HRIQ0309_L

Fall 2009

HR

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What is a PEO, page 15 Establish Sound Legal Footing, page 39

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contents

Fall 2009 2008-2009 BOARD OF DIRECTORS Claudia Verburgh, CHRP President

(780) 464-1962

David Knudson, CHRP Past-President

(403) 268-2126

Myles Morris, CHRP Treasurer

(780) 422-0766

Angèle Mullins, CHRP Secretary

(403) 294-3639

Patricia Cobbledick, CHRP Director representing WBHRMA

(780) 790-6152

Todd den Engelsen, CHRP Director representing CAHRMA

(403) 347-9727

Linda Karlson, CHRP Director representing PRHRMA

(780) 624-7088

Kathy Randall, CHRP Director

(403) 560-8574

Connie Scott, CHRP Director representing HRMAE

(780) 422-5335

Phillip Wong, CHRP Director

(780) 412-3898

features

Heather Yewchuk, CHRP Director

(780) 410-5622

What is a PEO?

Phone: (403) 209-2420 • Toll Free: 1 (800) 668-6125 Fax: (403) 209-2401 • Toll Free: 1 (866) 443-1956 Office email: info@hria.ca • Website: www.hria.ca MEMBER ASSOCIATIONS Central Alberta Human Resources Management Association (CAHRMA)

Human Resources Management Association of Lethbridge (HRMAL)

Peace Regional Human Resources Management Association (PRHRMA)

Wood Buffalo Human Resources Management Association (WBHRMA)

Human Resources Management Association of Edmonton (HRMAE)

Volume 11, Number 3

association news HRIA President’s Message

By Claudia Verburgh

7

9

HRIA Executive Director’s Message

By Nora Molina Membership Has its Privileges

By Monique Chenier HRIA Conference Chair’s Message

By David Knudson

By TriNet

11 13

15

The Performance Framework

By Murray Whitby

Canada’s Training Ground

By Janine Halbesma

17 23

27 Social Networking Meets Recruitment 2.0 33 Making Serious Brand Impact 35 Establish Sound Legal Footing 39 It’s Dialogical 43 The Care and Feeding of Your Team

Published by

By Charmaine Hammond and Michèle Luit

Naylor (Canada), Inc. 100 Sutherland Avenue Winnipeg, MB R2W 3C7 Tel.: (204) 947-0222 • Fax: (204) 947-2047 www.naylor.com Editor: Lyle Fitzsimmons

By Vincent Tsang

By Leslie Davies

Publisher: Robert Phillips Sales Manager: Cathie Filyk Project Manager: Kim Davies Marketing: Zach Swick Publication Director: Norma Walchuk Account Executives: Anook Commandeur, Karen Donston, Meaghen Foden, Wayne Jury, Cheryll Oland, Dawn Stokes, Lana Taylor Layout and Design: Catharine Snell Advertising Art: Christina O’Connor

By Linda Maul

index of advertisers

46

©2009 Naylor (Canada), Inc. All rights reserved. The contents of this publication may not be reproduced by any means, in whole or in part, without the prior written consent of the publisher.

Canadian Publications Mail Agreement #40064978 Published September 2009/HRI-Q0309/8724

NETWORK

Fall 2009

5

association news

HRIA President’s Message

By Claudia Verburgh, CHRP, CMC

Maximizing Resources

As human resources

practitioners, we know people are critical to the success of every organization. But not every organization has the luxury of a team of HR experts to help achieve its “people” objectives. This issue of Network focuses on information for smaller organizations that may not have an HR department and may not even have HR personnel.

Experts have provided articles outlining tactics for smaller organizations with outsourced HR services, as well as how to train, lead and manage staff in a small business. You’ll also learn how the HRIA can assist these organizations in improving HR practices. And we’ve included legal “should knows” and related HR Web links that will further help smaller organizations maximize the value of their people resources.

Collaboration: The Reality Today Thank you to everyone who participated in the recent vote to move ahead with implementation of Collaboration. We had an excellent number of respondents and we are pleased to report that 93.2 percent of HRIA members voted in favour of the proposed Collaboration model. In addition, all participating regions have voted in favour of moving forward with implementation as well. The staff at HRIA has been anticipating and preparing for implementation for some time and is ready to begin making this a reality.

In addition to our recent announcement that Nora Molina, MBA, has joined HRIA as executive director, we have several other exciting staffing announcements. Learn more in the Executive Director’s Message on page 9 as Nora builds our administrative infrastructure to support the needs of our members and prepare HRIA for the road ahead.

Elections, AGM and 25th Anniversary Celebration The staff is also preparing for several other activities. Be sure to take time to participate in the democratic process and elect new board members and attend the Annual General Meeting on Oct. 1 in Calgary. This event will include a celebration of the HRIA’s 25th anniversary – a once-in-a-career event. Look forward to seeing you there!

As always, I welcome your ideas, comments or questions to president@hria.ca. ■

NETWORK

Fall 2009

7

Shaping Talent Leaders in Alberta Reserve your space this Fall at these practical programs from Queen’s IRC, now in Alberta: Organizational Design (Oct. 13-15, 2009: Calgary) Is your organization shapeshifting? Help your team navigate and remap the org chart. Select the right design and most effective approach to rethink grouping, linkages and structure.

Dispute Resolution Skills (Nov. 29-Dec 4, 2009: Banff) Need to foster a climate that encourages problem solving and communication? Develop the skills to resolve conflicts within your organization before they become costly grievance hearings.

Call toll-free: 1-888-858-7838 Visit us at: irc.queensu.ca

Current HRIA members will receive a 10% discount on these program registrations.

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NETWORK Fall 2009 7/18/09 2:11:13 PM

association news

HRIA Executive Director’s Message

By Nora Molina, MBA

The More Things Change…

Although I’ve been

on staff only a short time, it is clear to see the team at HRIA – both staff and board members – is extremely committed to advancing the human resources profession and providing exceptional service to HRIA members.

I have spent the past 10 years working in association management with the Certified General Accountants and it may or may not be surprising to you that the same issues and challenges face both organizations: increasing demand for the brand, servicing a growing membership, understanding member needs, developing programs to meet those needs and raising the profile and reputation of the brand in the business community.

There are more individuals today pursuing the CHRP designation than ever before, reinforcing the fact that the CHRP designation is in demand both by those choosing to be associates and by employers preferring to hire the CHRPs. Business members are also increasingly demonstrating the relevance and benefit of membership with HRIA. On the staff front – a huge thank you and a sad farewell goes out to Ona Stanton, who recently left HRIA for sunny skies and shimmering lakes in southern BC. Many of you know Ona well and we know you will join us in wishing her and her family all the best in their relocation. We are pleased to welcome Esther Kim, manager, member relations, who has taken over Ona’s role in a restructured capacity, as well as Ioana Giurca, who replaced Pat Graw as our financial accountant.

The staff will be extremely busy this fall working with regional associations and implementing Collaboration initiatives. The staff at HRIA is pleased to support members in this capacity and we believe the new model will provide improved service to all those in HR across the province.

Being new to the HR profession, I expect to learn a few things about the issues you are facing as HR professionals. I do know this year has been a demanding one and I look forward to hearing from you on how HRIA can continue to meet your needs.

I welcome your questions or comments at nmolina@hria.ca. ■

NETWORK

Fall 2009

9

Create new possibilities for the future Experience our Leadership Development programs What’s your leadership challenge?

Explore creative ideas and innovative solutions in an inspiring setting About Leadership Development at The Banff Centre We offer public programs and custom solutions for emerging to senior-level leaders and decision makers in the corporate, government, Aboriginal, arts, and non-profit sectors.

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7/23/09 4:49:58 PM

NETWORK Fall 2009 10/24/07 8:18:05 PM

association news

HRIA Membership has its Privileges Becoming more involved can be an instant career catalyst

By Monique Chenier

Want to kick your career up a notch? It’s simple: maximize your membership with HRIA. More and more people are asking questions about association membership. What are the benefits of belonging to a professional association? What is the value of my membership? It’s one thing to read a list of benefits like the one at www.hria.ca/hria/membership/benefits.aspx, but what does it really mean to an individual human resources professional?

We’ve all heard the adage, “you only get from something what you put into it,” and that couldn’t be more true about how you take advantage of the benefits of your professional association. Just writing on your resume that you are an HRIA member doesn’t provide you, your employer or your clients with any benefit. The real value comes when you participate as an active, engaged member to give back to your profession. It’s only then that you start reaping the rewards of lifelong learning, building your career and growing your business.

How can your career benefit from membership with HRIA? Members of the Human Resources Institute of Alberta can take advantage of diverse opportunities on both a local and national level.

BUILD YOUR CAREER • Network with a diverse group of HR professionals at local events • Join a committee to gain valuable experience and diversify your skill set • Obtain your CHRP designation • Enter a submission in the HRIA Celebrating Excellence Awards Program • Meet the right people – potential employers, potential employees, potential clients • Participate as a local or national director to develop your leadership skills

LEARN • Learn from featured speakers at local professional development events • Read the quarterly member magazine, Network, and the monthly e-newsletter, HRIA E-source • Participate in or initiate a workshop, seminar or lunch & learn in your area of expertise

NETWORK

Fall 2009

• Ask for guidance from other members • Participate in the annual Alberta HR Conference as a delegate, speaker, exhibitor or sponsor • Take advantage of online resources at www.hria.ca and www.cchra.ca

SAVE MONEY • Attend local professional development and social events at reduced member rates • Receive discount on registration fees at the Alberta HR Conference • Free subscription to quarterly member magazine, Network, delivered directly to your mailbox • Negotiated savings through the Advantage Program in areas such as home/life/auto insurance, group purchase discounts and training

GROW YOUR BUSINESS • Attend networking events to meet the right people – potential employees, potential clients, potential suppliers • Source valuable contacts through the online membership directory • Become a sponsor or exhibitor to promote your company to the right target audience • Write an article in your area of expertise for the HRIA E-source newsletter or Network magazine • Volunteer on a committee and meet other members • Give a presentation on your area of expertise at a workshop, seminar or lunch & learn The benefits of membership in professional associations have been demonstrated by accelerated career growth for those who become involved. Ask any senior HRIA member how membership has benefited them. Through the HRIA, you can learn and grow and step up through the ranks professionally much faster than would have been possible without membership.

Don’t just be a member of HRIA, be an engaged and active leader and kick your career up a notch.

■ NOTE: Monique Chenier is partner with Fuse Creative Communications Inc. She has volunteered with numerous industry and professional associations and firmly believes active participation in associations has been one of the catalysts to get her where she is today. Monique can be reached at monique@lightafuse.ca.

11

2010 Alberta HR Conference April 21 + 22, 2010 BMO Centre, Calgary Alberta

MARK YOUR CALENDAR

The Human Resources Institute of Alberta invites you to reserve your time now to participate Alberta’s premier professional development and networking opportunity for HR professionals.

The 5th annual Alberta HR Conference will focus on exploring, encouraging and advancing the strategic value of human resources.

Speakers and delegates will engage in dynamic dialogue about the importance of higher level, big picture thinking. Interactive discussion will reinforce how HR ideas and strategies contribute to the bottom line of any organization.

As the leading HR association in Alberta, we are proud to continue our tradition of leading-edge professional development. We look forward to seeing you in Calgary in April 2010.

Thinking about speaking?

Abstract submissions will be accepted online starting September 1, 2009 Thinking about sponsoring?

Contact Jenny Chapman, HRIA’s Sponsorship & Event Manager, at 403.541.8703 jchapman@hria.ca Thinking about exhibiting?

Exhibitor applications will be accepted online starting October 15, 2009

www.abhrconference.com

www.hria.ca

association news

HRIA Conference Chair’s Message

By David Knudson

As the Human Resources Institute of Alberta celebrates its 25th anniversary as an association, the Alberta HR Conference has begun planning our fifth annual event.

It’s remarkable to think back and appreciate the growth we’ve seen in the last five years. In 2006, we had about 400 delegates and exhibitors. By 2009, attendance had grown to more than 1,000. To realize that degree of growth within the challenging economic environment of the past couple years is a testament to the value this event is delivering.

And this year will certainly continue the tradition of delivering value to HR practitioners of every level and area of expertise.

The conference committee has already begun planning for “Think UP: ideas + strategies = RESULTS” at the BMO Centre (formerly the Calgary Stampede Roundup Centre) on April 21 and 22, 2010 in Calgary. We encourage you to visit our rebranded conference Web site at www.abhrconference.com and subscribe to the RSS feeds that will deliver e-mail updates of speakers, sponsors and exhibitors as they are confirmed.

The fifth annual Alberta HR Conference will focus on exploring, encouraging and advancing the strategic value of human resources. Speakers and delegates will engage in dynamic dialogue about the importance of higher-level, big-picture thinking. Interactive discussion will reinforce how HR ideas and strategies contribute to the bottom line of any organization. I personally look forward to participating in the dialogue and considering other perspectives, which helps us become more strategic in our thought processes and ultimately makes us better human resources practitioners.

Many beneficial and value-added activities are being planned for Think UP 2010, including thought-provoking keynote speakers, a diverse selection of 60- and 90-minute concurrent sessions and a 1-1/2 day tradeshow exhibition.

Organizations interested in sponsoring Alberta’s largest HR conference may contact Jenny Chapman, HRIA’s sponsorship & event manager, at jchapman@hria.ca.

Reserve your participation now as a leading partner in the HR industry – the earlier you come onboard, the more your

NETWORK

Fall 2009

organization benefits from high-profile exposure to Alberta’s HR decision-makers.

The Call for Speakers will open Sept. 1, 2009 and the Call for Exhibitors will open Oct. 15, 2009.

As always, we are expecting online registration to open Dec. 1, 2009. Mark your calendar now so you don’t miss your opportunity to participate in this dynamic event.

As the leading HR association in Alberta, we are proud to continue our tradition of leading-edge professional development. We look forward to seeing you in Calgary in April 2010!

■

Important Dates Thinking about sponsoring?

Contact Jenny Chapman, HRIA’s sponsorship & event manager, at (403) 541-8703 or jchapman@hria.ca

Thinking about speaking?

Abstract submissions will be accepted online starting Sept. 1, 2009

Thinking about exhibiting?

Exhibitor applications will be accepted online starting Oct. 15, 2009

Thinking about attending?

Online registration will be accepted at www.abhrconference.com starting Dec. 1, 2009

13

Mark Toombs, President of Toombs Inc., is pleased to announce the following appointments:

Tracey Lillis, BA, CHRP Senior Vice President

Kathleen Wollenberg, BA, CHRP General Manager, Calgary

Karen Berg Director, Administrative Operations

In her new role as Senior Vice President, and along with guiding the Edmonton operation, Tracey will work closely with the President to develop and implement company plans for growth, including staffing requirements, product development, and strategic acquisition. Tracey has over two decades of experience in career management and transition. This background, combined with hands-on knowledge of business management principles, will assist her as she becomes integrated into her new role, and will continue to allow her to offer excellent advice and support to organizations going through change.

In addition to her current role as Vice President, Career Management Services, Kathleen has been appointed to the role of General Manager for the Calgary office of Toombs Inc. In this role, she will have overall responsibility for the business operations of the Calgary office, including business development, project management and resource planning. Kathleen's tenure in the industry is vast, with over 20 years of experience as a leader in the field of career consulting.

Kathleen joined Toombs Inc. in 2002.

In her new role as Director, Administrative Operations, Karen will lead the development and implementation of operational efficiencies between the Company's four Western Canadian offices, as well as our 23 KWA Partners offices across the country, and will lead the administrative team in the west.

In Calgary, Karen will continue to ensure there are effective operations, in order to respond quickly and efficiently to customer needs. Karen joined Toombs in 2006, holds a Business Administration diploma from SAIT, and has more than 15 years' experience in senior-level administrative management.

Toombs Inc. is a leading provider of Career Management, Coaching and Executive Search, with offices in Calg gary, Edmonton, Red Deer and Vancouver.

www.toombsinc.com 2360 (403) 777-2

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7/24/09 1:31:06 PM

HR professionals from all over Alberta are turning to U of C Continuing Education for…

Deciding what to do next?

The Certiğcate in Human Resource Management— • Courses are available in class, online, or blended, making it possible for you to take this certiğcate from anywhere • A great way to prepare for the Certiğed Human Resources Professional (CHRP) designation Coaching programs including Foundations for Personal Leadership.

• Take this course on its own for the personal leadership and coaching experience, or as a stepping stone to coaching others • Begins and ends with weekend conferences on campus and includes learning activities and teleconferencing with your own Newğeld certiğed personal coach

Learn from experience…

Elizabeth Scott, BSc, MCE, CEC Instructor: Business and Management

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1

403-220-2988 NETWORK Fall 2009 6/17/09 4:26:13 PM

What is a PEO? The Professional Employer Organization model for small, medium-sized businesses

By TriNet

Ever heard the acronym “PEO” and wondered what it meant?

It stands for Professional Employer Organization. PEOs provide small to medium organizations with outsourced human resources services, specifically employment and HR management.

Traditionally, PEOs manage functions such as payroll, employer tax compliance, employee benefits, workers compensation and government compliance, but those services have steadily expanded to include optionals such as talent acquisition, employee training and performance management. However, a PEO is not a staffing company.

An example where a PEO can be valuable is in negotiations with health insurance/benefits providers using the economies of scale. Since a PEO serves large numbers of aggregated employees, it can get benefits at a lower price than a single company – with at most only several hundred people.

PEOs’ unique selling point: HR isn’t your main business The reason for PEOs and their primary selling point is this: You did not enter into business to become a human resources manager. You probably have no interest in contending with payroll, negotiating benefits or worrying how to comply with a litany of government regulations. You entered into business to sell a product or provide a service, serve your members and industry and generate revenue.

But HR is a necessity. What could be better than taking a piece of your business – which although a necessity, is also a distraction – off your plate?

NETWORK

Fall 2009

Especially for professional industries where having top talent is the main asset, the reality is this: PEOs can manage your organization’s HR functions better and more efficiently, allowing you to stay focused on your core mission.

PEOs and the co-employment relationship A PEO works by sharing a tax ID with its customers, which is called a “co-employer” relationship. This arrangement enables a company to transfer many of its key employer responsibilities to the PEO, including aspects of employer-related risk and compliance. A formal Customer Service Agreement specifies the division of responsibilities between the PEO and its customers.

What is co-employment? The three-point relationship Your relationship with your employees consists of simply two points: the organization and your employees. Once your organization enters into a coemployment relationship, a third point is added. Your employees still work for you and you retain complete control over operations, hiring and terminating and building company culture. With the co-employment relationship, many of the other tasks related to administering HR become the responsibility of the PEO. These tasks include administration of payroll and benefits, assisting with employer compliance and other HR services such as workers compensation, reports and metrics, benefits,

funding strategies, policies and handbooks, PTO and leave processing, voluntary benefits such as FSAs and HSAs, and more.

The government recognizes there are two employers in this situation, but for the most part government agencies look at the PEO as being the responsible party for administration and HR, or the Employer of Record. This means your employees’ checks will carry the name of the PEO, though to the rest of the world they are employed by your organization. And if there are any legal problems arising from the HR function, the PEO assumes some of the risk with respect to paying workers, administering payroll and benefits and complying with business regulations.

Is there a downside to co-employment? There can be, if you partner with the wrong PEO. When you use a PEO, you are putting a great deal of trust in another company. You want to make sure to select a PEO with a proven track record, extremely efficient systems and solid financial strength to ensure it will be around for the long term. Using a PEO should be a long-term strategy, not a short-term fix.

■ NOTE: TriNet delivers HR outsourcing services that allow small companies to do what they do best. To learn more visit www.trinet.com or Michael Brophy at (972) 789-3935.

15

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HR PROFESSIONALS. rejoice!

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1

NETWORK Fall 2009 7/22/09 12:31:05 PM

The

Performance

Framework Providing tools for high-end staff productivity

By Murray Whitby

In large organizations, every function has its specialists. In small, owner-operated businesses, the owner is chief everything officer.

NETWORK

Fall 2009

The owner does the strategic planning, negotiates the real estate, secures the capital, undertakes the marketing, makes the sales, manages production, fulfills the orders, creates the customer service experience, performs accounting, monitors the competitive environment, manages the HR function and does anything and everything else needed for the business to thrive. Small business owners are generalists. They are resourceful, and adept at finding the best way to do things in all areas of their business.

Yet when you speak with small business owners, you find two things keep them up at night: 1) competitive pressures in the external environment; and 2) staff issues. On the second point, small business owners speak of relentless staff turnover. They talk about how difficult it is to find staff with the passion and commitment the owners themselves feel for the business. They confide they have staff members who are not “doing their job,” but they are uncomfortable addressing issues for fear of damaging the relationship. And they say they would love to improve overall motivation and performance of staff, but they are not quite sure how to do it – “Maybe I could hold a teambuilding session” or “How about some customer service training?”

17

When you speak with small business owners, you find two things keep them up at night: 1) competitive pressures in the external environment; and 2) staff issues.

Many small business owners have worked in large organizations. They have, as employees, sampled tools and technology from the HR world. They have experienced any number of structured HR systems and processes used by past employers. Unfortunately, programs designed to streamline management in large organizations may not translate well to a small business.

Small business owners’ HR experience lacks context, is often incomplete and is not designed for the small businesses they now run.

What small business owners say they need is a unified strategy to get the best performance possible from their staff.

They don’t want another out-of-context tactic, designed for large organizations.

They need an overarching framework

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“I Added didn’t trealize what wasthe — some ing generous mentality Retaining Yet only employ- “Whenever we with s and next family-friendly has,” way Antunes, at 109 across the year, Conferen said 10 /the es, he TD an economis a distinct workplace bullying, we get a lotBank This is the kind of story happening at theemployer time. I thought looked See Page ONLINE benefits director are common among retiremen ployers ions both da’s ce six of themselv workers in This Board Toronto. national of just organizat Canadian of employers, with part t ture is because, workers forecasts them, Y reandsuch asCanatry.It mature few of retaining maperks top ups for materee group. financiall . provincia human found cent on 12 / FLEXIBILIT y, said. nity leave, on-sitel fitness of ourand practicesa focus 11 per PeoplecenSee Page at “Most while or recruit per cent, walk tres and back-up childmain care. DeSee Page gives policiesin the 1970s attract index by a sign displaying Harper ture workers, 13 / LABOUR sources a labour veloped to attract and try to $700retain plunged fashioned was Stephen at all,” actively were there six per valuable employees,including thesebillion pro- Wall TSX informatio Minister election night a when cent vicewith Street Prime surprised his them. time u, at grams often go above and berecruitmen and not n in bailout that day “I’m leader up” signal won re-electionthrough Benimadhce and HR t, compensa plan. The when the Toronto on yond minimum employment Prem ive Party “thumbs Canada 14. He said tion and impact on U.S. House Sept. 29. The of governan of the people they work with or standards. s the on Oct. must steer .

Conservat employers of Represent Toronto pension but president Calgary whom they work for,” said But while Canada is considhis supporter plans Stock ers in government the opposition atives — couldfrom a prolonged Exchange initially Barnes. “It’s as much about the ered a generous, up-to-date naheadquartminority help from be significan economic rejected a ’s leadership style as it is about tion when it comes to workers’ stronger turmoil with t. downturn the leadership outcomes.” rights and privileges, there are economic — And that leadership spills a few areas where it doesn’t compared over into employee engagement. measure up on the world stage, The twoLikert, a tra“Everybody is just absoluteat least when it comes to legisBY SHANNON by the said Hirsh. test to ly passionate about what they lation. That’s according

BY TODD to a pale test, KLIE types the new rating-scamake a good WOMEN do,” said Ebedes, who visited per by the Institute forHUMBER Health s on these say ditionalstudents to HOLD honestly. IT SARAH Amex as part of the evaluation Council, and Social Policy at McGill UniBY SHANNON KLIE response basically only jobs able dimenWHEELAN their asking and n or answer as looking safe. But sources Canada’s for the award. versity in Montreal that takes knew a per cent in Canada 25 per cent tests in every a psytest wasn’t of IT of American impressio and With it was at it wasn’t couldn’t perfectEx- Hirsh, Unithe job,directed stupid, several NQIcouncil. awards al- human look reat policies EMPLOYEES AT When her LITYaccording of engineeri just The Likert KLIE 11 they’re working at the to ngready couldn’t handle the or that teenager Microsoft looked the order of exworking families in the low- and first day press Canada have a said wideJacob varireroles,in hand, 13 / PERSONA Ottawa-basedstatistics from

BY SHANNON sion,” PhD student into why behind part-time ason line of ity,” she handle the pressure I counter are pursuing Canada Commun Amex has conmiddle-income bracket. ety of options to re- when it comes Informati cellence ENT process See Page the proves so and a work a busy responsib or chology of Toronto. ized quizy at at said. ication themselve would a Canawould tinued remain a careers qualityfew women on “People small-tow always look supportingofa healthy lifestyle — supermar deli and toand technolog managers THE RECRUITM versity a new computer hold “So, basically, ilTechnolo often n Ontario.in in universit Wheelan, s or lose the mask and against hiring pasttelework arm science ket organization and continued to up flexible da as one of the top finishers work opmy bare nick Her y, the But of the in the Canadian gy I quires to see job was a spinning who quit a finger,” s hold s a “faked at software than confront ingthat improve,girls said in Ebedes. many areas concern wellIt’s tions, anonly on-site fitness centre said machines to blade hand operate cruiters n candidate recruiter develope Grade giant that leaves the kind a week later. ing away rather to centre, offer thatfour my superviso “Excellence is a journey, 7 and not found being, butcheese we noticed about wellness It took ty test. l perslicof story Steve cut for customer perfectio resumésand could healthy 8 were qualities her two Ontario’s from work dard where ence courses. personalitraditiona meaMahoney a destination.

They’re notmath doing major areas Canada ismeat and food choices cafeteria, that turnr.” s Proup the practice to an- in the — from their best proof” s. The test , chair other Insurance Workplac that superviso machinesbehind,” courage months in- programs outfits was said Resource it to win awards, lagging health education With they’re doingand really Like and the new of personsciof to highlight to cleanstanto an expected Board e Safety and on (HRPA) between s Human ing his about , of 89,000 interview to impress r — a confront it because they want to run a Martinecleaning Choussard, co-author child care. sonality tests, (WSIB), the unsafe head. for the chic designed back-up Associatithis govern-n use but the butcher dimension tiousness IT jobs shortage bells go atmethod SURVEY three IDIOT-BO shakfive “If “He great organization,” he said. and researcher the institute.

But for the Markham, Ont.stanthe work.

— you lose to five fessionals “Both oppositio made swers Conscien extraver-sures in the — off in PULSE s. n part stupid. looked at dustryEast X BANDIT years,Hospiher tests company, “They that which a finger, Toronto General “(This report) clearly highlights alarm has 4,000 stability, of me like He told in Toronto.even the at areasa recognitio Worker terviewer ty based ality: needs DOBSON the technext wanted head. l aires ...........2 butcher? learning the nature convince g and nsemployer that’s I was MutualPhoto: Melissa me as to find and agreeable tal started following the NQI wherehand policy should employees, there’s more to a Personali Harptomakers me tofoHamelin ordered (Canadianto HR Reporter) develBY SARAH ment emotiona a spinning questionn That’s how to are looking girls a way inlous attitude,” of the that this was new butchers hold my withattention.” options more s’ underlyin pay shortage a anofapple Stephenseveral openness new test, HR designatio sup- than a pretty be a framework than cus their healthy workplace one $35,000 Barnes tosses outside Amex Canada’s headquarters to job, keep five parties the skills dardized candidate sion, tradi- theDavid are open, to one the MINISTER my hand,false moveblade, where all Peterson,and Grail, ridicuBut as action.” ...........5 ? in quality coming and that years ago business when itsaid decided totheir ent made federal tional— health services, in Markham,y,Ont. Amex won the order of excellence and PRIME such s objecWSIB he said. And uncover ty traits was cerness. said Jordan I could Shann to take slice the into his of mySee Page crosoft ABSENT by won’t slice suitKNOWLE affect recruiter move beyond the mandatory director ac- McDavid Barnes, psycholog fingers 8off/ REALITY er’s governm workplace from the National Quality Institute. For a key areaLiberal agenda , rein-a one personali before oped of ofhealthy tolerate.it’s Canada SIGNS s best vice-president and Hirsh, wrist,” Ont. to helpcommunications 14 that or possiblyor more at MiDGE 15 beThe even ambitious with VITAL in creditation for hospitals, said at Amex Canain See promises on Oct. self-emcomplete list of the 21 winners, see page 6. s Mississau posed professor How to but TRANSF Page 11 more faster she said.

by Peterson pick candidate cut my To that vice-president of ga, s to choose help different Klassen, da. r job, out canER Wolf election s, from giving tainly the tax system / CHANGING or positively particula tested Rotstein, faring.....6 to employgeneratio How immigrant end, apart than taking “This was da ran support a weedis a focus candidate ies are access parental program at the hospiThere safely employer tag, said tive plan venting ns communic the machine ed to can’t to makeon employee its first Microsoft asks equally negative instead open minds...... people ing the February (EI) and actually tests are trying price for Canaindi-and communit ty traits, This year it DigiGirlz won the gold Barnes credits employee given out each

by NQI recoga range tween of reployed high the Conserva these whodevelopment, blade taxes inate, and tal. bly should insurance 50 Grade . The company day the way washpersonali ...............2 keep ve, I permodest. a time award for organizational quali-in leadership TION development for nizesmuch world-class wardsn. and atrecognition pronew ment while didates impressio tive The competitio to lowering how their excellence in we probahave.” schools 7 and 8 girls item perspecti 9 DESIGNA s to a The and healthy workplace.invited Amex’s success. quality, customer service and a YOUTH grams award staff and senior benefits reflects was relatively a good of ratingtrait promises an HR example, get onetofor eships.

CHRP The company ty been young fact Wheelan businesse GLOBALfocuses to its in Ontario’s from four fiercer, n has is the tives “From fulfill the areas be“You’ll executives Rank s are MOVEM The headquar framework’s focus on small for apprentic worker healthy workplace. who pay attention to vidual Peel ....15ENT develop- them publishers accordingnever will say,are you? the Mississau Unions on continuous portable they Region ambassad, now a candidate ters How seven.’ in these centive will the Conserva SAY ON PAYga, how documenting improvements hope ment and learning, with high“We’re all responses about how can orsurveys. and it employee sonality. when set their employer n? ................ t to continue of Canada’sof the 2009 to the dustrial technolog to show or with creative of one to made young are with their improve But sights identified used n, the results they and in showing how anyorganiza- Associati potential employees ‘How a scale ganizations “That have all another adds up to Even a especiala variety workers designatio edition AccidentOnt.,-base Should shareholders have adsay on through when they animation And CanadianTop 100 it’s importan can be to inflate impressio nce, ................

Infacing of ways, come cause the economy, this on healthy tion addresses employees’ con- a minoritya for management programs. then recognizing them for asked and workingin which Employers it wouldenvironment on (IAPA), Preventio policies a good to fashion we’re on exec compensation? ......13 n coverage performa finger hard scale of .31 HR Reporter from . friendly yet another with to growthe times And thento work,” cerns is one of to the things to makeachieving “The whole structure ‘How said a didn’t predicts results,” said Allan on Barnes. to luck or worse with helping ’s comprehe has never to see was due lose faced ly in See Page combinedcrisis? question, Rank than anything easy for test Klassen said he appreciates ly, around performance manageEbedes, president of NQI. Thatthis healthy is still been he said.s don’t want Cook, very environment more more the best nsive. Find her It’sreasons 6 / NETWORK mandate economicnt, if its past now,” are you? about the program. ment is geared toward developThe awards have been preone of the Amex Canay enhance else.

ARE reaction YOU STRATEGIC? many seven.’ said Ian e and inthey are employers out who Employer was typicalSadyoung mountinggovernme one to datowon is any selectivel “They’re interested in theSiming positive leaders,” he said. sented annually for 24 years, the order of excellence change, are, why on top, workers.

“I Take the quiz, find out ......38 “This to governing guidance case studies didn’t of too much of HR knowledg peoplein quality and healthy workplus provements over time, not just Once employees are in leadand this year 21 organizations for want to come of some in-depth winners. approach will look and impledirector that you’re doing a staff satisfacership positions, they’re continwere honoured. place from the National Quality 12 / BREAKS across Rotside — See special of the dication, platform tion survey,” he said. “It’s one ually evaluated on how they Amex Canada, which won Institute (NQI) in Toronto, See Page the REPORT ON TRAINING section pages said Stephen ent from 17 to inthing to do the programs, it’s anmanage employees. the order of excellence in qualiwhich works with organizations governm that,” 27.

AND DEVELOPMENT counsel ment director of other to have the metrics to be “It’s very hard for people to ty in 1998 and in healthy workto manage self-assessments, restein, Included with this issue, an inand general able to show to NQI the actual be successful here by being place in 2001, is the first to win view business processes and derelations depth look at technology’s role very driven on achieving their the combined quality and velop improvement programs. goals but doing it at the expense healthy workplace award.

The award is the highest one See Page 6 / NQI in learning ..........................23

BY DANIELLE

IT worke could solve r shortag Tar e Healthyget: Zero Workplace fatalitie Mont

But girls science are opting out in Grade 7 and 8of math,

h spotli ghts young

Mark Blinch

:

Photo:

Womehealth Awards recognize quality, n

What Amex, 2

Ontario hospitalsam t dre and IAPA did to er’s ality tes victory A recruitgarner attention from NQI f person Harper’s win Fake-proo could be ployers y for emneed action, stead BC HRMA

(Reuters)

Report compares employment standards

s

workers

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Leading and managing staff in a small business is specific to each individual on the team. There are four things a person, any person, needs to be successful. And it is up to the owner to ensure these four things are in place.

Specifically, a small business owner must ensure every individual: 1. Understands, accepts and is committed to achieving the goals and expectations of the role 2. Has the critical resources needed to achieve the goals and expectations of the role 3. Is supported, not suppressed, by the work environments 4. Has the abilities necessary to achieve the goals and expectations of the role

Goals and Expectations

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2009

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in which they place the things they know to work well and identify areas for improvement.

The Performance Framework, described here, is such a resource.

4/23/09 8:35:23 PM

If a staff member cannot answer the question “What does a good job look like?” then the person is likely to fail. To ensure people don’t fail, business owners must first know what they want each staff member to accomplish (goals) and the general methods to accomplish the goals (expectations).

Owners then must share this information with each staff member.

This guidance seems simple enough.

But staff not knowing what they are supposed to do, what is expected and what an excellent job looks like is the primary reason why people do not perform as expected. There are many ways to accomplish this. One way is to write a job description that clearly details the goals and expectations of each role, and then review it with staff member.

Having staff understand what is expected is the first step. A business owner next must find ways to engage people in their roles. They must gain the person’s acceptance. Each staff member must believe that “Yes, this is my job. These are my goals and expectations and I believe these are the right goals and expectations for me.”

NETWORK

Fall 2009

Staff not knowing what they are supposed to do, what is expected and what an excellent job looks like is the primary reason why people do not perform as expected.

Lastly, owners must gain each staff member’s commitment: “I am committed to doing a great job. I am committed to achieving these goals and meeting or exceeding these expectations.” Again, there are many ways to do this. Gaining acceptance and commitment is part of the art of being a leader.

MOUNT ROYAL

Resources There are never enough resources.

There is never enough time, never enough money and never enough staff.

The trick for a small business owner is to gather or create the critical resources people need to accomplish goals and expectations.

It helps to sort resources into three major categories: 1) physical, 2) processes and 3) feedback.

Physical resources include all the things that naturally come to mind when thinking about workplace resources: tools, equipment, desks, chairs, whiteboards, software applications, cell phones, car allowances, computers, budgets, Internet access and so on. If a staff member lacks a critical physical resource, the job will not get done.

Processes are a resource, and expand on the general expectations of a role. A staff member who has a reliable, proven method for performing a particular aspect of his or her job is much more likely to succeed than one who has to muddle through alone. For each major process in the business, the owner should figure out the most efficient way to perform it, write it down and then provide it to the staff.

Feedback is a resource. Staff members need to know how they are doing in relation to their goals and expectations. Feedback can come in the form of measures, metrics and statistics built into feedback loops in the processes themselves. Feedback also comes from the business owner, describing what he or she observes.

NETWORK

Fall 2009

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Specifically, a small business owner must ensure every individual: 1. Understands, accepts and is committed to achieving the goals and expectations of the role 2. Has the critical resources needed to achieve the goals and expectations of the role 3. Is supported, not suppressed, by the work environments 4. Has the abilities necessary to achieve the goals and expectations of the role How frequently an owner provides one-on-one feedback to each staff member depends on the staff member. To be sure, “never” is not frequent

enough. A new employee just learning the role needs more feedback than someone with more experience. The important thing is that each member

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has the feedback they need to know how they are doing, in relation to the goals and expectations of their role.

Work Environments Every job has its physical work environment, which will support or suppress performance. The physical environment can be noisy or quiet, hot or cold, indoors or outdoors, dangerous or safe.

Beyond the physical work environment, there are multiple other work environments, and each one can either support or suppress staff members as they strive to achieve their goals and expectations.

Some of these work environments are defined here: The customer environment: Demanding or complacent. Rude or respectful. Angry or calm. How customers and staff relate is a significant contributor to the work environment of customer-facing staff.

The leadership environment: How the small business owner treats staff is a major component of the work environment. Respectful or not. Providing clarity or creating confusion. Favoritism and nepotism, or equity and meritbased.

The variety environment: Some roles are quite repetitive and others are nothing but novelty. People’s preferences for variety range widely, so placing people in roles that match their preference for variety is critical.

The compensation environment: The competiveness of the compensation structure can support or suppress a staff member’s commitment to the role.

The work-life balance environment: Is the Blackberry always on?

How do the hours of work, shifts,

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7/28/09 7:03:49 PM

NETWORK

Fall 2009

overtime, late nights and travel impact staff members’ work-life balance?

The interpersonal environment: The way people get along at work help or hinder staff. Are people supportive of one another or are they actively working to cut each other down? Are practical jokes, gossip or teasing tolerated? Do people like one another?

How is conflict addressed?

Given that there are multiple work environments, each of which can either support or suppress staff performance, a small business owner must: 1. Identify which work environments have the greatest impact on staff performance 2. Identify factors within each work environment that suppress staff performance, and take steps to eliminate or mitigate these factors 3. Actively create work environments that support staff in their quest to achieve the goals and expectations of their roles

and match methods to develop staff abilities, using the methods that work best with each individual.

Conclusion The Performance Framework organizes the four key determinants of staff performance and provides small business owners a context for their leadership and management strategies. This article describes, at a very high level, what small business owners must do to ensure staff members perform at their

highest levels. How an owner accomplishes these outcomes is touched upon, but is best left to each owner to assess and address gaps in their leadership and management strategies and tactics.

■ NOTE: Murray Whitby, BBA, MEd, CHRP, is vice president of operations with Medicine Shoppe Canada Inc., a national chain of owner-operated pharmacies. He can be reached at mwhitby@medicineshoppe.ca.

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Abilities The term “abilities” is shorthand for the personal resources each staff member brings to work each day. Also known as “competencies” or sometimes “capabilities,” a person’s abilities includes all their knowledge, skills and aptitudes. It can also include their values, attitudes and beliefs. It includes all those things intrinsic to the person that enable them to achieve their goals and expectations.

If a staff member is committed to achieving goals, has all the critical resources needed and operates in supportive work environments, and yet is still not performing, then perhaps abilities need to be bolstered. A small business owner can develop and influence a staff member’s abilities through any number of methods.

Most often, a small business owner will use one-on-one, on-the-job training to develop a staff member’s abilities. Other methods include coaching, job-shadowing, mentoring, document review, classroom-based training, developmental assignments or projects. An owner should feel free to mix

NETWORK

Fall 2009

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1

NETWORK Fall 2009 7/23/09 4:40:05 PM

Canada’s Training Ground Investing in Alberta’s workplace future

By Janine Halbesma

Gandhi once said,

“Learn like you were

going to live forever.”

If learning is your goal, you may want to consider working for a small business.

According to a recent study from the Canadian Federation of Independent Business (CFIB), smaller firms are not only investing in employee training, but they are doing it in a big way.

NETWORK

Fall 2009

The study, entitled Canada’s Training Ground, found that small and medium-sized businesses across the country are investing $18 billion each year on workplace training.

The report also shows training in smaller firms looks quite a bit different than their more sizeable counterparts.

Larger firms tend to use more formal or professionally delivered training, while smaller firms use more informal or onthe-job practices like mentoring or job shadowing.

The reliance on informal training in smaller firms is partly a function of their unique nature. When compared to larger firms, small businesses tend to have flatter organizational structures. Further, employees of smaller businesses often fulfill multiple roles, interacting extensively with other employees and working in close contact with the business owner, typically an expert in the business/field of operations. These characteristics create better and more natural conditions for informal channels of knowledge transfer, rather than for formal training programs.

While most estimates look at the amount spent on formal training, CFIB’s report shows that of the $18 billion annual investment, about 70 per cent is related to informal training.

The report also reveals training expenses are not the same for all employees. Clearly, the training needs of a new hire without any experience is different than a new hire with experience, or 23

GOLD

434683_ThePersonnel.indd 1

6/19/09 4:06:20 PM

the ongoing training of existing staff. CFIB’s report demonstrates, across the country, that the total annual cost of workplace training for a new hire with no experience is $5,411, while the cost for a new hire with experience is $3,469, and the ongoing training of existing staff is $2,254.

It is interesting to note, as leaders in training, small firms are also a greater source of jobs for people with no experience. In fact, the smallest firms hire those without experience at twice the rate of larger firms with more than 300 staff.

While firms train in order to benefit their businesses, the massive investment in training under-skilled workers is truly a societal contribution – and one that often gets overlooked.

Not surprisingly, training needs also vary by sector. Sectors with the highest annual training expenses per employee include personal services ($3,980), construction ($3,783) and professional services ($3,214).

On a per employee basis, the figures were most impressive in Alberta: Smaller firms spend $4,685 per employee each year on both formal and informal workplace training – the highest in the country.

The Alberta results are so impressive for a few reasons.

Business owners in Alberta are more likely to train their employees than those in any other province. They also commit the highest number of hours to training. This investment is also a function of the labour shortage that has gripped Alberta over the past few years. When the bloom was still on the Alberta boom, CFIB regularly asked its business members how they were coping with the labour shortage. Not surprisingly, the most frequently cited response was hiring under-qualified candidates and investing more heavily in training to bring workers up to speed.

A very real challenge for smaller employers is to capture a return on this training investment. CFIB’s report reveals a much higher separation rate in smaller firms than in larger ones. In an average year, 20 per cent of employees in the smallest firms leave the organization – due to such factors as staff leaving to work at larger firms, termination, layoffs, retirement and so on. However, that figure drops in half for firms with more than 250 people.

That’s why CFIB is trying to make it easier and more efficient for smaller firms to provide training through e-learning.

Members of CFIB and their staff have access to many online training opportunities on topics like financial management, strategic management and international business, to name a few.

CFIB is particularly proud of its resources to help promote training on health and safety. Through the E-Learning for Business Coalition, CFIB members and their staff are now able to work towards a Small Business Health and Safety certificate. The course provides nine hours of online training on issues like violence in the workplace, health and

The total annual cost of workplace training for a new hire with no experience is $5,411, while the cost for a new hire with experience is $3,469, and the ongoing training of existing staff is $2,254.

24 415159_Plan.indd 1

1/8/09 10:21:36 AM

NETWORK

Fall 2009

Even with today’s economic realities, the good news is small firms are still planning to increase their investment in workplace training. While CFIB is doing its part to help members do just that, government can do the same by offering training incentives that are simple, well-designed, and, most importantly, recognize the significant investment smaller firms make in informal training. safety committees, electrical hazards, office ergonomics and preventing falls from slips and trips, as well as workplace hazardous materials information system.

Governments can also make it easier for smaller firms to invest more in employee training. One option is to view Employment Insurance (EI) reform from a different perspective. With rising unemployment, it’s understandable why Canadians and their politicians are looking at EI reform.

However, much of the discussion has been around reducing eligibility requirements or making benefits richer. Naturally, small business owners are worried about the cost of such an approach. In addition, increasing EI entitlements could make long-term labour shortages worse if it would be more attractive to stay out of the workforce on benefits rather than build skills within the workforce.

But there is a better approach. What if EI reform included the introduction of an EI Hiring and Training Tax Credit for Small Business? It could be modeled after a federal EI program from the 1990s called New Hires that was very popular and effective. Under that program, if an employer increased payroll for any reason, the firm did not have to pay EI on the additional payroll. There was a simple application form, but all the tracking and accountability was done through the existing EI program. While the New Hires program was designed to encourage hiring as opposed to training, many of its features would work if targeted as a training incentive as well. Not only would it help to create and protect jobs, it would also help to improve the productivity of our workforce for the long-term.

Even with today’s economic realities, the good news is small firms are still planning to increase their investment in workplace training. While CFIB is doing its part to help members do just that, government can do the same by offering training incentives that are simple, well-designed, and, most importantly, recognize the significant investment smaller firms make in informal training.

Looks like an EI Hiring and Training Tax Credit for Small Business would fit the bill perfectly.

■ NOTE: Janine Halbesma is acting Alberta director for the Canadian Federation of Independent Business. CFIB is a notfor-profit, non-partisan lobby group for small and mediumsized businesses. CFIB represents more than 105,000 members across Canada – including 10,000 in Alberta – at the federal, provincial and municipal levels of government. Reach her at janine.halbesma@cfib.ca. A free copy of Canada’s Training Ground is available on CFIB’s Web site at www.cfib.ca.

NETWORK

Fall 2009

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The

Care and Feeding of Your Team

Even the most cohesive units are a

By Charmaine Hammond and Michèle Luit careful work-in-progress

There is no

disputing each of us is simultaneously engaged with many teams – our families, sports or recreational teams, volunteer group teams, neighbourhoods and community associations – not to mention teams associated with our workplace, whether it’s a small, medium or large business.

What are the secrets for teams that succeed and work well compared to ones that struggle? All teams, like any relationship, take work. For small business, the most significant advantage is the size of the team, but this doesn’t necessarily translate into less work. Regardless of number

NETWORK

Fall 2009

of employees, the same principles for success will apply.

Great teams are not born. They are developed, nurtured and remain a work in progress. In today’s economic climate, there are many strains and challenges facing teams. For some, there is the threat of job loss or company

downsizing. For others, significant changes are on the horizon as organizations restructure or merge. The resulting stress can impact productivity, morale and workplace relationships.

The news, however, is not all grim.

This is a wonderful opportunity to take stock, reflect and provide teams with the nurturing and attention required to make a good team great!

A good first step to understanding the effectiveness of your team, why it succeeds or excels in certain areas and struggles in others, is to determine the working style of each team member. There is real value in taking time to ref le ct

27

on the successes of the team and its unique qualities. In some small businesses, the team may be comprised of family members or friends. There is still value in determining individual working styles, because it fosters improved

understanding and acceptance within the team. Once you are familiar with the styles at play, it is easier to appropriately match people to tasks.

We recommend using The Working Styles Inventory by Hal Stack. This

tool is not a personality assessment but rather an instrument which helps each individual understand his/her preferred or more dominant approach to work.

Stack defines the four working styles as: • The Driver • The Analytical • The Amiable • The Expressive Even though each of us has a preferred or more dominant style, it is important to recognize our style is tempered by situation, event or environment. We need to be responsive to that, particularly when our preferred or dominant style is not working well.

There are many individuals who subscribe to such assessment tools and proudly state, “that’s the way I am and now you have to live with that!”

Not so! Once again, we encourage you to consider whether this style is truly effective, and, if not, take time or find resources to best modify for the wellbeing of the group.

As a small business owner, you often wear the many hats of the

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As a small business owner, you often wear the many hats of the business – service provider, financial manager, marketing representative, HR representative, to name a few.

Wearing different hats requires you to step into different working styles with ease and grace. Having this ability will reduce stress and enhance productivity and effectiveness.

a team that is able to adapt its style to compensate may be further ahead than others.

In our practice, we also draw upon the work of Patrick Lencioni, who takes an effective and supportive approach to understanding the different challenges and barriers that teams encounter.

Lencioni has identified five dysfunctions that represent barriers for team effectiveness: • Absence of trust • Fear of conflict

business – service provider, financial manager, marketing representative, HR representative, to name a few. Wearing different hats requires you to step into different working styles with ease and grace. Having this ability will reduce stress and enhance productivity and effectiveness.

Some business owners are interrupted every 10 minutes to solve challenges and problems. Given this, time management, role clarity and effective communication are essential elements to finding the best solution. These strategies help move business owners from being distracted by daily fires and crises to taking the lead in the overall business direction and objectives.

When conflicts, tension and relationship strain surface within a team, there is often a lack of understanding of and sometimes a lack of respect for different working styles. In fact, such differences are sometimes at the root of conflict and relational strain. When teams take time to explore working styles and learn how these styles can be a help, the benefits impact the team on many levels. For example, individual tolerance and patience with one another improves and members seek assistance from colleagues with differing styles as a means of balancing their strengths, resulting in an improved understanding of the priorities associated with different team members and their work.

Each working style definition includes a combination of strengths and challenges. However, the beauty and benefit is that a team comprised of a combination of the four styles or

NETWORK

Fall 2009

• Lack of commitment • Avoidance of accountability • Inattention to results When teams operate in an absence of trust, individuals feel highly vulnerable. As a result, knowledge represents power and team members are hesitant to draw upon the talents of their colleagues.

Where a fear of conflict exists, often driving the conflict underground, one result is avoidance and the strain on relationships is heightened. When faced

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with such a dilemma, it is not surprising that the team begins to operate in an atmosphere of artificial harmony.

What does artificial harmony look like? Team members are pleasant with each other in a superficial way but highly suspect of each other’s motivation. A good example of artificial harmony in play is when you walk into the staff coffee room and the highly animated conversation comes to a grinding halt.

When there is artificial harmony, team members find it difficult to demonstrate commitment to the tasks at hand because the membership is distracted by unresolved tensions within the group. At times, there is a tendency to avoid responsibility, deny commitment and misdirect blame onto others.

Other times, we choose to ignore the obvious and hope the situation will just correct itself over time.

A lack of accountability manifests itself in less attention placed on results, outcomes and objectives. At the end of the day, both the bottom line and strategic goals may be compromised.

Alternatively, when teams expend the effort and attention to work through each of these hurdles as the barriers develop, the result is greater synergy and a willingness to take a collaborative approach to reaching goals and achieving results.

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Effective and cohesive teams have discovered how to overcome these five dysfunctions. Our impression is that Lencioni thoughtfully placed an absence of trust as the foundation to his model. When trust does not exist, it is difficult for teams to operate in unison, leaving a group of independent consultants sharing office space. Conversely, when teams establish a healthy level of trust, there is a degree of willingness to be vulnerable with each other.

Team members trust the intentions of one another, leading to a sense of safety in taking risks. Teams that are trusting are more inclined to engage in disagreement and lively discussion to inspire creative thinking or consider different perspectives.

Here is a metaphor that may work for you! Consider your team’s needs just as you consider the care and maintenance of your vehicle.

NETWORK3/31/09 Fall 2009 8:41:50 PM

Here are some strategies and approaches for your consideration.

Feeding Teams When Resources are Limited: • Create a respectful and engaged workplace where team members feel and are valued, are respected and have input into decisions • Ensure ongoing feedback, mentoring and skill development • Offer innovative employee recognition such as thank you cards/ notes, pot luck lunches or lunch where the manager/owner makes the meal, a lunch time walking group or a $100 contribution to gym membership • Ask the team what is valuable to them

Ongoing Maintenance: • Regular meaningful performance reviews • Giving and receiving constructive feedback, feeding forward • Opportunities for ongoing learning and professional development (individual and team) • Coaching and mentoring

Preventative Maintenance: • A team charter, vision and terms of reference – a “how we work together document”

• Training in conflict management, providing constructive feedback, addressing sensitive issues when they arise and holding one another accountable • Clear goals, expectations and accountability statements – including measurement criteria • Well-defined and understood roles and responsibilities • Invite team input • Invite team participation in managing changes and the planning process

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• Identify and take advantage of ongoing opportunities for self care and wellness • Recognition and reward In closing, remember – even the best teams take work. Even the most cohesive teams struggle. We should never become so comfortable that we ignore tell-tale signs that our team is beginning to slip!

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NETWORK1/20/09 Fall 2009 8:47:38 AM

Social Networking Recruitment 2.0 Facebook, Bohire lead the next generation of referral tools

Looking back over the last 20 years, one can only be amazed at the evolution the recruiting environment has experienced. I recall days of placing job ads in Saturday newspapers, with the only stress being to make sure there was enough paper in the fax machine for the weekend. In those days, Monday mornings felt like winning a jackpot lottery, seeing 200-plus paper resumes come through and eventually hiring a significant number of employees.

As time passed and new technological advances were introduced, results from newspaper ads started to diminish. Like any aggressive recruiter, it was time to look for the next best thing!

Online job boards began to overshadow print because they introduced efficiencies allowing employers to reach large audiences of active job seekers. However, the relative ease of applying for multiple jobs created high quantity vs. low quality of candidates. It seemed the positives of using technology were met with challenges of recruitment “administrivia”!

Job boards have evolved and we now see a plethora of niche sites, each one trying to stand taller than the next. With all the choices available, the ever-so desirable “passive” job seeker remains a challenge for recruiters to find. What’s next and where do we go from here?

The Internet world is relentlessly enthusiastic in its embrace of the latest and greatest, and over the last couple of years social networking has captured attention worldwide. It is a phenomena defined by linking people to each other in some way,

NETWORK

Fall 2009

whether personally or for business purposes. It is a form of self-expression and although people have always networked, the Internet has opened up new ways of connecting globally. Social networking is here to stay and it should be no surprise that recruiters must look at social networking as the next big wave on how corporations will hire in the next five to 10 years.

Facebook, the most popular social networking site with an estimated 9 million users across Canada, has changed the social lives of almost one third of our entire population. Approximately nine of 10 individuals aged 18-34 are on Facebook, according to ZINC Research, which is a very good indication where recruitment resources need to be allocated.

Social networking has connected all of us within “six degrees of separation” and the power of these networks can be leveraged to find great people. Recruiting has always been about networking. The more people we know, the easier it is to hire. This is why a majority of companies have put strong emphasis and development on employee referral programs. By offering cash incentives to refer friends, an employer can reach a larger audience without consuming additional HR resources. Companies with extremely successful programs are seeing more than 30 percent of their hires sourced through this powerful resource.

Bohire (www.bohire.com), Canada’s Job Referral Community, is an exciting new entrant seeking to make recruiters’ lives easier by focusing on the referral

concept. Bohire harnesses the power of social networks and has created an “everybody wins” scenario for employers and referrers. On Bohire, companies join for free, post unlimited jobs for free, choose a referral reward they want to pay, and only pay if a successful hire is made. The rewards are then paid to referrers by Bohire.

Anyone can join the Bohire community as a “referrer” and their role is to simply to deliver an employer’s recruiting message and refer friends to jobs they are suitable for. In the end, a candidate gets a great job, their friend makes money by referring them and companies get a passive job seeker at the price they want to pay. With more than 2,500 referrers on Bohire, the site is truly a community where everyone rolls up their sleeves to help employers find great candidates.

It’s hard to predict what technological advances will arise and how recruiters will respond to the challenges. We won’t necessarily see a dramatic change in core things we do, but expectations will change and we will undoubtedly want more, more and more. “Doing a lot with a little” will be an increasingly important line to live by. And those who believe that idea have already started developing social networks and joining sites like Facebook and Bohire.

■ NOTE: Vincent Tsang is vice president – business development at Bohire Inc. He can be contacted at vincent.tsang@ bohire.com or (416) 694-4473, ext.

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Making Serious Brand Impact Five strategies to shift a too-casual culture

By Leslie Davies

Your company has painstakingly chosen business cards, brochures, a Web site and other marketing and branding collateral. You and your staff belong to several networking groups and have selected them based on an appropriate target market for your product or service. You’re selective about where you advertise and the message that’s being conveyed – after all, your business brand is important, right? But have you given any thought and attention to your most important branding tool… YOU and your staff?

That’s right, YOU are your most impor-

NETWORK

Fall 2009

tant branding tool in your marketing arsenal. Wouldn’t you agree that when people buy your product or service, they are really buying you and your staff?

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applicant’s appearance. I’ve personally worked in HR and recruiting for more than 15 years and have seen repeated examples of where this is true.

Additional research tells us: • 55 percent of a person’s message is communicated by how they LOOK, specifically how they dress and groom • 38 percent is through body language and how a person sounds • Only 7 percent is through words that are spoken It’s worth repeating. Your appearance is responsible for conveying 55 percent of the message you send to the world.

Like it or not, we are evaluated within seconds based on how we dress and groom. And humans do this

without thinking – it is an emotional, visceral reaction that just happens.

Automatically, upon first meeting, we make assumptions about a person’s education, income, knowledge, expertise, attention to detail, creativity, competence, personality, preferences and attitudes – AND those assumptions carry over to the companies they work for – all because of how they dress and groom.

Think about this scene for a moment. You’re meeting with a lawyer who’s been referred to you by a friend to handle some important “issues” you’re dealing with. The lawyer greets you in the reception area and you follow him to his office. He’s not wearing a suit jacket – which is fine with you, makes him appear more approachable

Automatically, upon first meeting, we make assumptions about a person’s education, income, knowledge, expertise, attention to detail, creativity, competence, personality, preferences and attitudes – AND those assumptions carry over to the companies they work for – all because of how they dress and groom.

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Fall 2009

Competition for business is fierce and customer expectations are higher. Savvy businesses know the difference to be different lies in their people. A strong combination of hard and soft skills, expertise and appearance contribute to the quality of experience we create for our internal and external customers.

– but you can’t help but notice his “white” shirt is untucked, wrinkled and appears slightly yellow. His pants are too short, he’s wearing black sneakers and he looks like he hasn’t seen a comb or shower in days. His hair is an unkempt mess and he’s got today’s lunch special dripped down the front of

his shirt. Then you look around to see what clues exist the man even has a law degree. You wonder as he fumbles for his files piled high on his desk and…

This is a true story, albeit somewhat extreme, from my own experience. What experiences have you had that made you look to see proof of a

person’s credentials? Have you ever felt uneasy about making a purchase based on initial experience with the sales rep or front line person? Have you ever made assumptions about a company simply based on your interaction with only one person?

OK, so now you know you and your staff are evaluated based on how they look, what’s the good news? The good news is that you have a CHOICE about the message that’s being sent – AND how your potential customers are experiencing your company! You can set your team up for success by

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getting beyond the first few seconds.

The advantage? Your products, services and people are evaluated for substance and value. This becomes a competitive advantage in marketing your products and services, when you know HOW.

Business Casual Casualties The past several decades have yielded an increasingly more casual workplace. Many offices have seen the invasion of Lululemon yoga pants – no, those expensive black yoga pants don’t pass as dress pants – women’s tops cut too low, flip flops, anything too tight, too revealing, too exposed, schlepping weekend jeans worn to the office, logo Ts, hoodies and sneakers and night club attire.

Business owners and managers have seen the pendulum swing to the casual extreme and now are ready for a change.

Competition for business is fierce and customer expectations are higher.

Savvy businesses know the difference to be different lies in their people. A

1. Write a Dress Code

3. Support the Dress Code

Many companies don’t have a dress code, and, if they do, the last time most employees saw it was during orientation on their first day.

Provide visual examples of what is considered appropriate and inappropriate. “Business Professional” and “Business Casual” can mean different things to different people.

Better yet, link the dress code to the values of the organization when you can. This helps staff understand the importance of why how they look makes a difference and maintains the company “brand.” Tip: Enlist the help of staff to update or create guidelines for the dress code.

Buy-in from the team helps makes embracing it, smoother.

A dress code will only be effective if it’s supported and enforced.

Encourage managers to deal with issues when they surface. Dealing with dress code issues can sometimes feel uncomfortable, so provide managers with training and tools on how to have the crucial conversation.

2. Create Awareness (THE key to avoiding flip flops on Friday!)

Reassure staff that business attire doesn’t have to mean suits, or stiff and BORING! There’s lots of room for personal expression that’s appropriate for the workplace.

If your organization has a seasonal dress code, take the opportunity to review it in a staff meeting, the company’s internal newsletter or hold a lunch and learn session. If you continually create awareness and review the dress standards, you’ll avoid the summer stampede of flip flops on Fridays!

strong combination of hard and soft skills, expertise and appearance contribute to the quality of experience we create for our internal and external customers.

But how do you change a “too” casual work culture when things have gotten a little out of control?

Here are 5 ways to make the shift: 38

4. Model It Staff members look to management to set the tone and model the expectations. It all begins at the top, so if you don’t have support here, don’t expect the staff to follow suit. The most you can do in this case is coach and inspire them to be their own best. Enough said.

5. Get Them Early Include a discussion about the dress code in your new employee orientation. Be sure to tell new hires that the dress code supports the values and brand of the organization and provide examples. Let them know that the dress code is important and is taken seriously.

There you have it, YOU and your staff are your best billboard and brochure – a walking, talking, highly interactive and cohesive brand from first contact to follow-up.

Use these five strategies to create change, catapult your marketing message, improve your brand impact and leave an indelible impression behind!

■

NOTE: Leslie Davies, CHRP, FLC AICI, president of IMPACT Image Essentials Group Inc., is Canada’s only jointly certified human resources professional and image consultant. She’s passionate about helping people and organizations have fun and create better relationships, while creating a balance between too casual and too corporate. Contact her at leslie@lesliewithimpact.com or 403-830-3038.

NETWORK

Fall 2009

Establish Sound Legal Footing An ounce of

prevention is cheaper than a pound of cure.

British legal consultant Richard Susskind was quoted in a national publication of the Canadian Bar Association, saying “Clients want a fence at the

NETWORK

Fall 2009

top of the cliff, not an ambulance at the bottom.�

This excellent analogy emphasizes that clients will receive the most value and usefulness from legal services designed to prevent problems, rather

than arguing about problems that have already arisen. The cost of attempting to extract a client from threatened or actual litigation is normally far greater than the cost of preventative advice and assistance ahead of time.

39

While there are many facets to an effective proactive approach to employment issues, the purpose here is to briefly discuss key and fundamental issues every employer should be aware of and contemplating when designing an employee management system.

The Top 10 reasons outline four key areas to review.

Fixed-Term Contracts A fixed-term employment contract is created when an employee is hired and clearly informed they will only be employed to a specific date. Many employers use fixed-term contracts for short-term and seasonal employees.

The usual purpose or intent is to communicate to the employee that their employment will be of limited duration. However, if not done properly, the termination of a short fixed-term employee during the term of employment can have far more drastic consequences than the termination of a permanent employee.

For instance, if an employee is hired to work from the spring to fall season concluding on Oct. 15, but for some reason is terminated without cause at the beginning of June, the employer could be exposed to pay the employee all compensation that would have been earned between June and Oct. 15. This is equivalent to roughly 4 1/2 months compensation. In order to avoid this

scenario, employers must ensure they enter into clear arrangements with fixed-term employees that specifically allow the employer to terminate without cause prior to the end of the term with an agreed amount of notice or severance.

In order to ensure these arrangements are clear, appropriate and enforceable, employers should seek legal advice to assist them in developing an appropriate format.

Probationary Period

Top 10 Reasons To Call Your Employment Lawyers Before You Think You Need Them

10. Disgruntled employees are more likely to shoot a lawyer than an employer.

9. Fixed-term contracts.

8. We have more personality than your accountants.

7. Probationary periods.

6. Lawyers serve coffee … Judges don’t.

5. Disciplinary problems.

4. You can tell your employees that your lawyer made

Most employers do indicate to you do it. new employees that they are subject You can pay us a little now or a lot later. to a probationary Severance/Notice clauses. period. The problem is, most do If you don’t call us … we’ll call you. not clearly communicate what the meaning of a probationary period is. It is important that every employer understand there employee they are subject to a probationis no automatic or magical meaning to ary period does not guarantee they can the term “probation.” Simply telling an be terminated during the period without notice or payment in lieu of notice.

We recommend clear wording be established in offers of employment, which establishes the employer’s right to terminate without cause and without notice or payment in lieu of notice.

3.

2.

1.

Discipline Most employers understand the concept of progressive discipline and attempt to do their best to follow it.

However, in our experience, there is still a significant problem with lack of appropriate, thorough and clear disciplinary documentation. There are several reasons for this. First, the reality is everyone is so busy that you don’t have time to stop and create a clear, thorough and appropriate disciplinary warning each time an employee steps out of line. Second, there are key 40

NETWORK

Fall 2009

components to a proper disciplinary letter which are often missed.

These components include: • Description of misconduct • Reference to any prior misconduct and warnings • Suggestions for improvement • Consequences of further misconduct The element most often missed is a clear communication of the consequences of further misconduct. While it is not “niceâ€? to write such a letter, if you wish to establish just cause to terminate an employee, the final warning letters to the employee must make clear that failure to improve or further misconduct may result in an immediate termination for just cause. Without such a warning, your ability to establish just cause is severely limited in the eyes of the courts.

Severance/Notice Clauses It is important for every employer to understand statutory requirements for notice/severance in the Employment Standards Code are only a statutory minimum. Courts have clearly and unanimously held that absent an express agreement at the time an employee is hired, the court will assess its own view of the required notice or severance which will have little, if any, relation to the minimums in the Employment Standards Code.

Consider the following example: A 12-year employee terminated without cause would be entitled, according to the Employment Standards Code, to eight weeks prior notice or payment in lieu of notice.

However, a court’s view of reasonable notice for a 12-year employee can vary between as little as six months and as much as 18 months depending on the employee’s circumstances, age, salary and position. The rough average for a court award to a 12-year employee would be 12 months notice or severance. This average award is 10 months greater than the minimum set out in the Employment Standards Code.

Outside of a unionized workplace, all employers have the option of specifically agreeing with an employee, at the time employment is offered, on the amount of notice or severance the employee will receive in the event the

NETWORK

Fall 2009

employer subsequently chooses to terminate without cause. The only limit on such an agreement is the agreed notice must at least be equivalent to the minimums in the Employment Standards Code. As a result, with the example, if the employer had specifically and properly agreed with the employee at the time of hire that the employee would be paid the minimums in the Employment Standards Code, the employer would likely only owe the employee 8 weeks’ severance, rather than 12 months.

The bottom line is that, by not agreeing to an amount or formula for notice or severance at the time of hire, an employer leaves itself open for the court to determine its own view of reasonable notice, which in most circumstances is going to be far greater than you would think. We wish to emphasize that the purpose of advising you of this is not to encourage all employers to bind employees to the minimums in the Employment Standards Code. While this may be appropriate for many employers in many circumstances, there will also be circumstances where you will wish to agree on an amount of severance or formula for severance which is greater than the minimums in the code. However, even if the formula turns out to be roughly equivalent to what a court would award on its own, at least both the employer and the employee have the benefit of knowing exactly how

429015_BSG.indd 1

much is owed rather than guessing based on case law which is highly contradictory and offers little certainty.

Unfortunately, implementing an effective agreed notice period is difficult and must be done carefully to ensure the agreed notice clause will be honored by the courts. As a result, we suggest any employer wishing to implement an agreed form of notice or severance when hiring employees should seek legal advice to develop an appropriate and effective format for achieving this goal.

The purpose of this article has been to briefly outline key areas in which an employer can, with the use of proactive and preventative legal advice, solve many problems before they arise.

In our opinion, this form and timing of legal advice is far more valuable and effective than attempting to extract from expensive legal litigation once problems have already arisen. At the end of the day, we trust that this article will be of assistance to you in building your preventative fence at the top of the hill to avoid the ambulance at the bottom. â– NOTE: Colin Fetter is a partner in the law firm of Brownlee LLP Barristers and Solicitors in Edmonton, Alberta.

He can be contacted at cfetter@ brownleelaw.com.

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NETWORK6/23/08 Fall 2009 11:02:21 AM

It’s Dialogical

Workplace strategies to get people talking

By Linda Maul

Have you noticed

we are constantly bombarded by information and electronic communication in our workplaces, but we’re not talking.

We’ve lost the art of conversation, the sharing of ideas and brainstorming of solutions. We’re moving so fast, many people only know their co-workers at a very superficial level. When did we stop talking?

Our e-mail boxes are jammed full and we’re probably all guilty of sending as many e-mails as we receive. How many times have you decided to finally pick up the phone on the third e-mail conversation trying to set a date for a meeting or a luncheon appointment?

Many of us are tied to our BlackBerrys 24/7 – weekdays, weekends and even holidays. We’re communicating, but we’re not talking. I can’t help but wonder how that affects the bottom line of our organizations.

As a human resource professional, you can play a key role in sustainability of organizations by developing opportunities for employees to intentionally start talking to each other, to share stories, discuss challenges and look collectively at solutions.

Technology has revved up the speed of communication, created a sense of urgency to respond and connected us in a global network difficult to comprehend just a few years ago. We have Facebook, LinkedIn, blogs, pods, mail messenging, message boards, internal networks and others, but we’re not talking about what matters most within organizations. We have privacy legislation to protect us but we choose to use social networking sites that provide little or no privacy.

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Fall 2009

43

We’re not debriefing after projects or coming together to discuss a process challenge. We’re not talking about what we are all contributing to a system that may not be supporting us. We’re not suspending judgments of others and reflecting on our own contributions to what’s not working.

We’ve given away our time for reflection, given away our time to consider consequences of our decisions, given away our time to plan for logical sequencing of projects and insightful discussions that lead to problem resolution. We have given away our time to actually talk to each other face-to-face or on the telephone. For all of the technology we have today, we are starved for conversation, for dialogue.

Benefits • • • • • • •

Sharing of Best Practices Adding Story to Orientation Post-Project Meetings Problem Solving Reduced Conflict Succession Planning Support Social Activities

The benefits of supporting dialogue within an organization directly connect to the bottom line.

Imagine the increase in productivity if best practices were intentionally shared throughout the organization, if employees in different departments weren’t reinventing the wheel over and over again.

• Consider the power of including story in your orientation for new employees. Arrange for each new employee to meet with one of your senior leaders who could speak to what holds them to the organization, what do they value the most and what is their vision for the organization’s future.

• Think about the wisdom gleaned from post-project meetings where people could meet to discuss what worked, what needs to be changed and what would they do next time.

• What would the return on investment be if a group of frontline leaders met monthly for two hours to

discuss solutions to a challenge they were all experiencing?

• How much conflict might be resolved if individual employees were to start talking to each other early in a situation. Is it possible to create a culture that encourages honest dialogue with a solution-focused sense of purpose?

• Imagine the benefit of dialogue with respect to succession planning, a topic that is near and dear to many organizations today. Informal knowledge transfer in the form of dialogue can definitely support formal knowledge transfer strategies.

There are endless benefits to encouraging dialogue within an organization.

The challenge therefore is just what to do about it.

Here are eight simple strategies to effectively get people in your organization talking.

Strategy #1: Build meetings with senior leaders into your orientation program. Encourage them to tell their own story about their journey within this organization, what they have valued the most, where the stumbling blocks have been and what has supported their success in the organization.

Strategy #2: Train all of your leaders to take a coach approach to problem solving and employee development. The power of coaching is in

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NETWORK7/23/09 Fall 2009 7:48:01 PM

Strategies • • • • • • •

Harness the Power of Story Take a Coach Approach Facilitate Leadership Circles Create a Culture of Balance Link Lessons Learned Lead by Example Support Social Activities

the questions and questions lead to dialogue. Many leaders will admit to telling more than asking because initially it is less time-consuming. However it creates a dependency for employees over time. Coaching, or asking questions, empowers employees to make their own connections and decisions, to step into a problem or challenge in a different way.

Strategy #3: As a human resource professional, take a coach approach to every conversation you have with employees. Consider a mentor-coach program within your organization to facilitate sharing of ideas from one generation to another, from one project to another.

Strategy #4: Create leadership circles within your organization. Invite individuals who are challenged or affected by the same issue to spend time together co-creating new approaches and solutions. Encourage leaders to share the role of facilitator in each session to grow their leadership skills.

Strategy #5: Design a culture where coffee breaks and lunch breaks are expected and accepted. Many years ago, Hewlett Packard insisted all employees take a morning coffee break and their lunch break. Why? It supports dialogue of a different nature and sometimes leads to the most innovative solutions to challenges. At the very least, it is the pause that refreshes.

Strategy #6: As a human resource professional, take time to understand the strategic direction of your organization and create opportunities for your senior leaders to share the challenges along the way, the lessons learned, the fear and their vision of the future.

Strategy #7: Lead by example yourself; go back to management by walking around. Each day allow time to stop and talk to individuals you work with and be prepared to get to know them personally and professionally.

NETWORK

Fall 2009

Strategy #8: Support social activities outside of office hours. It leads to higher productivity and better working relationships. How can you bring your team together differently?

In summary, technology definitely plays an important role in workplace communication, but there is nothing that replaces face-to-face dialogue. It brings so much more to honour the communication process through body language, tone of voice, facial expressions, movement, brainstorming,

sharing of ideas, laughter and warmth.

Talking is a bottom-line strategy.

Dialogue supports innovation, retention, productivity and efficiency. It’s simply dialogical! It is logical to have dialogue – start talking! ■NOTE: Linda Maul, a certified executive coach, is president of Creating People Power Inc. Reach her at linda@creatingpeoplepower.ca or 1-877-693-7644.

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NETWORK

Fall 2009

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