CPHR-MB Fall 2021

FALL 2021 / VOL. 21, NO. 2

THE OFFICI A L PUBLICATION OF THE CH A R TERED PROFE S SION A L S IN HUM A N RE SOURCE S OF M A NITOBA

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THE LONELINESS PANDEMIC PM# 1682019

HOW HR LEADERS CAN HELP WITH SOCIAL ISOLATION DURING THESE UNCERTAIN TIMES

WHAT TO DO WITH YOUR WORKPLACE INVESTIGATION REPORT INVESTING IN YOUNG TALENT / ADDING VALUE TO YOUR ORGANIZATION

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HRmatters FALL 2021, VOL. 1, NO. 2

BOARD OF DIRECTORS 2021 Chair: Colleen Coates, CPHR Past Chair: Janice Harper, CPHR Treasurer: Grant Christensen, FCPA, FCGA Directors at Large: Dr. Lana Adeleye-Olusae, CPHR Glenn Fleetwood, CPA, CGA Brad Lutz, CPHR Lisa Rowe, CPHR Ryan Savage, LLB Keith Sinclair, CPHR Susan Young, CPHR CPHR Manitoba Staff Chief Executive Officer: Ron Gauthier Director of Marketing, Partnerships and Membership: Laura Haines-Morrissette Marketing & Communications Coordinator: Emily Janssens Events & Programs Coordinator: Lindsey Barnett

CONTENTS FEATURES 6 LONELINESS: HOW HR LEADERS CAN HELP THEIR TEAMS MOVE FORWARD

8 WHAT TO DO WITH YOUR WORKPLACE INVESTIGATION REPORT

10 WHY INVESTING IN YOUNG TALENT IS CRUCIAL TO THE FUTURE OF YOUR WORKFORCE

12 HOW HR LEADERS CAN TRULY ADD VALUE TO THE ORGANIZATION

Membership Engagement Coordinator: Stephanie Smith CPHR Program Manager: Marina De Luna Published for: CPHR Manitoba 1810 – 275 Portage Avenue Winnipeg, MB R3B 2B3 Phone: (204) 943-2836 | Fax: (204) 943-1109 hello@cphrmb.ca | www.cphrmb.ca Publisher: Abhi Dadarkar

INSIDE MATTERS 4

CPHR Manitoba Chair’s Message

1 4 New CPHRs and CPHR Candidates 14 HR Movers & Shakers

Production Manager: Rachel Selbie Senior Designer: Annette Carlucci Junior Designer: Thuy Huynh Sales Executive: Rick Todes Published by:

2001 Sheppard Avenue East Suite 500, Toronto, Ontario M2J 4Z8 Tel: 416-512-8186 | Fax: 416-512-8344 Email: info@mediaedge.ca President: Kevin Brown Senior Vice-President: Robert Thompson Vice-President Sales & Business development: Abhi Dadarkar Published September 2021 © 2021 CPHR Manitoba. 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 association.

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CPHR MANITOBA CHAIR’S MESSAGE

SHAPING THE FUTURE OF WORK By Colleen Coates, CPHR Chair, CPHR Manitoba Board of Directors

Colleen Coates, CPHR, Chair, CPHR Manitoba Board of Directors

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s business continues to change throughout this ongoing pandemic, HR professionals are here to support health, safety, dignity, and success — one workplace at a time.

This past year has not been without its challenges but many positives have come out of the crisis.

One of the key takeaways is the importance of belonging to a community. In so many ways, the HR profession stood tall together while apart, demonstrating the courage, innovation and resilience that are intrinsic to our profession.

This past spring, CPHR Canada commissioned a national salary survey among HR managers across the country. The survey was first conducted in 2016. Consistent with that survey, the key objectives were to better understand HR salaries, benefits and other compensation, job responsibilities, acquisition and benefit of HR designations, and professional development activities. An interesting statistic that came out in the results was that, compared nationally, Manitoba members are more likely to be responsible for most HR aspects.

The largest responsibilities include: • Engagement (74 per cent versus 62 nationally) • Talent acquisition (70 per cent versus 63 per cent nationally) • Culture (68 per cent versus 62 per cent nationally) This truly showcases the value of HR to business in both strategy and operations.

At CPHR Manitoba, we remain committed to our mission of advancing the human resource profession in pursuit of meeting our strategic goals and vision of positively impacting leadership, employees, and organizational health and performance — where the CPHR designation is highly desired and widely accepted. As HR professionals, we have the opportunity to influence government, business communities and its members to showcase the value of HR to business.

On behalf of CPHR Manitoba, I look forward to continuing working with you — our brand ambassadors, advocates and dedicated HR practitioners.

Thank you and be well.

Colleen Coates, CPHR Chair, CPHR Manitoba Board of Directors

Colleen Coates is the Chair of CPHR Manitoba’s Board of Directors and Vice-President, People and Culture, at Farmers Edge.

She has more than 20 years of comprehensive human resources experience, including senior leadership positions with Princess Auto, The North West Company, The Dufresne Group and Convergys Customer Management Canada. She also worked as the National Practice Leader for Total Rewards at People First HR Services where she consulted for organizations in the private, public and non-profit sectors.

CPHR Manitoba is committed to advancing the human resource profession and helping CPHRs positively impact workplaces across Manitoba.

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HRmatters / www.cphrmb.ca

DIVERSITY

As business has changed, HR professionals have been there, mitigating the greatest workplace upheaval since World War 2.

The true strategic value that HR brings to our economy is clear, supporting health, safety, dignity and success — one workplace at a time.

Business will keep evolving to new ways of working. CPHRs are best equipped, through their education, experience and expertise, to shape the future of work.

IS YOUR BUSINESS READY? CPHRMB.CA

Fall 2021 / HRmatters

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FEATURE

LONELINESS: HOW HR LEADERS CAN HELP THEIR TEAMS MOVE FORWARD

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By

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he pandemic has kept people apart. Forty per cent of employees are struggling with mental health and addiction amid the coronavirus pandemic and restrictions have left 54 per cent feeling isolated, according to Ipsos research.

What can HR leaders do to help reduce Beverly Beuermann-King, CSP the impact of loneliness as we go forward?

We were already forming fewer friendships than in the past. Previously, as life got busier, our social network got smaller. Then, COVID hit. Never has the entire world been subjected to such collective feelings of fear, uncertainty,

HRmatters / www.cphrmb.ca

anxiety and sorrow. Loneliness became pervasive.

Children and teenagers were suddenly cutoff from their friends. Family members were often isolated from each other.

Colleagues were no longer connecting at the water cooler. Physical distancing, working remotely and lockdowns have impacted our relationships and mental health, and it’s expected that the ripple effect of this will be felt for years.

PEOPLE ARE NOT SEEING THE LIGHT AT THE END OF THE TUNNEL

While the switch to a virtual office with

FEATURE

meetings on Zoom, Microsoft Teams and other online video platforms have allowed for greater flexibility, efficiency, convenience and safety, experts say the lack of social interaction has taken a mental health toll on our teams and workers.

As we head into the possibility of an end to lockdowns and closures, many are feeling very fatigued and emotionally drained. The pandemic has made people more cynical compared to the early days of the crisis. Even the rollout of vaccines across the country has done little to uplift the mood, according to an Ipsos poll. In fact, 43 per cent of our employees are feeling pessimistic about a return to ‘normal’ life once the spread of COVID-19 is contained.

The gradual reopening of society isn’t making social connection easier. Even deciding how to interact with others in our family, community and workplaces has created additional tension. We are in this dilemma where we are closer than we want to be to some people and too distanced from others.

WHAT IS LONELINESS?

Loneliness is an emotion that brings about ‘social pain.’ It’s that distressed or anxious feeling caused by a perceived lack of connection with others when you need or want it. It is characterized by feeling unwanted, empty and cutoff from other people.

Relationships need to exist, fulfill an appropriate role and be mostly positive to keep loneliness at bay.

Everyone feels lonely sometimes. When loneliness happens often or becomes chronic, as it did during the lockdowns, it can have a negative impact on our physical, cognitive and emotional health.

LONELINESS AND WORKING REMOTELY

A pre-pandemic survey, as measured by the University of California at Los Angeles Loneliness Scale in 2019 by Cigna, found that 61 per cent of employees were lonely, up seven per cent from 2018.

In previous decades, work was a major source of friendships and connections.

There were company sponsored picnics, sports teams and holiday dances, as well as impromptu ‘water cooler’ conversations.

For more than a year, many have been working from home and/or in isolation

from colleagues. Conversations have been focused on problem solving and meeting the challenges of the business disruption.

Fewer meaningful relationships are being built. Our average number of close friends whom we can talk with about important issues (such as the coronavirus) has shrunk from three to two, with more than 25 per cent of respondents reporting they have no close friends whatsoever with whom to discuss what matters to them.

Research is showing that loneliness rates are increasing in the wake of the pandemic.

Mayo Clinic investigators found a significant increase in loneliness and a decrease in feelings of friendship. According to a Statista 2021 global survey, approximately 33 per cent of adults experienced feelings of loneliness worldwide, with Canada and the U.S. just under the global average. However, 36 per cent of Americans reported feeling ‘serious loneliness’ post-COVID, according to a Loneliness in America report by Harvard University.

This becomes cyclical, as we know that loneliness at work can increase absenteeism and presenteeism (lack of engagement), and impair productivity, performance, creativity, reasoning and decision-making even further. This can add to that sense of loneliness. When employers and employees work together to combat loneliness, everyone wins.

WHAT HR LEADERS CAN DO TO COMBAT LONELINESS WITHIN THEIR TEAMS

HR leaders play an important role in preventing loneliness among their team.

One of the 10 important elements of organizational culture is social support; however, it is often among the most neglected areas of workplace culture. It is seen as an ‘extra’ — a social nicety or something to focus on if you have time. Now is the time.

Research shows it is important for all leaders to increase the right type of

communication needed for building social bonds. What is most important is that employees who work in virtual or inperson environments feel a stronger sense of connectedness to their team members when there is a high degree of informal communication between them.

Here are 12 ways for leaders to combat loneliness: • Encourage regular check-ins and ensure everyone is connecting as a team.

• Use online tools to keep in touch with each other.

• Develop connection-specific strategies for those in emptier worksites, as well as those working remotely.

• Host regular team meetings and don’t make them all about work.

• Add some time for fun and socialization.

Look at ice breakers, conversation openers or gamified challenges.

• Eat lunch together. Exercise together.

• Create walking meetings.

• Be vulnerable. Share some of the challenges you have faced.

• Reach out and provide emotional support when needed.

• Know how to start a supportive mental health conversation.

• Make yourself available when employees need someone to lend a friendly ear.

• Promote the use of corporate and community resources, such as your HR department, employee assistance programs or telehealth services, for those who may be struggling.

Loneliness is an important issue that has taken on increased urgency in the face of COVID-19. It will have profound consequences for how individuals continue to weather the pandemic. As our teams find their way forward, it is important that HR leaders not overlook the strategies that can minimize the impact of loneliness on the mental health of those around them.

ABOUT THE AUTHOR: For more than 20 years, Beverly Beuermann-King has used her S-O-S Principle with

people and organizations who want to control their reactions to stress, build resiliency against life’s challenges and live healthy, successful lives. Beverly launched her company, R ‘n’ B Consulting, in 1995. Since then, she has helped teams from a wide range of industries, including healthcare, education, government agencies, finance

and not-for-profit, to shift from stressed out to resilient, enabling them to be more engaged, productive and healthy. Connect with Beverly if you are looking to have her share her expertise and experience with your audience by visiting https://worksmartlivesmart.com or e-mailing her at info@worksmartlivesmart.com.

Fall 2021 / HRmatters

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WHAT TO DO WITH YOUR WORKPLACE INVESTIGATION REPORT

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By

Cynthia Lazar

ou have made the decision to investigate and chosen the appropriate investigator.

(See Selecting a Workplace Investigator in the Spring 2021 issue of HRmatters.) The investigation is complete.

Now what? How do you use the report?

How much of it do you disclose and to whom? And how long do you retain it?

USING THE REPORT

At the outset, you will want to ensure the investigation and report were reasonably done.

This does not mean you should interfere with the investigator’s process or findings. Rather, you want to evaluate if the basic process was sound. An investigation report should set out the investigation process, evidence

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HRmatters / www.cphrmb.ca

gathered, findings and the reason for the findings, including the evidentiary standard applied. Depending on the scope of the investigation, relevant workplace policies should be identified and considered. If there are clear problems with the report, such as failure to interview important witnesses, obvious bias or conclusions without an evidentiary basis, you will want to carefully consider how much weight to give to the report and whether it is feasible to have it rectified or redone.

Once you are satisfied the report is proper, you will need to decide what to do with the findings. If it’s determined the complaint is ‘unsubstantiated,’ the complainant should not suffer negative consequences unless it is specifically found that the complaint was malicious. This is very

DIVERSITY FEATURE

rare. You will also want to consider whether there are other remedial actions that should be taken. Sometimes a violation of policy is not established but the investigation sheds light on other issues in the workplace. For example, an investigation into a complaint of harassment by a manager may uncover behaviour that falls short of harassment; however, it indicates a poor management style. If the complaint is substantiated, you will need to consider what remedial and/or disciplinary actions are merited.

If the report indicates undesirable behaviour on the part of someone who was not treated as a respondent, you need to investigate that conduct separately. This time, give the person involved the appropriate cautions and opportunity to respond.

DISCLOSURE

At a minimum, the complainant and respondent should be advised when the investigation is complete and the results (for example, whether the complaint has been substantiated or not). Beyond that, workplace policies or collective agreements may provide guidelines for disclosure and what information the parties are entitled to. Often, parties are provided with an ‘executive summary’ that contains the findings but not other parts of the report, such as witness statements or recommendations. Providing ‘too much’ information, especially in the form of witness statements, can often create new conflicts and should be avoided.

If the report was solicitor-client privileged or prepared in contemplation of litigation, then legal counsel should be consulted prior to disclosing any part of the report. Privilege may be lost, sometimes accidentally, and care should be taken.

For federally regulated employers, the new Work Place Harassment and Violence Prevention Regulations require that an investigator’s report be provided to the principal party, responding party, workplace committee or health and safety representative and, in some circumstances, designated recipient. It must include a general description of the occurrence, investigator’s conclusions and recommendations to eliminate or minimize the risk of a similar occurrence. It must not reveal, directly or indirectly, the identity of persons involved in an occurrence or the resolution process.

WHEN DEALING WITH THE INVESTIGATION MATERIAL, IT MUST BE REMEMBERED THAT SOME OF THE INFORMATION MAY BE STORED ELECTRONICALLY AND SHOULD BE DEALT WITH IN THE SAME MANNER AS HARD COPIES.

When possible, a person not involved in the investigation should be the one to communicate the findings to the complainant and respondent. This should be done with sensitivity, as it is likely a difficult and emotional experience for the person involved. Both the complainant and respondent should be provided with information about any employee assistance programs offered by the employer. It is best to meet separately in a neutral, professional and private space. It is often helpful to ask the parties if they have any questions. If you don’t have an answer on the spot or want to take time to consider the answer, indicate that you will respond to them later and then ensure that you do.

Both the complainant and respondent should be cautioned about retaliation.

RETENTION

Post-investigation, you will want to consider what to do with the report itself.

Where a complaint is substantiated, you will want to retain the report in a confidential file until the time limitation for filing a wrongful/constructive dismissal claim has elapsed. In Manitoba, this is currently six years. It can be kept in the respondent’s file in the same manner as other disciplinary material and referenced in the complainant’s file in case the complainant claims a constructive dismissal in the future.

If the complaint is not substantiated, then neither the complaint nor the report should be referenced in the respondent’s personnel file. It would be wise to retain the report in a separate file for six years in case the complainant subsequently alleges a constructive dismissal.

In a unionized environment, the report should be retained in the manner and for the time set out in the collective agreement. Unless it is contrary to the collective agreement, the report should be retained for at least three years, as current Manitoba workplace safety and health legislation requires that employers review/revise their policies every three years and this can be helpful in that process. This will also capture the filing timelines for workplace safety and health prosecutions (two years) and human rights complaints (one year).

When dealing with the investigation material, it must be remembered that some of the information may be stored electronically and should be dealt with in the same manner as hard copies.

Further, care should be taken to maintain confidentiality in the destruction of this material.

Workplace investigation reports can be very helpful tools but when handled incorrectly, they can introduce new problems. Care should be taken in determining the use, disclosure, retention and destruction of such reports.

ABOUT THE AUTHOR: Cynthia Lazar is a Lawyer and Workplace Investigator at Taylor McCaffrey LLP. She can be reached at clazar@tmlawyers.com or 204-988-0300.

Fall 2021 / HRmatters

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WHY INVESTING IN YOUNG TALENT IS CRUCIAL TO THE FUTURE OF YOUR WORKFORCE

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By

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Hannah Wright

HRmatters / www.cphrmb.ca

OVID-19 has affected everyone but there is no denying the lasting effects of the pandemic on the younger generation. With many businesses experiencing an uncertain future as well as cashflow disruption, 2020 hiring for graduate co-ops and apprenticeship programs came to a screeching halt.

Unfortunately, between reduced hiring and limited staff resources for training, the unemployment rate for 15 to 24-year-olds has more than quintupled since the start of the pandemic.

Fortunately, despite these troubling numbers, there are now reasons to be more optimistic for the future. Businesses are currently stabilizing and adjusting based on the new ‘normal,’ and various governments across the globe are creating incentives for businesses to help the younger generation join the workforce. Not only is this beneficial for younger Canadians trying to gain valuable experience, it has a

positive and transformational impact on businesses as well.

FRESH MINDS EQUATE TO INNOVATION

Beyond temporary governmental incentives, there are several reasons why hiring young people makes sense for businesses. New and young employees provide fresh energy and perspectives, while freeing up some of the bandwidth for more senior staff. Along with this, they bring important skills like technological capabilities and understandings.

As the younger generation is typically more skilled in technology, their presence also bodes well for championing new and emerging technologies within the organization. This generation is not just able to pick up technologies quickly but can also promote the importance of such tools. Globally, 88 per cent of Gen Z employees believe artificial intelligence can improve their job — an important

FEATURE factor in the shift to digitization in the new world after COVID. The appeal of these latest technologies for younger generations can help businesses take advantage. With change consistently accelerating and shifting client needs, these younger workers can help businesses stay ahead of the curve.

The introduction of new young minds also has a positive impact on workplace innovation. As these young employees champion and introduce new technologies, they in turn create an environment that is attractive to future young employees, putting the company in a position where innovation and generating new ideas is constantly top of mind.

ATTRACTING TOP YOUNG TALENT

Attracting top young talent in the current job market can be difficult. Within the accounting industry, Canadian industry experts believe young professionals are looking for more collaborative organizations that are open to continually advancing technology and analytics. To be more attractive than the competition, people departments need to take the pulse

of what is important to younger generations and capture their interest accordingly.

Consider top companies like Google and Apple, which have been successful in attracting the newest generation through perks like flexibility, remote working and unlimited holiday time. Forward-thinking firms recognize factors beyond pay are important incentives for young people.

They typically look for ‘intrinsic motivators,’ such as an exciting, collaborative work environment or a day off to support a charity of importance.

Of course, intrinsic motivators aren’t ‘one size fits all’ and interests differ depending on the person, so it’s imperative that HR teams offer multiple benefit packages and career plans to attract diverse talent. While this is important to everyone, it is especially critical to young employees just starting out in their careers.

To obtain this level of understanding, a joined-up approach to company data is

required. As the employee data becomes plentiful on the cloud, relevant employee data becomes more easily accessible and can be translated into meaningful action.

THE SOLUTION FOR DISRUPTION

As the world is still in the midst of defining a new ‘normal,’ it can be challenging for companies to predict the change in customer needs and operations. As such, companies will need to be flexible to best adapt to this environment. If companies only have vision for how things used to be, these challenges will persist. That’s why introducing young people to a company is so important — young employees are not only agile but also hold the key to unlocking new success through technical skills and innovation.

Despite the challenges faced by today’s small and medium businesses, a focus on hiring young people may be exactly what is needed to survive and thrive in the future.

ABOUT THE AUTHOR: Hannah Wright is Director of Product Marketing at Sage. Hannah began

her career in talent acquisition, gaining firsthand insight into the opportunities and challenges HR and

people teams face. Today, she’s responsible for Sage people product content, supporting HR leaders as they look to tech to solve some of the challenges of today’s world.

Our labour and employment professionals are part of your team.

Whatever your challenge, we are ready to support you.

Your trusted resource for all aspects of labour relations and employment matters.

Learn more at tdslaw.com/L&E

1.855.483.7529

Fall 2021 / HRmatters

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FEATURE

HOW HR LEADERS CAN TRULY ADD VALUE TO THE ORGANIZATION

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Ruchi Kulhari

HRmatters / www.cphrmb.ca

t’s no big secret that organizations depend on their employees, stakeholders and customers to ensure a smooth-running business and deliver results for the organization. While every business function has a role to play, a company’s growth relies heavily on its workforce.

But what role does human resources play?

Sometimes it’s tough to show the impact of HR to stakeholders inside and outside a firm. They might not really understand the value HR brings to the organization or the exact role human resources plays in making the company successful.

DIVERSITY FEATURE

Since organizations cannot be successful without their people, the human resources function focuses on helping the organization achieve its objectives through their human capital.

What should HR leaders do to create synergies between external and internal stakeholders to enhance a firm’s performance?

The key is to create a powerful line of sight between business strategy and actual performance. The value of HR lies with the stakeholders. HR leaders must align practices with the requirements of internal and external stakeholders. If the people leader develops policies and HR practices that support employees and the company to deliver to customers and investors, HR has succeeded. The performance of a company is tied to the performance of its people. The HR function empowers the company by hiring the right talent and developing them to meet the organization’s needs by creating an environment where employees contribute optimally to business success.

THE HR FUNCTION EMPOWERS THE COMPANY

BY HIRING THE RIGHT TALENT AND DEVELOPING THEM TO MEET THE ORGANIZATION’S NEEDS

BY CREATING AN ENVIRONMENT WHERE EMPLOYEES CONTRIBUTE OPTIMALLY TO BUSINESS SUCCESS.

For a chief human resources officer (CHRO) to create value for HR, their value does not come from the policies and people management; it comes from developing and maintaining a business mindset. Over the decades, HR leaders have only aspired to have a seat at the table, aligning one’s work with the company’s business strategies.

But now that HR does have a seat at the table, how do they make it count?

The key lies in our comprehension of what drives the business and how we

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• Mentorship Program • Learning Partnerships • Webinars • PD On-Demand • And more!

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can use that knowledge to maximize our ability to meet company goals. The head of people must be fully acclimated with the market the firm caters to. The deliverables and strategies often reflect the demand and supply and have very little to do with policy-making.

A CHRO can support the executives at the firm and be a strategic partner when they are able to offer a competitive advantage to the firm through their people influence.

The HR leaders are in a unique position to steer the leadership behaviour, employee

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Fall 2021 / HRmatters

13

FEATURE

behaviour and customer behaviour. They bring value by fostering a collective level of commitment in its workforce and helping them to work effectively and creatively so the organization attains a competitive advantage in the market.

One way to evaluate if HR strategies are working is to measure it in the form of the outcome of the business. The greater alignment between customer expectations and employee performance, the more the firm can cut into the wallet share of the customer because of its people strategy.

This brings us to an age-old debate of whether an HR leader should be a people person or one with sense of driving the business. This is something every HR leader struggles with at some point in their career.

Do you need people on your team who are acquainted with employment laws and the nuances of the various HR functions? Or should you go with a person who is more of an industry expert?

While every business has its own DNA and a unique style of operation, HR leaders who come with an excellent HR background but do not relate to the business of the firm

will struggle. Similarly, a business leader heading the people function might also not do justice to the role.

The interesting thing is both kinds of people can be equally successful. When you have someone who doesn’t know the business, one needs to create a support system to get them into the nuts and bolts of it and surround them with business leaders who can equip them with necessary support and guidance. The same applies to HR leaders who come with great business sense but might be less up-to-date with the capabilities HR brings with experience — they need a dependable team of stellar HR professionals to support them.

When the CHRO is the key leader who can cogently discuss the world view on the firm’s ability to run and grow the business, familiarity with the greenfield and all other external realities — around digital capabilities, technology, regulatory nuances, compliances, economy and so much more — then one can really bring alive the HR value in a firm and become a true strategic partner to the chief executive officer.

CPHR MANITOBA CONGRATULATES OUR NEW CPHR CANDIDATES! Anna Abad

Nancy Lado

Precious Abiodun

Clinton Lim

Ajibola Akindipe

Elaine Mayuga

Jaqueline Araujo dos Santos

Randi McCallum

Olufolakemi Aregbesola Amy Bagrie Sebastian Bahamon Janice Bajan Lindsay Baldwin Nicole Barry Keith Bennett Seebia Bharadwaj Leanne Bily Dana Bogers Jeanev Bordeos Alyssa Burg Gordon Chandler Melissa Chivers Janelle Collantes Mary Joyce Corpuz Greg Cruickshank Charizabel Dizon Janine Drennan Alsip Fiona Dunn

ABOUT THE AUTHOR: Ruchi Kulhari is Senior Vice-President, Human Resources, at Coforge Ltd. Ruchi can be reached at 980-428-1311 or Ruchi.Kulhari@coforgetech.com.

Josephine Espiritu Nyasha Falk Maria Farhan Lauren Glen Jess Globerman

CPHR MANITOBA CONGRATULATES OUR NEWEST CPHRS! Jennifer Babiak

Raakel Ladyka

Kajal Bansal

Linda Lemire

Samantha Boulet

Jayelle Morris

Vanessa Breland

Maria Naumoff

Venkata Sesha Ravikiran Dwivedula

Sandra Pachol

Enisty Elias Brittany Enns Balgis Folake Olaniyi David Guzzi Ali Hashmi Blake Hofer

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Brent Peters Lisa Pinto

Brian Gore

MOVERS & SHAKERS

Pamella Harris

Navenka Yoong, CPHR, SHRM-SCP, is now the Regional Human Relations Manager, West Central Region, at The Salvation Army Thrift Store, National Recycling Operations.

Anita Ho

Brittany Hartshorne Esele Ibhazehi Shanette James Aiden Kahanovitch Simranpreet Kaur Paramjit Kaur Kuljeet Kaur

Krista Poplawski

Jennifer Kearns

Suzanne Rhodes

Komal Kaur Khamba

Danielle Vanderwey

Chelsea Kostuik

Katrina Zado

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Business Analysis Become a business analyst or apply business analysis in your profession.

Offered in partnership with the International Institute of Business Analysis (IIBA).

Certificate in Management and Administration (CIMA) Take the next step in your management career with an academic credential and a nationally recognized professional designation to add to your resume.

Change Management Enroll in the only Change Management credential offered by an academic/post-secondary institution in Manitoba.

Quality Management Learn how to lead the transition from quality control to quality excellence. Quality Management tools can be applied in any industry.

Register now at umextended.ca/online, or call 204 474 8800 today.

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