ve done this all organically,” Mr. Flick says. That investment will help power the next stage of the company’s growth. “Now, with funding, it’s about building an ecosystem around our product,” he says. As the company has grown, there have been changes for Mr. Flick too. “One of the expressions we use a lot in the business is, ‘What got you here isn’t going to get you there,’” he says. “So we have to continually reinvent ourselves.” For him, that means he no longer doubles as the company’s IT guy and isn’t involved in every deal.
You.i TV co-founder Jason Flick’s firm keeps gaining momentum. “You need to be able to pull yourself out and look at things from a meta level, instead of thinking about how do we get into accounts better, how do we manage multiple accounts better,” he says. “Once we have
multiple accounts, how do we manage partners who manage accounts to get more accounts?” It’s a shift from thinking tactically to thinking strategically. Still, Mr. Flick is anything but a hands-off
FILE PHOTO
CEO. “My favourite part is about being in front of clients and pitching our product,” he says. “I still keep a little bit of that.” – By Jacob Serebrin
2016 FASTEST GROWING COMPANIES MEDIASTYLE
Media production firm on a mission to build ‘a better Canada’ YEAR FOUNDED: 2008 LOCAL HEAD COUNT: 13 KEY MARKETS OR CUSTOMERS: SOCIAL ENTERPRISES IN MEDICINE AND HEALTH CARE, ORGANIZATIONS WITH A MANDATE TO INCREASE ACCESS TO EDUCATION AND BUILD DEMOCRATIC INSTITUTIONS, INDIGENOUS-BASED ORGANIZATIONS PRODUCT OR SERVICE: PRODUCT OR SERVICE: MEDIA PRODUCTION, PUBLIC AFFAIRS, COMMUNICATIONS THREE-YEAR REVENUE GROWTH:
278.85%
MediaStyle believes it’s as important for companies to have a strong social conscience as it is to maintain a robust balance sheet. The media production and public affairs firm exclusively works with organizations that possess a clear social mission. Its clients include Canada’s Building Trades Unions,
the National Association of Friendship Centres and Community Foundations of Canada. “We produce great work and create change every day – our team’s passion for a better Canada is at the centre of every project and it’s why we are growing so quickly,” says Caitlin Kealey, managing director and partner at MediaStyle. MediaStyle produces marketing collateral, promotional videos and website content for clients, among other services. Notably, it managed all media relations for the Truth and Reconciliation Commission’s closing events in Ottawa last spring. Thanks to the firm’s efforts, those events received coverage in international media outlets and were the subject of more than 20,000 articles. MediaStyle makes a concerted effort to execute projects while not compromising its mandate to
serve social enterprises. Last year, the company joined B Lab, a non-profit organization that recognizes for-profit companies that seek to promote social change. As part of the program, MediaStyle had to pass stringent standards in terms of social and “environmental performance, accountability and transparency.” “Our democratic business model demonstrates our commitments to sound sustainable business practices,” says Ian Capstick, founding partner and creative director. “We care deeply about our society and doing great work in a way that is profitable so we can continue to support other sustainable and ethical organizations.” MediaStyle allocates a percentage of its net income to working in the community for free, partnering with local organizations for two years to help them achieve their objectives.
The MediaStyle team believes in strong social values. The team has also set up the Social Community Scholarship, which provides students, charities and small businesses with the chance to attend free workshops. The company is also planning to launch an impact incubator program for new social enterprises. The firm is just as heavily focused on fostering community in its own space.
Earlier this year, it launched The Commons, “the MediaStyle’s team’s way to share our skills with the largest number of people in a great learning environment,” says Ewald Friesen, managing director and partner. Programming includes workshops, lunch-and-learns and special events showcasing the MediaStyle team’s expertise
PHOTO BY MARK HOLLERON
as well as insights from external speakers. “In the past, we’ve hosted events and offered workshops, but this is our way of making open-space collaboration a larger part of the Ottawa communications community and make MediaStyle accessible to more people,” says Mr. Friesen. – By Lucy Screnci
HAZLOLAW
Calculated risk a winner for HazloLaw YEAR FOUNDED: 2011 LOCAL HEAD COUNT: 12 KEY MARKETS OR CUSTOMERS: OWNERMANAGER, PRIVATELY HELD BUSINESSES, INSTITUTIONAL CLIENTS IN THE EDUCATION SECTOR PRODUCT OR SERVICE: BOUTIQUE BUSINESS LAW FIRM SPECIALIZING IN TAX LITIGATION WITH AN INTERNATIONAL FOCUS THREE-YEAR REVENUE GROWTH:
136.85%
Hugues Boisvert has carved a successful market niche. that more and more large organizations will start turning to niche law firms for their legal needs. “I think the marketplace realizes you can still get the same exceptional quality of representation as you would in a large, multinational firm,” he says. “The boutique model
focusing on one thing is clearly working, based on the success we’ve had.” Mr. Boisvert says 80 per cent of the firm’s clients have been gained by “wordof-mouth referrals from other service providers like accounting firms.” This validation has
PHOTO BY MARK HOLLERON
cemented the firm as a mainstay in the industry. “In a very short period of time, we’ve built a reputation in the marketplace as being highly specialized, boutique, with a personal touch,” Mr. Boisvert says. — By Lucy Screnci
13 OBJ.CA
charging by the hour. “We have implemented a policy whereby we charge by project and people know in advance. That’s building a level of trust between the clients and the lawyers, and people certainly appreciate that,” he says. Mr. Boisvert says he is able to relate to his clients because he still views himself as a business owner and understands the day-today issues of operating a company. This translates into a fixation on delivering consistently exceptional customer service. “By taking that approach, we’ve totally changed the game,” he says. He adds that because of HazloLaw’s small size, clients can have access to the firm’s partners and members of the team are extremely responsive to client needs. Mr. Boisvert predicts
MONDAY, MAY 9, 2016
HazloLaw – Business Lawyers continues to challenge the status quo as a boutique firm. A novel approach that clicked with clients has landed the firm on OBJ’s Fastest Growing Companies list for a second year in a row. “We took a gamble with starting the business five years ago, and the market has
responded very, very well – we’ve been growing at a pace that’s pretty successful,” says Hugues Boisvert, the firm’s managing partner and CEO. The risk in starting up a boutique firm that would focus on business law and tax litigation was a calculated one. In particular, Mr. Boisvert saw great potential in having a branch focusing on tax litigation, “a market which is very underserved in Ottawa in our opinion.” At a more basic level, he wanted to establish his own firm in order to address common qualms about the industry. As a lifelong entrepreneur, he had grappled with limited access to legal teams and exorbitant fees. In addition to capitalizing on the gap in the market, Mr. Boisvert was intent on further differentiating the firm by billing per project instead of the conventional practice of
2016 FASTEST GROWING COMPANIES NAPKYN
Power of web analytics driving Napkyn’s growth YEAR FOUNDED: 2009 LOCAL HEAD COUNT: 16 KEY MARKETS OR CUSTOMERS: ENTERPRISE E-COMMERCE BUSINESSES PRODUCT OR SERVICE: WEB ANALYTICS CONSULTING THREE-YEAR REVENUE GROWTH:
115.04%
Big data has become big business for Ottawa-based Napkyn. The consulting company specializes in setting up major e-commerce sellers with web analytics tools. CEO Jim Cain says this year alone, Napkyn has been selected as the analytics agency of choice for five clients with annual revenues of more than a billion dollars. The company continues
to make major strides and is appearing on OBJ’s Fastest Growing Companies list for the second year in a row. Since 2009, Napkyn has specialized in demonstrating how web analytics tools can inform major corporate decisions at the boardroom level. The firm helps organizations “understand how their digital business is performing, how much it costs and what they can do to improve it,” says Mr. Cain. Further to that, Napkyn shows clients how to use analytics tools to achieve bigpicture objectives. “Often we have conversations with senior executives … who don’t realize how powerful their web analytics and Google Analytics can be as far as solving some relatively complicated business
problems,” he says. Mr. Cain says that historically, web analytics tools “have tended to be something that has been implemented in the marketing department to get some basic stats and targets.” With progress being made in refining the tools, he says companies are realizing they can be used for broader purposes. “What’s happened over the last five years, in particular, is that those types of tools are getting so much more sophisticated,” Mr. Cain explains. “You’re able to really understand the return on investment of your marketing activities.” Napkyn is a top 10 Google Analytics premium partner globally, which has been a huge advantage for securing
Napkyn has tapped into a big demand for web analytics. new customers. “We’re starting to get a lot more introductions directly from Google for companies who want to take advantage of Google Analytics,” Mr. Cain says, adding he and his team are excited about the recent re-launch of Google Analytics
Premium, which has become available with the suite of services in Analytics 360. Since Napkyn has extensive experience working with these tools, Mr. Cain predicts “very fast growth continuing to come in the next year or two years, being one
PHOTO BY MARK HOLLERON
of the lead partners with these tools. “The good reputation that we’ve developed over the last few years has started to really turn into opportunities for us.” – By Lucy Screnci
PRONTOFORMS
Mobile data smart niche for ProntoForms YEAR FOUNDED: 2001 LOCAL HEAD COUNT: 100 KEY MARKETS OR CUSTOMERS: ADT, AMERICAN AUTOMOBILE ASSOCIATION, UNILEVER PRODUCT OR SERVICE: PRODUCT OR SERVICE: MOBILE DATA COLLECTION AND ANALYSIS PLATFORM THREE-YEAR REVENUE GROWTH:
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ProntoForms CEO Alvaro Pombo likes to refer to his company as “a 14-year overnight success.” As far as he’s concerned, it’s been worth the wait. ProntoForms’ latest achievement, a spot on OBJ’s list of Fastest Growing Companies, comes at a particularly fruitful time for Mr. Pombo’s firm, which makes a platform that allows users to gather and analyze data on smartphones and other mobile devices. The software-as-a-service product now has 55,000 subscribers at more than 4,000 businesses around the world.
The company’s dramatic ascent over the past few years led analysts Frost & Sullivan to hail ProntoForms in 2015 as an industry leader that “recognized the potential of mobile forms before anyone else.” That leadership position has been cemented on the balance sheet, where ProntoForms has racked up 20 consecutive quarters of revenue growth. The firm boasts an impressive multinational client list that includes major corporations such as Unilever and has built partnerships with some of the biggest names in communications technology, including Apple and AT&T, who resell its products to their customers. It’s a feel-good story to be sure, but it wasn’t always that way. The firm that began life in 2001 as TrueContext Mobile Solutions found it tough slogging at the start, a company with a great product idea that was perhaps a bit too far ahead of its time. Mobile devices in the early 2000s weren’t equipped with
operating systems powerful enough to handle TrueContext’s technology, and most sales were to high-end users. Growth was slow and losses were high. “The reality is that the first seven years of this thing, we all misread it,” says Mr. Pombo. “We assumed the devices were there, and they weren’t. Really, our company starts around the time that the iPhone starts in 2007, 2008.” With smartphone technology finally catching up, the company began to take off. The firm went public on the TSX Venture Exchange in 2009. Four years later, it rebranded itself as ProntoForms to reflect the name of its flagship product. In 2015, it was named to the TSX Venture Exchange Top 50 as one of the market’s top 10 companies in the technology and life sciences sector. ProntoForms chief financial officer Dave Croucher says the firm’s early partnership with AT&T was a huge boost, giving the company a foot in the door to the lucrative U.S. market while introducing it to other
Its CEO calls ProntoForms a ‘14-year overnight success.’ key partners such as Apple as well as scores of customers who otherwise never would have heard of the upstart firm from the north. “For a small company in Ottawa trying to sell to the U.S., to the world, sometimes it’s challenging when you’re just starting in the revenue stage,” he says. “But having their name behind us was a big help.” ProntoForms has spent the past few years beefing up its Ottawa-based sales and marketing team in a drive to grow its direct sales channel.
Mr. Croucher says those efforts are paying off, and direct sales are now the company’s fastestgrowing revenue stream. “Because of the ecosystem that we built, we have a lot of credibility in the market now,” he explains. “I think that adds to the direct selling motion.” With industry estimates now pegging the number of mobile workers in North America at more than 42 million, ProntoForms executives believe there are still plenty of untapped market opportunities and see no reason
PHOTO BY MARK HOLLERON
why the growth of the past few years should slow down any time soon. The company’s biggest challenge, they say, will be to continue that run of success without losing sight of what’s gotten it to this point in the first place. “You can get pulled in a lot of different directions, so we want to make sure that we don’t miss any opportunities,” Mr. Croucher says. “But at the same time we have to keep focused on what’s working and keep (building) that base.” — By David Sali
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OTTAWA BUSINESS JOURNAL
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“You manage things; you lead people.” — REAR ADMIRAL GRACE MURRAY HOPPER
The Coming of Age of Human Resources as a Primary Profession O
ver the last few years, the HRPA has built an excellent foundation for the future of the Association through our highly engaged volunteers and staff; best in class member retention; new designations built on a comprehensive competency model; upgraded governance processes; and an Act that truly reflects today’s reality and establishes HRPA as the profession’s regulator in Ontario. Building on all these developments, our new 5-year strategic plan focuses on the profession as a whole, in a rapidly changing world driven by globalization, demographics, technology, and the evolving expectations of the role HR professionals should fill. The greatest challenge our profession faces is the perception that “anyone can do HR.” Recent trends suggest that some organizations are increasingly seeking executives from outside the profession, with limited HR experience, to fill the role of their Chief Human Resources Officer. Yet, no one in their right mind would ask an accountant to build a bridge, or an engineer to do brain surgery. Like accounting, medicine, and engineering, we need to ensure that HR is seen as a true top-level profession. Organizations must understand the essential role that only validated HR professionals can bring, and the unique value that they add.
FOUR CORE AREAS OF FOCUS 1.
Reinforcing the HRPA as protector of the public and regulator of the HR profession by enhancing our role as a trusted partner of policymakers, and ensuring that we lead in thinking and practice in the regulatory arena. We must promote HRPA membership to HR professionals in Ontario to ensure that all HR practitioners are subject to our Rules of Professional Conduct and Code of Ethics. 2. Upgrading our governance
The original certification process was based on a narrow set of HR competencies, and did not take into consideration workplace and employment law upon which much of HR is based.
3.
4.
processes and how we deliver member value and our programs to support volunteers to advance the profession and those within it. Promoting the principle that HR is a primary profession with a core global body of knowledge where membership in HRPA authenticates an individual as an accredited professional. Building on our designations and competency framework to validate the capability and quantifiable value that our members bring to organizations.
NEW DESIGNATIONS AND COMPETENCY FRAMEWORK As it relates to our designations and competency framework, the expectations of HR’s contributions to ensure the success of the organization have changed immensely since the Certified HR Professional (CHRP) designation was introduced almost 20 years ago. For one thing, the HR role is so different from the entry-level administrator to the Senior Vice President and Chief Human
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Resources Officer, that a single certification process could not fulfill the range of needs. It requires three separate, but associated designations with their own names and validation processes, from entry level (Certified HR Professional, CHRP) to professional level (Certified HR Leader, CHRL), to executive level (Certified HR Executive, CHRE). The original certification process was based on a narrow set of HR competencies, and did not take into consideration workplace and employment law upon which much of HR is based. It did not include knowledge of business. It did not include enabling competencies – skills and abilities like critical thinking, project management, technologies, and analytics that are needed to ensure the certified practitioner can actually apply what they know in an everchanging profession. Finally, the original certification assessment process consisted of a simple knowledge test. It did not assess the ability of the candidate to apply that knowledge. Later, an experience requirement was added. The assessment processes for the new designations – in particular, the
Certified Human Resources Leader – are on par with the best of these professions. Human Resources is having its coming of age as a primary profession. To that end, we will influence policymakers and stakeholders and substantiate HR as a primary profession. HR professionals are the architects of the people-driven business strategies that add value to organizations and, as a result, lead to satisfied members. On behalf of the HRPA Ottawa Chapter, thank you for your continued dedication in advancing our profession. I would also like to thank the provincial association for their contributions to this article. Kevin
SPRING 2016 HR UPDATE 5
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HUMAN RIGHTS LAW TODAY:
Guidance for Individuals and Employers T
he Human Rights Tribunal and the Courts have broken new ground in recent months, both in terms of the reach of anti-discrimination laws, and the consequences for those who breach them. While the overwhelming majority of workplaces are both respectful and inclusive, there are unfortunately exceptions to this rule and sometimes, despite best efforts, issues may still arise. The following three recent cases illustrate how human rights law may impact your workplace:
orientation, age, and disability.
Entitlement to Accommodation:
You have the right to reasonable accommodation at work. If, for example, you suffer an illness or injury, your employer is required to provide reasonable accommodation so that you may continue to perform work. A simple example of this could be the provision of an ergonomic chair to an office worker with a back injury.
Anti-Harassment/Discrimination Policies: Find out if your employer has an
anti-harassment/discrimination policy in place, and inform yourself of the process that you would be required to engage, should it ever prove necessary. If your concern is regarding someone in a position of authority, or the person that administers the policy, find out whether an alternate mechanism exists such that your complaint may be made anonymously, or to another individual.
O.P.T. v. Presteve Foods Ltd. (2015 HRTO 675)
Due to the prolonged period over which the material events in this case occurred, and the inherent power imbalance between the parties, it is one of the more disturbing to have passed through the Human Rights Tribunal. Two sisters, M.P.T and O.P.T., came from Mexico to work at a fish processing plant. Shortly after commencing work, they were subject to unwanted sexual advances from the company’s owner, Mr. Pratas. The sisters commenced a human rights application against both the company and Mr. Pratas. The allegations against Mr. Pratas were numerous and severe. This was further compounded by their occurrence under the constant threat of being sent back to Mexico. In rendering its decision, the Tribunal accepted the sisters’ allegations and found Mr. Pratas and the company jointly and severally liable, ordering over $200,000 in damages – a new high watermark in the Tribunal’s jurisprudence, and a signal that damages awards at the Tribunal may be on the rise.
Partridge v. Botony Dental Corporation (2015 ONSC 343)
Ms. Partridge worked for Botony for 7 years, first as a Dental Hygienist, then as Office Manager, before being dismissed for cause on July 19, 2011. During the tenure of her employment, Ms. Partridge twice took maternity leave, the second of which ended in July 2011. During her second maternity leave, Ms. Partridge received a text message from Botony’s owner to advise her that upon her return to work, she would no longer be the Office Manager, but would again be a Dental Hygienist. Moreover, Ms. Partridge was told that her working hours would now vary – conflicting with her childcare obligations, and she would be paid less. Ms. Partridge refused to return to work on the modified terms, and was dismissed for cause. She subsequently brought a court action seeking damages for both wrongful dismissal and discrimination on the basis of family status, pursuant to the Human Rights 6 HR UPDATE SPRING 2016
GUIDANCE FOR EMPLOYERS Implement Clear Policies and Ensure Consistent Enforcement: If
your resources allow, implement a clear anti-harassment and discrimination policy that satisfies the requirements of the applicable human rights law, and is clearly communicated to everyone in your organization. Concomitant with this, institute a neutral internal process by which to investigate and respond to complaints brought pursuant to the policy. Code. The Court accepted Ms. Partridge’s argument on both fronts, and ordered that Botony pay twelve months of salary, plus an additional $20,000 for its breach of the code. Partridge should serve as a reminder not only of an employer’s obligations to individuals returning from maternity leave, but also of the increasing frequency with which human rights claims are being successfully litigated in the courts.
The Queen v. Pro Bono Law Ontario (2014 HRTO 1092)
Our final case illustrates that sometimes regardless of how careful a workplace may be, a human rights complaint may still arise. In this case, the applicant had sought the assistance of Pro Bono Law Ontario. The Tribunal described the facts as follows: The applicant sought the services of the respondent to launch a civil suit for wages allegedly owed to him for his reign as Her Majesty the Queen. The applicant has apparently changed his legal name to Her Majesty (first name) the Queen (last name). Although he identified himself to the Tribunal by his previous legal name, he has submitted documentation to the Tribunal that appears to confirm his change of legal
name. The applicant’s case was refused by Pro Bono Law Ontario on the grounds that there was no reasonable prospect of success. Nevertheless, the applicant commenced a human rights proceeding claiming discrimination on the basis of disability. The Tribunal held a summary hearing and determined that even if all of the applicant’s evidence was accepted, no sufficient nexus existed between the applicant’s claimed disability and the rejection of his request for legal assistance to constitute discrimination. Accordingly, the claim was dismissed. The preceding three cases provide helpful guidance for individuals and employers alike.
GUIDANCE FOR INDIVIDUALS
Entitlement to an Inclusive Workplace: Regardless of the industry or the size of the company, you are entitled to fair treatment at work. The Human Rights Code protects employees in Ontario (with the exception of those in federally-regulated industries to which the Canadian Human Rights Act applies) from discrimination on the basis of prescribed characteristics, including sexual
Liability for Employees’ Actions: Cases
such as Presteve Foods should serve to remind employers that they may ultimately be found vicariously liable for the misconduct of an employee. Accordingly, it is necessary to treat all allegations of discrimination seriously and foster an environment where individuals, from the CEO down, are held to the same standard and treated equally.
Investigate Claims and use Rule 19A:
If, as a provincially-regulated business, you become the target of a dubious human rights claim at the Tribunal, do two things. First, conduct a thorough and impartial investigation of the allegations to determine their veracity. Second, if the claim remains unfounded, consider using Rule 19A of the Tribunal’s procedures – which allows for a summary hearing on whether the claim has a ‘reasonable prospect of success.’ This approach may help your business achieve an expeditious resolution, rather than proceeding to a full hearing. Paul Willetts is an Employment Lawyer and Founder of Vey Willetts LLP in Ottawa.
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Preparing Your Kids for Jobs that Don’t Exist Yet A
others in the process. Today’s students need to understand that the rules of work have changed, and that their skillsets will need to align with new expectations.
ccording to American scholar, Cathy Davidson, 65 percent of today’s kids may end up working in professions that have not even been invented yet. This begs the question: as a parent, how do you prepare your child for a career that does not yet exist? By failing to answer this question, your child risks being left behind. Jeffrey Selingo (The Chronicle of Higher Education) states that students are at risk of being “illprepared for the creative forces that will define the global economy in the future.” We are already aware of several changes that are reshaping our economy: the rise of technology, the aging of the population, and environmental and climate concerns, for example. Organizations are trying to change to accommodate these shifts, and unemployment is rising because of these shifts. Unfortunately, the education system is not quick enough to respond to these changes. Karl Fisch (Huffington Post) summarizes the problem as follows: “We are currently preparing students for jobs
that don’t yet exist, using technologies that haven’t been invented, in order to solve problems we don’t even know are problems yet.” As a parent who is aware of this change and uncertainty, one must help prepare their child for a bright future by helping them make three changes: Forget About Jobs and Careers – Look for Challenges to Solve Today’s jobs and careers are on a collision course with a new world order. While the jobs, careers, and approaches we take might change, the challenges that we are trying to solve will remain. In fact, as our perspective evolves, new challenges to tackle will emerge as well. Of course, the jobs and careers that address these challenges might look completely different in the future. Accordingly, there needs to be a shift from focusing on jobs and careers and instead focus on the challenges they want to solve. New Expectations for a New World: Welcome to the 21st Century Workplace New challenges will require new tactics and strategies. 21st century organizations
are building 21st century workplaces, and will require the skills to fill this new reality. The Institute for the Future, as part of a decade-long Future of Work project, has identified ten skills needed for the jobs of the future. These include: Virtual collaboration: ability to work productively, drive engagement, and demonstrate presence as a member of a virtual team. Trans-disciplinarity: ability to understand concepts across multiple disciplines. New-media literacy: ability to critically assess and develop content that uses new media forms, and to leverage these media for persuasive communication.
Know Thyself: Leverage Self-awareness In order to make an impact in the workplace, employees of the future need to cultivate their self-awareness. Thankfully, self-awareness can be developed. Psychometrics, guided self-reflection, and the gathering and leveraging of feedback from peers can all help develop a self-aware and grounded future leader. The process of reflecting on values, strengths, personalities and interests will build career anchors that help ground, focus and accelerate students during their career trajectory. Through this increased self-awareness, students will be better able to weather changes in their environment, align themselves with causes they care about, and understand how they can make meaningful contributions to the workplace. Preparing your kids for work that does not exist yet may seem like a daunting task at first, but by helping to make these three shifts, you are setting students up for successful careers.
Design mindset: ability to represent and develop tasks and work processes for desired outcomes.
Jean-Philippe Michel, B.A., M.Sc., is Founder and Career Development Specialist at SparkPath, where he helps high school students discover Companies of the future will need selftheir true potential. He may be contacted via starters who can learn continuously and lead email at jp@mysparkpath.com.
When workplace conflict arises, trust Andrew to help. WORKPLACE MEDIATIONS AND INVESTIGATIONS must be conducted with expertise and a patient, sensitive approach. Professional neutral parties only succeed by showing fairness and earning trust. Andrew Tremayne is an arbitrator, mediator and independent investigator now practicing in the Province of Ontario. He brings years of experience in workplace law and a full spectrum of alternative dispute resolution techniques to every case. Working with Andrew means you can expect an engaged, professional third party to assist you. To learn more about Andrew and his services, and to check his availability, visit AndrewTremayne.com
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10/28/14 9:56 AM7 SPRING 2016 HR UPDATE
“People buy into the leader before they buy into the vision.”
— JOHN MAXWELL
Checking a Box – Or Providing Meaningful Accommodations? A
s an HR professional, do you do your best every day to accommodate individuals with invisible disabilities and conditions at your workplace? Are there ever times when you find yourself out of your depth? As a life coach for brilliant people who are struggling under the surface, I spend my days working with individuals with invisible disabilities and conditions including: attention deficit hyperactive disorder, learning disabilities, Asperger syndrome, autism, obsessive compulsive disorder, bipolar disorder, anxiety, and depression. My clients are also some of the most interesting and brightest people I know. But even for the most seasoned HR professional, it can be difficult to know exactly how to provide the right accommodations for these individuals at work. During my time as the CEO of the
ATTENTION DEFICIT HYPERACTIVE DISORDER
LEARNING DISABILITIES
Learning Disabilities Association of Canada (LDAC) and over the last 25 years of my life, I’ve worked to learn and re-learn what individuals with invisible conditions really need. One of the most profound learning experiences came when I was working with LDAC on a Supreme Court case that lasted over 15 years. It began when a boy in British Columbia was struggling in school. He had been provided with accommodations, but his parents and interveners in the case argued that he didn’t have “meaningful access” to what he really needed. This phrase became the winning argument and caused a significant shift in the justice system. The Moore family, supported by LDAC and thousands of others, won the first-ever Canadian case in history for an individual with a learning disability.* So – what can we learn from this?
ASPERGER SYNDROME
AUTISM
OBSESSIVE COMPULSIVE DISORDER
If you are unsure if the accommodations that you are providing are the right ones, here are my tips:
MAKE ZERO ASSUMPTIONS. Let’s turn our attention to individuals with ADHD. There are two predominate ways that this condition appears – hyper or ‘dreamy,’ and within these categories are other sub-categories. For some individuals with ADHD, technology works – time management applications, mind-mapping software, and scheduling devices can be very useful. For others, these are a nightmare. If, for example, you can’t find your phone, then your app telling you where you need to be is not very helpful, so whiteboards and a vibrating watch work much better. Talk to your employee to find out what will work best for them.
BIPOLAR DISORDER
ANXIETY
DEPRESSION
BE PREPARED FOR TRIAL AND ERROR. You have ordered the software, had the workspace modified, and found your employee a quiet place to work. Your work is just beginning. It may take multiple efforts trying out various forms of accommodations to make this employee feel truly supported with meaningful accommodations. Be patient and be prepared to go back to the drawing board. A lot.
GET CURIOUS. The best coaches are
the curious ones, so model coach behaviour by asking a lot of questions and digging deep. For example: “Where have you had success in your life? What made it work? How can we replicate this success at work?” Let’s say you find out that your employee leads outdoor expeditions through unknown terrain and can always see the route ahead because their gut and intuition helps them to see the big picture. What have you learned? Should this employee be doing administrative tasks with tight deadlines, or should their talents be used for longer term strategic planning? I’ve worked with top project managers who have left great jobs because their abilities in big picture thinking weren’t recognized.
MATCH SKILLS TO JOB EXPECTATIONS. Is it really worth
losing a brilliant strategist because they have dyslexia, for example, and are completely overwhelmed by the amount of ‘Word work’ they need to complete? Is there not a way to pare down the project reports, emails, and written summaries they are expected to produce? In the long run, the strategic aspects they bring to the company will far exceed the extra effort and investment.
FOCUS ON THE IDEAS, NOT THE CLOCK. Many brilliant people
can’t command their genius for an 8:30 PM meeting – they might hit their stride at 5:05 p.m. The ebb and flow on when they shine can differ day to day and person to person. Some days are great days – others, not so much. We shouldn’t expect everyone to operate like a drone. Instead, cultivate a workplace where ideas and vision are rewarded – not the adherence to the almighty ticker on the wall. Remember, in a workplace with 100 people, up to 30 of your employees are dealing with something that is not obvious to the eye. Don’t just check the box on accommodations – work with your employees and help them to bring out their brilliance so they can shine. *More information on this case is available at www.ldac-acta.ca. Judy Mouland is Principal of Judy Mouland Coaching. Visit her website at www. judymouland.com. 8 HR UPDATE SPRING 2016
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Contributors wanted! For individuals interested in contributing, articles must be submitted via email to updatemagazine@ hrpaottawa.ca by no later than October 5, 2016.
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Transitioning staff out of your organization?
From the Mentoring Corner HRPA
Ottawa recently expanded its Mentoring Program, which included a partnership with MentorCity. These program changes offer greater flexibility, including the ability for Mentors and Mentees to find their own match through online self-matching. Participants are also able to enter into shorter or longer Mentoring Agreements, based on their goals. Members can join the program by contacting the Mentoring Committee. They will then be sent a link to the MentorCity site, where they will be invited to create a profile. Once a partnership has been formed, the Mentor and Mentee will be able to arrange meetings in the best format for them – face-to-face, email, phone, or videocalling.
Clariti Group offers outplacement services to employers and individuals, including on-site support during day of termination, as well as affordable, customized, one-on-one career transition coaching programs.
The MentorCity platform offers a variety of resources to facilitate successful mentoring relationships, and discussion boards for participants to share their experiences and ideas. Participants in the program can also earn Certified Professional Development (CDP) hours towards recertification. If you are interested in joining as a Mentor or Mentee, or would like more information on the Mentoring Program, send us an email to ottawamentoring@hrpa. ca. We look forward to hearing from you!
Awesome coaches. Seven Ottawa locations. Support also available Canada-wide.
www.claritigroup.ca 613.656.2010 info@claritigroup.ca
MacKenzie Smith is a member of HRPA Ottawa Mentoring Committee.
— SPONSORED CONTENT —
Harnessing the power of future generations Hydro Ottawa’s efforts on wooing new talent
I
f your business is anything like Hydro Ottawa’s, you’re experiencing first-hand the monumental shift sparked by the retirement of the baby boomers and the influx of the millennial generation. At Hydro Ottawa, about a quarter of its almost 700 employees are under the age of 35. At the other end of the spectrum, over 40 per cent of its workforce is set to retire within
the next 10 years. If your organization requires talented individuals with trades, technical or engineering credentials, you know the demand for talent in Canada is high. What are you doing to stand out as a destination employer and get on the radar of jobseekers? Hydro Ottawa realized that in order to ensure its readiness for the future, it needed to invest in the next generation. In 2015, Hydro Ottawa hired 62 students in its summer and coop programs - growing its workforce by almost nine per cent. While
it was a great way to provide opportunities to young workers and cover staff vacations, Hydro Ottawa also took advantage of the opportunity to understand what young people want, in an employer, and a career. Students are asked for feedback about their experience and are provided with their own collaboration space on the Intranet to connect with one another during their time with the company. Since 2012, Hydro Ottawa has run a Student Apprentice Program. This provides students with an opportunity to
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collaborate in putting forward ideas that could add value to the organization and drive continuous improvement – while providing them with a direct forum to senior executives including President and CEO Bryce Conrad. “Students bring excitement, passion and a desire to make a difference,” Conrad said. “Every year I look forward to students joining our workforce because we benefit from their innovative ideas, unique perspectives and enthusiasm for a sustainable future.” Hydro Ottawa has been named one of Canada’s Top
Employers for Young People three years in a row. Its efforts to engage the next generation of workers also includes partnering with Algonquin College on a two-year Powerline Technician Diploma Program and providing age-appropriate electricity safety and conservation educational materials and sessions for primary school students. If your organization is challenged by a retiring workforce and wants to attract new talent, consider how you can make a positive impression that will bring the next generation of workers to your door. SPRING 2016 HR UPDATE 9
The HRPA Ottawa Chapter Website is now offering
COMPLIMENTARY advertising opportunities! Post and view HR related complimentary events and volunteer positions in the Ottawa area.
http://www.hrpa.ca/HRPAChapterSites/Ottawa
COVER STORY
INTERVIEW WITH VANDANA JUNEJA
Unpacking Unconscious Bias D
iversity in the workplace is an admirable goal, but there are elements of bias that pose a challenge in implementation. That was the topic of Vandana Juneja’s keynote speech at Hire Immigrants Ottawa’s Annual Employer Summit, where she discussed the impact of unconscious bias in management positions. Ms. Juneja is the Senior Regional Director for Central Canada at Catalyst, a company that helps organizations understand how unconscious bias manifests, and how to best maintain an inclusive workplace. HR Update caught up with her to learn more about her role and unpack unconscious bias.
and situations that are influenced by our background, cultural environment, and personal experiences. We are hardwired to treat some individuals more favourably than we treat others. Certain scenarios can activate unconscious attitudes and beliefs. For example, biases may be more prevalent when multi-tasking or working under pressure.
HOW DOES IT IMPACT THE WORKPLACE?
Let’s take the concept of ‘otherness.’ Research demonstrates that otherness is about being different or having characteristics that set you apart from the dominant group or groups in a given context. In many organizations, COULD YOU TELL US A characteristics of the dominant group (that has LITTLE BIT MORE ABOUT decision-making power and influence) become CATALYST AND YOUR ROLE? normative – the default. Mark Zuckerberg is Catalyst is the global expert on accelerating described simply as a CEO. But Ursula Burns progress through workplace inclusion. is described as a female CEO – or a female With over 800 supporting organizations African-American CEO. Those who experience around the world, we work with a broad ‘otherness’ are positioned at lower levels in range of organizations in every sector to organizations, they have less senior-level create change and drive impact. As a Senior mentors, and ultimately, not surprisingly, they Director at Catalyst, I manage relationships downsize their aspirations. Bias can have a with our supporter companies in very real impact with respect to talent Canada, coaching them to create management. more inclusive environments. Acknowledgement of bias is one thing; taking intentional, WHY IS INCLUSION practical action to address it IMPORTANT TO YOU? through inclusive leadership is even I’m passionate about equality and more important. Inclusive leaders creating a more inclusive world. I help employees to experience those was born and raised in Hamilton, important concepts of uniqueness and Ontario and come from an belongingness – being recognized CEO immigrant family myself. My for their differences, commonalities, parents came to Canada in the and uniqueness helps all employees 1960s, having grown up in India to experience inclusion, reach their full and worked towards their postpotential, and thrive. A more inclusive graduate education in the UK. The workplace results in improved team success of immigrants in Canada citizenship (going above and beyond), is made possible in part by and greater innovation (creative ideas belonging to an inclusive society. on new products/processes/services). I think it is important to share Those are benefits that any organization this message with others and can get behind. help individuals, organizations, FEMALE CEO and communities think about WHAT CAN EMPLOYEES how to create a more inclusive DO ABOUT UNCONSCIOUS world. BIAS? One of the most important things we can WHAT DOES all do in addressing bias is to intentionally UNCONSCIOUS BIAS become more inclusive in the way in MEAN? which we act and interact with the Bias is a prejudice in favour of, or world around us. You can take some against, an individual or group, very practical steps to demonstrate compared with another – usually these inclusive leadership behaviours. in a way that is considered to be For example, 1) Start with You: Engage AFRICANunfair. Biases can be conscious in critical self-reflection. Hold yourself AMERICAN (explicit), or unconscious accountable for recognizing biases CEO (implicit). Unconscious biases and pushing back against your own are social stereotypes about groups that biases before asking others to do the individuals form outside their own conscious same. Share your own stories of vulnerability, awareness. Triggered by our brain, we make learning, and growth. Be the first to uncover quick judgments and assessments of people and role model those behaviours to others. 2) 10 HR UPDATE SPRING 2016
Learn More: Ask questions to understand the root causes of biases. What forms of bias are occurring? What forms of covering are occurring? How do they affect you, your colleagues and teams, your workplace, and your business? 3) Take Risks on Others: Give others – particularly those who are different from you – a chance. Be open to learning from them as much as they can expect to learn from you. Intentionally mentor individuals who are not like you. When you see others engaging in biased behaviours, politely call out their misstep and suggesting constructive alternate ways of thinking.
WHAT LED YOU TO GET INVOLVED WITH RAISING AWARENESS ABOUT UNCONSCIOUS BIAS?
Bias is a prejudice in favour of, or against, an individual or group, compared with another – usually in a way that is considered to be unfair. Biases can be conscious (explicit), or unconscious (implicit). Unconscious biases are social stereotypes about groups that individuals form outside their own conscious awareness.
Passion for equality. While there is much progress in creating more diverse and inclusive workplaces, women and diverse groups continue to be underrepresented at the top levels in Canadian business. As a female visible minority in Canada, I have grown up with experiences of being an ‘other’ all around me –– we can all have the experience of being an ‘other’ in environments where we are not like the standard, normative group. I’m also a former practicing lawyer, and have worked as a research associate for the Pay Equity Task Force in Ottawa. I have witnessed disparity between men, women, and diverse groups entering firms at equal levels and advancing to top echelons at different rates. Conducting research on pay equity with a team of individuals from different backgrounds helped me to observe the way in which a group of individuals coming together can create change on important issues – this inspired me to do more, and these experiences also influenced my decision to shift gears and work with Catalyst. I want to see fewer women, girls, and diverse groups experiencing being an ‘other’ – it’s important to me to help create and be part of a more inclusive world.
WHAT DOES THE FUTURE LOOK LIKE IN THIS AREA? I think there’s an appetite for change and greater inclusion in the current business climate – both in Canada and globally. I recently had the opportunity to spend some time with Catalyst supporters in Sydney and Melbourne, and found a similar strong momentum for change in Australia. The need for greater inclusion is not a gender issue; it’s a global talent issue. I’m encouraged by the momentum I am seeing and will continue to connect, engage, and inspire leaders to create change and drive impact.
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“If you don’t like something, change it.
Burnout – A Call for Dialogue and Innovation
L
ike 60% of Canadians, Sophie’s* work was the main cause of her stress. Sophie was determined to use all of her talents to the best of her ability. After all, she worked very hard to get to where she was. Sophie wanted to succeed at her career. She wanted her employer to know how passionate and enthusiastic she was about the job and her responsibilities. The employer was all too keen to see Sophie take on more roles and responsibilities for essentially the same pay. As the business environment was sluggish, Sophie’s employer didn’t take on as many interns and stopped hiring additional staff. There’s a normal turnover rate in all organizations, and so those who retired or left for other work weren’t replaced. It wasn’t long before each department was feeling the strain of being short staffed. Those, like Sophie, who continued to work at the company, wanted to see the business pull through the recession. The more Sophie gave to the company, the more she was exhibiting symptoms of burnout. Burnouts occur when employees consistently stretch their stress levels and don’t give themselves time to recover. They take on more and more responsibilities with the same or fewer resources to carry them out. Their world shrinks away from friends and family and non-work activities to only include work. To an outsider, the person experiencing a burnout may seem to be on top of their game and the rising star of the company. To the person experiencing the burnout, it is often not obvious that they are increasingly unable to cope with stress, long hours, more responsibility, and greater challenges or problems to solve. Employers tend to favour these scenarios because it appears that Sophie is an extremely productive employee. And in fact, she is. For employers, this means they don’t require additional employees, and they can reduce short-term costs. However, employers neglect to see the medium and long-term costs of establishing an environment in which burnouts occur. Highly productive and engaged employees like Sophie will crash. They will reach a point where their mental and physical health can no longer
If you can’t change it, change your attitude.” — MAYA ANGELOU
and productivity, employers can start a new conversation with employees surrounding burnout and stress. Encouraging the conversation will help engage employees, bring to light different perspectives and solutions, and will empower colleagues to offer solutions on how the company can (re)align itself to make full use of everyone’s talents and abilities. Here are some topics that can help facilitate the conversations: •
How can the workplace reinforce healthy habits and behaviours?
•
How can leaders encourage ideas and dialogue with all employees to identify sticky points before they become catastrophes? • How can leaders trust employees to approach them when stress loads are becoming problematic? • Are employees regularly informed of existing HR policies? Do employees understand these policies? • What are some of the major stresses in the workplace? What causes them? How can processes be adjusted to smooth out workflow and workload? • Which talents, skills, and abilities are being underutilized, and how can the workplace change to make better use of employees’ totality of skills? • What are some opportunities for individual and team leadership? How should decision-making be decentralized to optimize results, while reducing stress? • What innovations can maintain high engagement and productivity while maintaining healthy stress levels?
People experiencing burnout often suffer from depression, anxiety, sleep disturbances, and exhaustion. cope with the high levels of stress. People experiencing burnout often suffer from depression, anxiety, sleep disturbances, and exhaustion. They become extremely cynical and can poison workplace morale – they feel inadequate and have lowered immune responses. These symptoms combine to hamstring the former top-performer’s ability to produce and create. They crash. Knowing that there is a strong relationship between employee well-being
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Creating a culture of care in which employees understand that their well-being is at the centre of the organization’s concerns requires ongoing discussions and reviews of processes, workflows, and practices. The questions above are to guide an ongoing conversation, not a quick chat. By creating and maintaining the dialogue, employers can tackle many sticky issues: costs of employee turnovers and employee burnout, fostering a positive workplace culture, and addressing lagging productivity. *Fictitious name http://www.statcan.gc.ca/pub/11008-x/2011002/article/ 11562-eng.htm#a4 Renée Gendron is CEO of Vitae Dynamics Inc. in Ottawa.
JANET SPENCE, CPM, THE CANADIAN PAYROLL ASSOCIATION
Manager, Compliance Services & Programs
Insights into the best practices of the World’s Most Admired Companies and Best Companies for Leadership
‘Special’ Employee Payments Need Special Treatment by Payroll and HR: From Severance to Bonuses, Special Payroll Seminar Shows You How to Handle Unique Employee Situations Q: What’s so special about special payments? A: Payroll is rarely straightforward; practitioners who administer payroll are consistently responsible not only for managing employee pay, but also special payments that fall outside the norm of the payroll cycle. When it comes to special payments, every organization is unique. Special payments cover a host of payment exceptions including employee bonuses, severance pay, workers’ compensation topups, death and retirement benefits, to name a few. Also included are payments that cover employees when they’re away from the office for planned or un-planned absences like vacation, sickness and parental leave. Q: Why should employers, payroll and HR practitioners care about special payments? A: The volume and complexity of special payments is significant, and with that comes the potential risk of errors. In fact, the CRA’s annual list of commonly requested adjustments consistently finds that certain special payments such as bonuses, commissions and directors’ fees rank near the top of the list for requested adjustments as a result of incorrect reporting by the employer. The administration of special payments within an organization depends on numerous factors including federal and provincial legislation, collective agreements, employer policies and employee behavior and circumstances. Successfully navigating these challenges requires cooperation and knowledge-sharing between management, human resources and payroll. It also requires training.
WWW.PAYROLL.CA SPRING 2016 HR UPDATE 11
10 HRPA /27 Ottawa Law Conference /16 OTTAWA CONFERENCE AND EVENT CENTRE, 200 COVENTRY ROAD, OTTAWA
FIRST, PAY ATTENTION TO PEOPLE. Ask questions. Become infinitely curious about people. If necessary, start your sentences silently in your head with “I’m really curious about…” or “I’d love to know more about…”
LISTEN TO WORDS AND TONE. Stephen Covey, the 7 Habits author, famously said: “Most people do not listen with the intent to understand; they listen with the intent to reply.” Start listening to understand.
LEAD THE TEAM, BUT ENGAGE INDIVIDUALS. Pay attention to each person and adapt your leadership style to each team member. Consider each member of your team, individually. Ask yourself: How quickly do they respond to a question? Are they methodical and contemplative, or do they jump in with answers? If they’re methodical, slow yourself down to engage more. If they’re responsive, could you speed up and feel more urgency? Do they focus more on goals and deadlines or how others will react or feel? If they’re goal-driven, can you focus on goals and less on the process of getting to the goal? If they’re peopledriven, do you ask them to share concerns about people before you dive in to your goal? Does a change of plans excite or frustrate them? If they prefer predictable structure, are you able to keep the pace, while avoiding last minute changes? Are they matter-of-fact or are they storytellers? Storytellers may need you to slow down before getting down to business. work, it’s not unusual to hear just as many A tough exercise that could mean answer with: looking at the world differently. “I hate the constant change; never In a workshop, we asked leaders to knowing what comes next; a new challenge think about their best ways to motivate every day.” people, and then consider how these Imagine these folks applying the Golden might be demotivating to others. One Rule as they work together. Challenges will exceptional, outgoing and socially driven erupt because they view the world differently leader couldn’t imagine how her example and have different motivations. – recognizing people publicly for good Picture an amiable, outgoing and work – would de-motivate anyone. “chatty” leader applying the Golden Rule. A couple of her colleagues in the Rather than motivating and inspiring workshop, with prompting, shared that them, their approach may be frustrating or they feel embarrassed and singled out annoying. Instead, we need to pick up on unnecessarily by public recognition; they each other’s cues and adapt to one another. would much rather be recognized quietly While you may recognize this as one of one-to-one. the keys for Emotional Intelligence, it’s also quite contrary to the Golden Rule. It DITCH THE GOLDEN means knowing your own behaviour type, RULE TO IMPROVE OUR preferences, motivations, and stressors, WORKPLACES. and then figuring out other peoples’ types Tailoring how we interact with others and adapting, even slightly, to work well boosts our relationships. Imagine together. the impact in workplaces, volunteer A theory first developed by a fascinating activities, and at home if we all did this. and brilliant man named William Moulton While saying the Golden Rule is wrong Marston got us identifying and talking about seems counterintuitive, we propose human behaviour types. Many assessment counterintuitive leadership thinking will tools are based on his work. Some are quite change our workplaces for the better. amazing, including the one we now use in our firm – Everything DiSC. However, Patrick O’Reilly is a Certified even before using an assessment tool, you Executive Coach and President (or your client) can start building better of Padraig Coaching & relationships by ditching the Golden Rule. Consulting Inc.
What’s Wrong with the Golden Rule? T
he Golden Rule, “Do unto others as you would have them do unto you,” or something comparable exists in almost every culture on Earth. But following this rule in workplaces makes things much more difficult for everyone – leaders, colleagues, and teams – and that means we’re underperforming. I recently gave a TEDx talk and shared how as a leader, my perfectionist tendencies and deadline driven goals fueled me to get to the goal (do it right and on time!) so we can get to the next one. It may be obvious why applying the Golden Rule to my teams and colleagues wasn’t always helpful. But, what if you (or a leader who is your client) are not a “Type-A” leader, but prefer a team approach or tend to seek consensus? Or maybe you are the detail-oriented person who wishes everyone would let you develop helpful processes and procedures? Some of those characteristics are things we appreciate in the workplace, but good traits can become bad if applied too strongly or if they frustrate others. Helping your clients understand that some people see the world differently than they do can be challenging. For example, when I ask new clients what they love about their work, many answer by saying: “I love the constant change; never knowing what comes next; a new challenge every day.” But when I ask what they hate about their 12 HR UPDATE SPRING 2016
Improving Productivity Through Yoga
O
rganizations are increasingly recognizing the benefits of yoga as a way to improve the physical and mental wellbeing of their employees. A 15-minute yoga session offered to employees can re-energize the body in ways few exercises can. Employees feel relaxed and ready to tackle their tasks with renewed enthusiasm. Some major companies have incorporated yoga into their workplaces as a way to derive the benefits of this ancient art.
HOW YOGA BENEFITS THE BODY AND MIND Sitting for prolonged periods of time in a corporate setting can take its toll on the health and productivity of employees. Remaining stationary in one position can throw the body out of balance, resulting in pain in different areas such as the back, shoulders, hips, and knees. Yoga is an excellent tool to assist in the process of bringing the body into a more balanced state by relaxing and calming some of the overworked areas of the body, while strengthening and activating some of the weaker parts. Simple breathing exercises in yoga have a similar effect on an overworked mind, allowing it to relax by focusing on each inhalation and exhalation. Just 15 minutes of yoga can have a tremendous effect on both body and mind. It can relieve neck and back strain, contribute to better posture and flexibility, and reduce work related injuries caused by repetitive motion. In-house workplace yoga classes are a
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convenient way for employees to allocate time during their day to improve their physical and mental health. Employers are discovering that this corporate benefit is a cost-effective way to promote a more positive work environment where employees can interact with colleagues in a casual and rewarding setting. Such interactions promote teamwork and improve self-esteem and morale, thereby increasing employees’ ability to cope with workplace stresses.
THE SCIENCE BEHIND YOGA Studies at the Boston University School of Medicine have demonstrated a link between yoga and increased Gammaaminobutyric acid (GABA) levels in the brain. GABA is a chemical messenger produced in the brain capable of neutralizing any extra adrenaline, and is thought to control stress and anxiety when neurons are overexcited. This increased level of GABA in the body resulting from yoga is believed to induce relaxation, reduce stress, and increase alertness.
WHAT YOU NEED TO START How does an employer integrate in-house yoga classes into the workplace? The following are some suggested steps: Determine the desired setting for your organization – for example, whether you have a dedicated space such as a boardroom, or wish to have your employees remain at their workstation. Establish an appropriate schedule for your company which can range from 15
minutes during a morning or afternoon coffee break, to a 30 minute session at lunch or outside work hours. Find a suitable yoga instructor for your work environment. When choosing a yoga instructor, look for accredited certification and certain critical attributes which include: A PASSION FOR YOGA – someone who regards yoga as a way to improve mind and body; and who is able to convey that feeling to others; EXPERIENCE – a seasoned instructor who is able to teach yoga in a safe and effective manner; KNOWLEDGEABLE – someone who can adapt variations in yoga postures for people with injuries or physical limitations; PERSONALITY AND ENTHUSIASM – an instructor who can readily connect with your employees and command their attention; SENSIBILITY – someone who can adapt his/her teaching style based on the age and level of proficiency of the employees; and TEMPERAMENT – someone who can create a relaxed and peaceful environment so as to maximize the overall experience. Work with the yoga instructor to design an in-house yoga class program that aligns with your organization’s needs. Communicate to all employees about this new corporate benefit and encourage participation.
Advancing the Professional Practice of Compensation, Benefits and Total Rewards Vist www.ottawarewards.org/education-and-certification to learn about upcoming events, educational opportunities, and certification courses. General information: info@ottawarewards.org Membership questions: membership@ottawarewards.org
Jonny Belinko is a yoga teacher based in Toronto. He may be reached via email at jonnybelinko@gmail.com.
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Conference Board Webinars Are the Solution. Our webinars are a cost-effective way to stay on top of emerging issues and best practices. We provide: • individual prices and group rates for all live sessions • access to the recording you can share with your entire organization Check out our webinar calendar. Go to cbocwebinars.ca for a complete listing.
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hrpaottawa.ca Strategies to Avoid Getting a Human Rights Application, and How to Respond if You Do
P
rovincially regulated employers operating in Ontario must comply with the Ontario Human Rights Code. Knowing your obligations under the Code, and implementing best practices for ensuring compliance, can help to prevent human rights complaints. Knowing how to respond and understanding the process will assist you if you do receive an application.
EMPLOYERS’ CODE OBLIGATIONS The purpose of the Code is the provision of equal rights and opportunities to all, without discrimination, based on prohibited grounds: • • • • • • • • • • • • • • • •
Race Ancestry Place of origin Colour Ethnic origin Citizenship Creed Sex Sexual orientation Gender identity Gender expression Age Record of offences Marital status Family status Disability
The Code’s protection of equal treatment with respect to employment extends to every facet of the employment relationship, from recruitment and screening to promotion, discipline, and dismissal. If a workplace policy or decision has the effect of treating a group of employees or an individual employee differently on the basis of a Code ground, the Code will be violated, regardless of the intent.
AVOIDING A CODE VIOLATION Employers should take the following steps to ensure compliance with the Code in the workplace: • Consider human rights obligations at every stage of the employment relationship; • Create an internal policy regarding human rights which includes an internal complaint process; • Ensure that internal practices and procedures comply with the Code; • Generate awareness of human rights in the workplace; and • Foster an inclusive and respectful workplace. In addition, employers should respond to accommodation requests in a timely manner, keeping in mind that during the accommodation process: • The employer is required to take all reasonable measures to accommodate, to the point of undue hardship; and • The employer and employee (and the union, if applicable) should work together to develop appropriate
Ottawa’s Go-to Training Provider for over 30 Years accommodation measures. Accommodation may involve making changes to an employee’s duties or hours of work, to the distribution of duties amongst employees, or to the workplace itself.
IF YOU RECEIVE A COMPLAINT As a named respondent, the employer must respond to the application by the deadline set out in the application (within 35 days of the date the application was sent by the Tribunal). The employer should involve experienced legal counsel as the application is received. In order to facilitate the preparation of the response, the employer should: • • •
•
Gather all relevant information and documentation, including the complete employee file; Identify, and possibly interview, potential witnesses; Provide a timeline and outline of the employer’s version of events as well as specific responses to the allegations made by the applicant; and Consider all preliminary and jurisdictional issues that should be raised.
Employers who wish to prepare their own response should review the Respondent’s Guide that is sent with the application and provide their draft response to legal counsel for review.
NEXT STEPS Once the Tribunal receives the response and any further reply from the applicant, it will
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provide further directions. The Tribunal may direct the parties as to the process to address any preliminary issues raised by the parties or by the Tribunal. If the parties agree to a mediation, a mediation date will be set. If the parties do not agree to mediate, or if the mediation is not successful, then the Tribunal will set a hearing date. Prior to the hearing date, both parties must: •
•
Exchange copies of all arguably relevant documents within 21 days of receiving instructions from the Tribunal; and Provide witness statements and all documents on which they intend to rely at least 45 days prior to the hearing.
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AT THE HEARING Any remaining or new preliminary matters will be addressed at the outset of the hearing. Each party will call its witnesses to provide evidence. The opposing party will have an opportunity to cross-examine each witness. Both parties may make legal arguments. Depending on the issues and the number of witnesses, the hearing may take several days. The Tribunal’s decision will be provided in writing after the hearing. [i] Although the process for federallyregulated employers is different, the recommendations as to how to avoid a violation apply equally. Forms and Guides are available at http://www.sjto.gov.on.ca/hrto/ forms-filing/ Kecia Podetz is a Partner with Emond Harnden LLP in Ottawa.
Contact Sophie for more info: Tel: 613-234-2020, ext. 21 Email: sgouedard@pmctraining.com
www.pmctraining.com SPRING 2016 HR UPDATE 15
Contributors wanted! For individuals interested in contributing, articles must be submitted via email to updatemagazine@ hrpaottawa.ca by no later than October 5, 2016.
Specifications: Article Format 3 Articles must be sent in either .doc or. docx format
Headshots
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Identifying and Retaining the Best Supply Chain Workforce
I
n the past decade, the supply chain management field has undergone rapid change and growth. Technology and globalization have changed both the skillset and toolkit required to be an effective supply chain professional. Those pursuing supply chain careers need to understand not only their organization’s supply chain, but also those of their customers, vendors, and suppliers. Few business functions require this vast range of expertise, and employers are making significant investments in training to adapt. All of this growth has resulted in a substantial talent gap. Some sources estimate that up to five percent of currently open supply chain positions are unfilled due to a shortage of suitable candidates. Frequently, this focuses conversations on educating students and recent graduates about the job market, encouraging them to pursue supply chain careers, or creating better college and graduate level programs to support this career path. There is one angle that is often ignored – hiring and retention. It is important that human resources professionals use specific strategies to find and retain qualified individuals, a process that has become increasingly challenging. Here are a few actionable steps that organizations can implement to attract fresh talent today, and keep employees engaged tomorrow, and into the future.
ATTRACTING THE MOST QUALIFIED TALENT Focus on the individual’s career path. Organizations should define and articulate the career opportunities available across the business. Opportunities for career advancement in supply chain are vast, and 16 HR UPDATE SPRING 2016
provide an atmosphere for ongoing and consistent learning. Candidates will be engaged more easily if they can envision their career trajectory. Prioritize recruiting. In many organizations, recruiting of, and networking with, prospective employees, is simply not a priority until the business need arises. If companies make searching for employees an ongoing process, however, it will be easier to access a pool of potential talent when a need arises. To attract millennials, make it easy for entry-level candidates to find your organization online, and engage with potential recruits by initiating a dialogue via social-media channels. Hire smart. Look for candidates who have demonstrated an ongoing commitment to their personal and professional development. Individuals who have industry certifications or standing memberships with associations are often going to yield ambitious and dedicated employees. Hiring exceptional talent is only a part of the HR labyrinth. Keeping them engaged is an equally important path through the maze.
RETAINING THE BEST EMPLOYEES Emphasize training and learning opportunities. In order to maintain success into the future, organizations need to innovate. Without ongoing education and training opportunities for your workforce, your employees become stagnant and so does your business. Encouraging employees to develop professionally, and making it easy to do so, builds employee loyalty while strengthening your workforce. Highlight mentorship instead of managers. Whether through an official
program or informal support, mentorship is key to retaining talent and encouraging individual and professional growth. Mentorship programs create a platform for collaboration and understanding between employees at different levels and career stages. This sharing of the existing corporate knowledge base engages both the mentor and the mentored. Embrace diversity. Diversity is healthy for companies. It brings people of varying points of view and backgrounds together, and expands the organization’s knowledge base. By taking the time to review retention programs, companies can improve on the existing (or non-existing) approaches to diversity. All organizations should have programs in place to foster and develop a diverse employee base. Supply chain management is an exciting field and opportunities are abundant for those who desire a career in the sector. To ensure the profession continues to progress, however, the talent gap must shrink, and organizations need to be more proactive about communicating the benefits of supply chain careers. Human Resources professionals should be creative about where they source talent, and create an environment where they will want to grow with the enterprise. The result will be a skilled, stable, and motivated workforce, as well as improved business operations. Tim Frank is President of the APICS Ottawa Chapter. APICS is the premier professional association for supply chain and operations management. For more information, visit www.apicsottawa.org.
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“They always say time changes things, but you actually have to change them yourself.” — ANDY WARHOL
Designation Committee Update
HELEN LANCTOT,
B.A., LL.B., B.C.L.
Lawyer and workplace investigator with Margaret Michaels HRC.
I
t has been a year of changes on the Designation Committee! We started the year with the usual CKE information session in September that provided tips and tricks on how to prepare for the CKE. However, with the new designations and certification framework, the session was expanded to incorporate the differences between the CKE 1 and CKE 2, as well as information on designation changes. As many of you are aware, there are now three core HR professional designations that HRPA Ottawa members can work towards. These include the CHRP for members at the entry level; CHRL for members at the professional level, and CHRE for members at the executive level. At last count, there were 113 CHRP, 12 CHRL, and 3 CHRE members who wrote and passed the November 2015 exam in the Ottawa Chapter – congratulations! Obtaining your HR designation is no easy task – all members must first successfully pass nine HRPA approved Human Resources courses. These courses cover a wide range of HR topics to ensure each member has a solid foundation of knowledge. Once completed, candidates are eligible to write the CKE 1 and/or CKE 2. From there, a member will be required to meet educational and experience requirements depending on the desired designation. This process can take a lot of time and dedication – but the end result is the achievement of a recognized and respected level of qualification in the field. Since we have now completed the first year of the gradual implementation of the new certification framework, we decided to interview a recent CHRP recipient to hear a first-hand perspective on earning an HR designation. The following is our interview with Caitlin Traynor, Office & HR Manager at Soloway Wright LLP who talked about her journey towards obtaining the CHRP designation.
CAN YOU TELL US A BIT ABOUT YOURSELF? I am a graduate of the Algonquin College post-graduate Human Resources Management program. I have worked in retail management for more than 5 years and recently took over as the Office & HR Manager at Solway Wright LLP. I wrote my exam in June 2015 and received my results in August of the same year. I currently have my CHRP designation, and am working towards the CHRL.
HOW DID YOU KNOW YOU WANTED A CAREER IN HUMAN RESOURCES, AND WHAT PROMPTED YOU TO PURSUE AN HRPA DESIGNATION?
I am conducting interviews as part of a workplace investigation. How can I assess credibility? Does eye contact offer any clues?
I previously worked as a Retail Store Manager and my favourite parts of my role were directly linked to Human Resources. I loved implementing Employment Standards policies, recruiting new employees, and training and development. When I researched how I could apply these to a career, the HRPA website came up immediately. As I researched further, I knew that obtaining my designation would be great for rounding out my experience with pertinent education.
WHAT CHALLENGES DID YOU FACE GOING THROUGH THE CERTIFICATION PROCESS? My greatest challenge was balancing what was required of me to obtain my designation with the needs of my family. I soon realized that scheduled study sessions with other CHRP candidates were incredibly helpful for reviewing the necessary material. The certification process is not one to be taken lightly and has definitely required a lot of my time and attention – but once I had a system in place to ensure I had the time to go through the process, it was manageable and definitely worth it!
HOW DO YOU SEE YOUR DESIGNATION MOVING YOU FORWARD IN YOUR CAREER? I see my designation helping my career progress in two ways. First of all, I know that through HRPA volunteering, professional development credits, and work experience, I will learn and develop as my experience does. Second, as an HRPA member, I have created a network of colleagues that have been incredibly helpful in helping me foster
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my career and its trajectory. At various Chapter events, we all discuss our roles, successes, and opportunities. I am confident that as my experience and network grows, my career will also.
WHAT PIECE OF ADVICE WOULD YOU GIVE TO FUTURE HR PROFESSIONALS THINKING OF PURSUING THEIR HRPA DESIGNATION? I would strongly advise setting up a study plan and sticking to it. This, along with finding study buddies was what helped me pass my exam. There is a lot of material to know, so it is important to ensure you give each section the time it requires. I also found the HRwrx prep materials very helpful. The practice exams are timed, you can take the tests multiple times, and it was a great resource to help me get used to the types of questions that would be asked. Even though this past year has been full of changes to the HR designations, more are still expected to come. To stay informed of the certification framework implementation and how it impacts your obtainment of the CHRP, CHRL, or CHRE, continue to review the HRPA website and attend the information sessions. Any specific questions can also be directed to the HRPA Ottawa Chapter Designation Committee members. We look forward to seeing where the new HR designations will take the HR profession in the years to come! The Designation Committee consists of the following individuals: Sharron Caves-Fortin, Melissa Lanigan, Karley Bureau, and Liz Glover.
The eyes have it, in terms of revealing our true thoughts and nature, according to psychological research. Eye contact is one of our most essential, even primal, means of communication. We use it to invite interaction, provide or seek feedback, and stay in sync with our conversational partner, among other things. People who seek eye contact while speaking are seen as more believable and earnest. We tend to feel more comfortable disclosing personal or embarrassing information when we are not making eye contact; for example, when we are adjacent to one another, rather than face-to-face. In general, we make more eye contact with those we see as cooperators than those we identify as competitors. We look more intently at someone we are trying to persuade or influence. A direct gaze may signal interest and attention; it may also indicate threat. Conversely, an averted gaze may signal appeasement. Extroverts tend to look more and longer at their questioners than do introverts. Women tend to look more at their conversational partner than do men. The appropriateness of eye contact varies by culture. The observations above apply to western culture. Elsewhere, direct or prolonged eye contact may be considered rude, depending on the relationship or relative status of the parties. Women may be socialized to avoid eye contact with men. Take the time to inform yourself of your interviewee’s cultural context. You may find it useful to keep these ideas in mind when choosing where to sit in relation to your interviewee, when to make eye contact, and when to lower your own gaze to give your interviewee some psychological ‘space’. Take note of how you and your interviewee exchange eye contact. Helen Lanctot, B.A., LL.B., B.C.L., is a bilingual lawyer who conducts workplace investigations involving discrimination, harassment and other forms of interpersonal conflict. Ms. Lanctot can be reached at Margaret Michaels HRC, an Ottawa based human resources consultancy specializing in workplace investigations. Contact Helen at (613) 608-3954 or Helen@margaretmichaels.com and visit our website: margaretmichaels.com. SPRING 2016 HR UPDATE 17
“Your current circumstances don’t determine where you can go; they merely determine where you start.” — NIDO QUBEIN
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18 HR UPDATE SPRING 2016
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Employers Entitled to Dismiss Probationary Employees without Notice or Reasons
T
he Divisional Court of Ontario has recently confirmed that an employer may terminate a probationary employee during the probation period, provided it acts in good faith in determining the employee’s suitability and ability to fulfill the requirements of the job. In Nagribianko v. Select Wine Merchants Ltd., the employee had entered into an employment agreement with the employer that provided for a probationary period of six months. The employer terminated the employee’s employment within the six month probation period because it had concluded that the employee was “unsuitable for regular employment.” Shortly thereafter, the employee commenced an action against the employer seeking damages for wrongful dismissal. The evidence at trial was that the employer’s employee handbook – which was incorporated by reference into the employment contract, provided that the employer could terminate an employee’s employment during the probationary period upon providing written notice or payment in lieu under the Employment Standards Act, 2000 (ESA). The trial judge accepted the employee’s argument that, at the time the employment agreement was signed, he did not receive a copy of the employer’s employee handbook. Further, the judge held that that the meaning
of probation was not clear on the face of the contract and relied on the employee’s subjective understanding of the term probation. In determining damages in lieu of notice, the judge found that the employer had induced the employee to come work for the employer. The employee was ultimately awarded damages based on a notice period of four months. On appeal by the employer, the Divisional Court held that the trial judge had erred in law in failing to recognize that the employment of a probationary employee is different in nature from that of a non-probationary employee. Rather, when interpreting a contract, the Court held that: “[…] the question the Court should ask is what reasonable persons in the same circumstances as the parties would have understood the contract to mean. The subjective intent of the parties is irrelevant.” A reasonable person in the same circumstances as the employee, the Court stated, would have understood the term “probation” to mean a period of tentative employment during which the employer may determine the employee’s suitability. In this case, the employee’s subjective belief was that the employer would find him to be a suitable employee but, as the Court noted, “[…] a reasonable person in those circumstances would also have understood that that might
not happen.” The Court held that the standard for dismissal from probationary employment is suitability, which includes considerations of the employee’s character, ability to work with others, and ability to meet the employer’s present and future standards. The Court held that, where the employment of a probationary employee has been terminated for unsuitability, the employer’s judgment and discretion in the matter cannot be questioned. All that is required is that the employer show that it acted fairly in determining the probationary employee was suitable and that he/she was given a fair opportunity to demonstrate his/ her ability. In the absence of bad faith, an employer is entitled to dismiss a probationary employee without notice and without giving reasons, provided they have an ESA-compliant termination clause and the employee’s probation period is three months or less. Where the probationary period is longer than three months, notice of termination must be provided, but will still be very limited where an ESA-compliant termination provision is in place. Also worth noting is the fact that the Court held that the trial judge erred in law in failing to enforce the clear terms of the contract, which made reference to a probation period
of six months. It was not necessary for the employee to refer to the employee handbook to know that his employment was subject to a six month probationary period. Finally, regarding the allegation of inducement, the Court held that, “[…] probationary employment, on its face and by its nature, is inconsistent with any inducement or promise of long-term employment.” A key takeaway from this case is that an employer may terminate employment in good faith during the probationary period, provided its ability to do so is expressly worded in an employment contract signed by the employee, and the employer has provided a fair opportunity for the employee to demonstrate his/her suitability and ability to do the job. Moreover, the case suggests a probationary period may assist employers in defending against claims for inducement. As with non-probationary employment terminations, in order to limit their notice pay obligations to the statutory minimums, employers must ensure they have in place enforceable employment contracts which include an ESA-compliant termination provision. Alanna Twohey is an Associate at Bird Richard, a management-side labour and employment law firm in Ottawa.
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