On behalf of CPHR Manitoba, I am pleased to welcome you to this edition of HRmatters
This year's conference theme, Workplace Intelligence, looks at how technology can effectively support organizational culture, how people data and analytics can enhance recruitment and retention strategies, and how we can harness artificial intelligence (AI) without sacrificing human perspective and emotional intelligence. In business, an effective strategy hinges on a healthy workplace culture to drive it forward. It requires the right people to execute that strategy, just as it demands the right strategy to retain top talent. As AI, technology and automation become more integrated into our workplaces, creating an environment where employees feel valued becomes increasingly important. AI may have the potential to streamline processes and improve efficiency, but human expertise and interpersonal connections are irreplaceable.
At CPHR Manitoba, we recognize the power of human resources professionals and what they bring to an organization. CPHRs are best equipped through their education, experience and expertise to shape the future of work. We continue to work with a wide variety of strategic partners to connect with business leaders to increase awareness of CPHR and ensure they understand the value of hiring CPHRs.
We look forward to another year of in-person events where we are able to meet and engage with members. Events like Diversity Forum, Psychological Health & Safety in the Workplace Conference and HR Legislative Review are a great way to keep up-to-date on relevant HR information as well as network with other professionals.
Another signature event is the HR Excellence Awards. This occasion is an opportunity for us to bring awareness to the human resources profession, while showcasing the accomplishments of our members and the HR community. We encourage you to nominate a colleague or business initiative. Nominations are now open.
Even though this is my final year as board chair and my last greeting in HRmatters, I will continue to connect with members at our events. On behalf of CPHR Manitoba, I look forward to seeing you at our upcoming conference and future events, and working with you to continue to advance the HR profession. Thank you to all our members for the honour and opportunity to serve in various capacities over the years.
Dr. Lana Adeleye-Olusae is a Human Resources Excellence Award-winning FCPHR with a Strategic Management Certificate, post-graduate diploma in education and bachelor of agriculture, master of business administration (financial management and accounting), master of arts (church administration) and doctor of ministry (leadership coaching) degrees. In addition to being Director of Human Resources at the Manitoba Museum, Lana is an HR consultant to other organizations. He is also an ordained pastor with the Pentecostal Assemblies of Canada (PAOC). His teaching ministry is focused on encouraging Christians to engage in works of service that benefit others and society at large.
Dr. Lana Adeleye-Olusae, FCPHR Chair, CPHR Manitoba Board of Directors
WORKPLACE INTELLIGENCE
As AI, technology and automation become more integrated into our workplaces, creating an environment where employees feel valued becomes increasingly important. Technology has the potential to streamline processes and improve efficiency, but human expertise and interpersonal connections are irreplaceable.
CPHR Manitoba’s HR Conference
2024: Workplace Intelligence will look at HR professionals as leaders of change, prioritizing people in the age of technology. This year’s theme speaks to the value of a healthy and inclusive work culture, it reflects the need for connection in remote and hybrid workplaces, and it explores how we can harness AI without sacrificing human perspective and emotional intelligence.
This year’s conference will once again take place at RBC Convention Centre over two days, October 22 and 23. CPHR Manitoba’s staff are excited to connect in-person with attendees at this signature event in the Fall.
Starting off the conference is keynote speaker Hamza Khan, Future of Work and People-First Leadership Expert and Bestselling Author. Hamza believes the
future of work is more human, not less. He is on a mission to help organizations achieve inclusive and sustainable growth by rehumanizing the workplace. Rather than be reactive to rapidly changing external conditions, Khan shows leaders how to embrace a bold “people first” approach to better support diverse, engaged, and connected teams in a hybrid environment.
The lunch keynote speaker of day one is Crystal Washington, Futurist, Author, and Hall of Fame Speaker. As a technology strategist and certified futurist, Crystal makes complex artificial intelligence, social media, and app technology easy to understand and accessible for everyday people. Crystal’s keynote will share insights on how you can use cuttingedge technology like Chat GPT to drive performance and take business to the next level.
WORKPLACE INTELLIGENCE
22 & 23, 2024
Sponsor
Starting day two is keynote speaker Rhonda Scharf, Multiple-Award-Winning Speaker, Author, Consultant, and Trainer. Rhonda has earned her Certified Speaking Professional, is a member of the Canadian Speaking Hall of Fame and is one of only 35 speakers worldwide who have earned their Global Speaking Fellow; and has been awarded the Spirit of CAPS (Canadian Association of Professional Speakers) award. Rhonda will share some things she has learned to help you thrive in your work environment, emerging from the day with a smile and a sense of accomplishment.
The lunch keynote speaker of day two is Eric Termuende, Future of Work Expert. Eric’s keynotes transcend the conventional, offering a blend of entertainment, profound insights, and practical, actionable strategies. Attendees consistently laud his presentations as not only enriching and enjoyable but as a catalyst for immediate, tangible change. Eric believes the very best leaders don’t just know what AI is, they know how to build high-performing teams as AI continues to invade the workplace. In his keynote, Eric will teach
exactly how to be a better leader in a world dominated by AI.
Throughout the two days, there will be breakout sessions that range in topics and discussions, such as Developing Human Leaders in a Robotic World with Ben Dueck; Gracefully Address Workplace Bullying with Tammy Dunnett; Aligning DEI to your Organizational Strategy with Deanna Lanoway; and many other influential sessions and speakers.
Attending the annual conference provides HR leaders with the most relevant topics to ensure they are keeping up with ever changing trends, and attending is a great learning experience and a chance to network. CPHR Manitoba is looking forward to connecting with you this fall at the HR Conference 2024!
Rhonda Scharf Eric Termuende
Hamza Khan
Crystal Washington Presenting
THE VALUE OF A DESIGNATION
A conversation with CPHR Manitoba member Kristianne Dechant
When you become a CPHR, you join a dynamic community of forward-thinking professionals who are continually changing Manitoba workplaces for the better. When you hire a CPHR, you not only get an HR professional, you obtain a strategic asset — someone that is uniquely qualified to help you achieve your business goals.
CPHR Manitoba is proud of our CPHRs. We have created a series of videos spotlighting CPHRs who are leading the way in human resources at their organizations.
Kristianne Dechant, Executive Director and CEO of the Liquor, Gaming and Cannabis Authority of Manitoba (LGCA), is a member who has been selected to show-
case the power of the CPHR designation and what being a CPHR means to her. Kristianne’s video was the third video created. It was launched in March 2024.
CPHR Manitoba sat down with Kristianne to learn more about her and get her take on all things CPHR and the field of HR.
Can you tell us about the LGCA and your role? KD: The LGCA is the government agency that regulates Manitoba’s liquor, gaming, cannabis and horse racing industries — four diverse industries that are constantly evolving. At first, regulation seems like a far jump from HR, but the only way the LGCA can serve Manitobans effectively is if our people and their capacity to deliver
service keep up with these evolving industries. This can only happen through great HR, which permeates my thinking and decisions as CEO.
As the head of this organization, my job is about strategy — where the organization is going and how to get there. It has been long recognized that financial strength is a lever to move an organization forward. But I think smart CEOs are seeing our people are equally (or even more so) a lever — it’s our people who give us our strength and advantage to move forward on strategic initiatives. This means progressive organizations (and I like to think the LGCA is one of these) need talented HR people at the executive table. HR is a perspective that was long underrepresented in senior level roles, but that’s changing as we realize strong HR drives organizations to attract and develop a workforce that can meet strategic demands. Strategy fails without great people and great people don’t happen without great HR.
What truly drives you as an HR professional?
KD: At this point in my career, my day-today work isn’t focused on HR per se, but more on driving forward a broader regulatory vision through the work of many. But it’s that ‘through the work of many’ that requires me to draw daily on my HR knowledge. I spend a lot of time coaching and mentoring my executive team and helping them design organizational systems that create a high-performing workplace. Seeing growth in others is really what drives me. I’m motivated by the idea of having people who report to me outgrow me — if I can support them to get so fantastic at their jobs that they have nothing more to learn from me, then I’m building the right kind of environment. That’s when I know I’ve done my job. I’ve found HR people don’t tend to have big egos. Most of them are quietly working in the background to make organizations better. This is a great fit with being a CEO, in my opinion. People mistakenly think all CEOs are flashy and hungry for attention, but that’s just the handful you see in the media. As a CEO, I embrace a servant leadership approach, where my goal is to grow others and see or-
ganizational success happen through them. HR knowledge is excellent for having the skills to do that effectively.
How long have you been a CPHR? And what made you want to pursue the designation and become a CPHR in Manitoba?
KD: I have been a CPHR for just over a decade, since 2012; it was HRMAM’s CHRP at the time. I had just completed an MBA with a specialization in HR, and it felt like pursuing the designation would be the step that would communicate my specialization in HR and signal my capacity in this area. I thought at the time (and still think) having the designation is the marker of a true HR professional. It’s perceived this way in the business community, the same way having a CPA designation is the marker of an accounting professional.
How has becoming a CPHR improved you and your career in general?
KD: I think having the CPHR designation shows a well-roundedness at an executive level. The old school thought was a CEO just needed to be able to read a financial statement to see opportunities for the organization. You still need that, of course, but with people as the major lever for organizational change, a modern CEO needs to be equally able to read a collective agreement, labour law interpretation or staff survey to look at how those drive organizational opportunities.
It's being increasingly recognized that comfort and confidence with the people side of organizations is a basic skill for executive leaders, but also for anyone who wants to be a manager, sit on a board, lead a project and so on. I’ve had opportunities to do all these things because of my HR
knowledge. For example, currently, I sit on a board where I was recruited particularly because they needed a businessperson with the CPHR designation.
What do you think are the best attributes of a CPHR?
KD: The best CPHRs I’ve worked with are consummate professionals. They have impressive knowledge and technical skills in HR, but, more importantly, they model engagement, open-mindedness, balanced perspectives, analytical agility and a deep commitment to service excellence.
What advantages can a CPHR provide to a progressive organization in Manitoba that would be unique from an HR professional without the designation?
KD: I see a few things here. First, there’s an optics advantage. When staff have the CPHR designation, it’s on their e-mail signatures and so forth. This means they are instantly perceived throughout the business community as true HR professionals. By extension, this signals the organization values HR and HR professionalism.
Second, and most importantly, I deeply believe there’s an advantage in terms of the technical skills and knowledge CPHRs bring to the workplace. Because they have embraced this identity in becoming designated, they tend to be the kind of people who live and breathe HR. Whether it’s because they want to or they must (to maintain the designation), they also pursue ongoing HR learning. This means the organization gets access to the benefits of this learning, so it’s so much more likely the organization will know about evolving HR best practices and be positioned to respond to these. What organization wouldn’t want that?
View Kristianne’s video along with other proud CPHRs on www.cphrmb.ca or visit @cphrmanitoba9700 on YouTube.
ABOUT THE PARTICIPANT: Kristianne Dechant is Executive Director and CEO of the Liquor, Gaming and Cannabis Authority of Manitoba, an independent government agency responsible for the regulation of these complex industries. Kristianne has worked in regulation for nearly 20 years and led diverse areas responsible for policy development, communications and research prior to her current executive role. She holds two master’s degrees in business administration and applied statistics, is a CPHR and holds an ICD.D designation from the Institute of Corporate Directors. Kristianne is passionate about leadership practice, clear strategy and good governance, and spends her free time volunteering on boards and with her nose stuck in a book.
11 CHARACTERISTICS OF
AN EMPLOYER OF CHOICE
By Nancy Fonseca
Achieving status as an ‘employer of choice’ puts you in the driver’s seat for recruiting, hiring and retaining the best people. And when the job market is competitive, as it has increasingly become for the best and brightest, having potential employees seek you out is a very fortunate position to be in. It’s not, however, a status that is easily attained or maintained — it requires a thoughtful and strategic approach that begins with understanding what people value most when deciding where they want to work. Here's a list of workplace features employees value most.
CAREER GROWTH
One of the main reasons people leave an organization is for a growth opportunity. Whether that’s taking a position with more responsibility or one that uses a different set of skills, people want to evolve in their positions.
• Create a variety of career paths that facilitate movement up and through the organization.
• Engage in regular career planning sessions with people.
• Provide the support necessary to identify their next move(s) and build their skills accordingly.
MEANINGFUL WORK
Promotions and lateral moves aren’t always possible so that’s where stimulating and challenging work assignments are important. Stretching employees to reach their potential without creating too much stress is a balancing act though. You risk bored or apathetic employees when jobs become too routine, while too much challenge creates stress and burnout.
• Develop job share and job rotation options.
• Regularly put together cross-functional teams.
• Develop committees for various projects and to solve problems.
YOU CAN BUILD ON YOUR STRONG REPUTATION WITHIN THE COMMUNITY BY ENSURING EMPLOYEE EXPERIENCE MATCHES WHAT THEY EXPECT ONCE THEY BEGIN WORKING FOR YOU.
APPRECIATION AND RECOGNITION
Recognizing employees for the hard work they do is essential. No one wants to feel taken for granted or have their contributions go unnoticed. Developing a strong performance management system will help ensure people feel valued and appreciated all the time.
• Set individual as well as team performance goals and targets so each type of contribution has the potential for recognition.
• Understand the difference between perks and rewards — perks, like free lunches or an afternoon off before a long weekend, often become expectations, while rewards are reserved to recognize specific behaviour.
• Get creative with special occasions like anniversaries, birthdays and team wins to keep things fun and lively.
WORK-LIFE BALANCE
It can’t be said enough — refreshed, relaxed, balanced people are the most productive and satisfied. Professional and personal goals are not mutually exclusive, and the most desirable workplaces offer a wide range of programs and practices that support their employees’ personal needs.
• Offer flexible schedules, work from home, generous vacation and so on. Where possible, focus on results versus time spent at the office.
• Consider wellness perks like massage, game rooms and fitness classes.
• Incorporate personal goals with professional ones as part of performance management.
STRONG LEADERS
Trusted organizational leadership is highly valued. It sets the tone for respectful
deliberation when it comes to mission, vision, strategy and decision-making. Employees feel secure when they trust leaders will make sound business decisions and the work being done is purposeful.
• Ensure your vision is well-articulated and communicated with people during the strategic planning process.
• Encourage leadership skill development and identify potential future leaders early on.
• Be approachable and provide many opportunities to interact with employees at all levels and areas of the organization.
FAIRNESS
People are very perceptive when it comes to fair treatment and they choose to work where they trust equity is a strongly held value. Things like favouritism and policies that don’t apply equally to everyone create a lot of discord and lead good people to leave an organization. This concept applies to internal as well as external practices. By attending to both, you will create a much healthier and robust workplace.
• Review day-to-day practices, look for discrepancies between actions and policy and make a plan to close the gaps.
• Examine diversity and inclusion metrics within the organization and establish solid, measurable plans for improvement where needed.
• Survey salaries and wages against competitor, industry and regional benchmarks to ensure your total compensation is at or above market averages.
ACCESS TO INFORMATION
When employees feel ‘in the know’ they understand they are part of something
PROFESSIONAL AND PERSONAL GOALS ARE NOT MUTUALLY EXCLUSIVE, AND THE MOST DESIRABLE WORKPLACES OFFER A WIDE RANGE OF PROGRAMS AND PRACTICES THAT SUPPORT THEIR EMPLOYEES’ PERSONAL NEEDS.
bigger than just their job description. This is motivating, exciting and something people are actively looking for from their employer. Open communication and transparency are vital to become a workplace of choice.
• Share industry news, organizational updates and other information with employees before it is shared externally.
• Endeavor to share information consistently and use a variety of communication methods to improve accessibility for all.
• Be transparent with financials and performance metrics, put the numbers into perspective for the benefit of non-financial staff and make time to answer questions.
EMPOWERMENT
Employees desire to be involved in decisions, they want to be trusted to take responsibility for how they complete their work and to influence how work is generally done. Things like bureaucracy and micromanagement detract from the workplace and leave people feeling stuck with no space to grow and develop. Look for ways to get people involved in big and little decisions on a daily basis.
• Provide constant feedback and support to help employees understand their role and how it fits into the bigger picture.
• Embrace mistakes as learning opportunities with many occasions to debrief and discuss when things go wrong.
• Encourage innovation and ensure the suggestion process is simple so people realize their ideas are truly important and desired.
STRONG REPUTATION
An organization that is highly respected within the industry or region is naturally a place where people want to work. You can build on your strong reputation within the community by ensuring employee experience matches what they expect once they begin working for you. This consistency will help you maintain your reputation and create a positive feedback loop for new and potential employees.
• Prioritize job security and build solid financial plans to ensure long-term stability.
• Keep promises to all stakeholders and get in front of issues early, openly and honestly.
• Pay attention to employer review sites and survey people regularly to understand what you do well and where improvements are needed.
COMMUNITY INVOLVEMENT
Strong corporate citizenship is very appealing to potential employees. This includes ethical practices, sustainability initiatives and social responsibility. People feel great when they know they are working for an organization that gives back and gets involved.
• Develop a strategic Corporate Social Responsibility (CSR) plan that is consistent with your values and principles.
• Support causes and community organizations that employees are already attached to and provide paid time for them to get involved.
• Build on CSR activities to boost morale, build camaraderie and enhance team building efforts.
FUN
Beyond fitting in, people want to have fun at work. They typically spend upwards of eight hours per day with their colleagues so it’s important the culture and atmosphere make room for celebration and enjoyment. Feeling like you work with friends everyday creates a much more pleasant and stressfree workplace, making room for great conversation, problem-solving and synergy.
• Encourage laughter with fun contests, silly themes, and organized games and competitions.
• Take breaks and meals together (pizza socials, pub nights, food trucks) and encourage coworkers to participate on sports teams and organized clubs.
• Infuse the workspace with fun and whimsy — decorate with lively colours, consider a relaxed dress code or establish traditions that make people smile (humour boards, silly trophies and birthday celebrations work well).
Being an employer of choice takes some planning and a strategic approach. Ultimately, though, it comes down to your culture: Are you fair, honest, respectful and fun? Do people trust you to make solid decisions and have their best interests at heart? Are you value-driven and consistent? These are the types of practices employees look for when deciding where they want to work. And each of these underpins great workplaces and strong cultures.
ABOUT THE AUTHOR: Nancy Fonseca is Senior Vice-President of Client Services at Great Place to Work Canada. Nancy is a leader focused on building executive relationships based on trust and collaboration, and partnering with key internal and external stakeholders. She combines a success record of C-level communication, rapport building and relationship development to help senior executives leverage business services to achieve their business objectives. Nancy can be reached at nancy.fonseca@greatplacetowork.com
WHAT WILL YOU GIVE UP?
A leader’s guide to empowerment
By Chris Downey
If you ask someone what makes a great leader, the word empowerment will often be mentioned. If they’re talking about a leader they’ve worked with, you might hear phrases like “They empowered me” or “I felt empowered.”
WHAT DOES EMMPOWERMENT MEAN?
Empowerment is thrown around frequently as a leadership buzzword and most leaders recognize it as important.
But how does one ‘do’ empowerment? What does it look like in action? And how do you know when it has happened?
Unfortunately, too many leaders have unintentionally tarnished the concept of empowerment through their actions and behaviours. This is because they don’t understand what it truly entails.
Leaders often tell their teams they are empowered to make decisions, only to consistently undermine decisions they deem incorrect. Telling someone they are empowered to do something and reversing and/or questioning their decisions or actions can lead to confusion, uncertainty, distrust and even fear. Over time, these experiences can lead to disengagement, poor performance and, worst of all, self-doubt. Asking someone to do something that you need them to do (or that you don’t want to do yourself) is not empowerment. It’s abdication of responsibility.
To understand how to genuinely empower someone, you need to start by breaking down the word. Power signifies authority, influence and control — empower means you are giving away that authority, influence and control. As such, to truly empower someone, you need to
give something up. Essentially, empowerment means to give away or distribute the power to elevate others.
Whether someone feels empowered is directly correlated to how leaders behave. Giving someone power over something is a demonstration of trust. Retracting that power is a surefire way to destroy it.
Your actions (or lack thereof) as a leader send clear signals to employees about what you truly value and prioritize. While saying the words is a great way to clarify your intent, the true measure of quality leadership lies in how your behaviour and actions impact those you lead.
If you claim to empower your employees, then you need to make sure how you act and behave aligns with your words. Simply stating you empower your employees is insufficient. Empowerment must be reinforced through consistent leadership behaviours and experiences.
HOW DO YOU ‘DO’ EMPOWERMENT?
Take inventory. You need to first acknowledge empowering someone isn’t always the right thing to do. There are times and situations when it is appropriate for the leader to
retain the power. Take stock of what power you are prepared to give away and what power you need to retain.
Clarify boundaries. Clearly define the limits of control and influence for your employees. Ensure they understand what decisions they can make and the guiding principles for those decisions. Once these boundaries are established, allow them the autonomy to act.
Be curious. When concerns arise, approach employees with curiosity and suspend judgment. Remember, they have the power, so try to understand their perspective. Once you know where they’re coming from — and if a legitimate issue arises — realign expectations and make sure they have the necessary supports.
Believe. People need to know you believe in them and their abilities. Demonstrate your belief through recognition and affirmation. Let them know you appreciate them, their contributions and efforts.
ABOUT THE AUTHOR: Chris Downey is Vice-President of Consulting Services at the ACHIEVE Centre for Leadership and Crisis & Trauma. Chris is a leadership and organizational development professional with more than 25 years of experience working in the private and public sectors. He has developed and executed strategies and succession plans for a variety of workplaces, and approaches organizational planning with practicality in mind. He recognizes the importance of setting a strategic vision and subsequent plans that connect with all stakeholders in a meaningful way. Through his extensive experience in operations, compliance and organizational development, he has gained a diverse skill set that has shaped how he approaches coaching leaders and working with teams.
HR Excellence Awards
Showcasing the great work of HR professionals and emerging best practices in Human Resources.
Deadline for nominations: October 31, 2024
Check out our awards categories that speak to Professional and Business excellence!
Empowering individuals and teams is a potent way to enhance efficiency, demonstrate trust, build strength and confidence, and create positive leadership experiences. However, it can just as easily have the opposite effect when leadership behaviours do not align with the true meaning of empowerment. Be clear about what you are prepared to give away, believe in those to whom you delegate power and be prepared to see greatness unfold in ways that exceed your expectations. For more info, visit CPHRMB.CA/AWARDS
Nominate yourself, a colleague, or your organization today!
business excellence awards
Recognizing businesses that have harnessed the power of HR to advance their business goals.
professional excellence awards
Recognizing outstanding HR professionals who apply their expertise to the objectives of their organization and the people they support.
Presenting Sponsor
NAVIGATING STAFF SHORTAGES IN POST-COVID TIMES
By Alex Zlatin
As CEO of Maxim Software Systems, I've seen firsthand how the COVID-19 pandemic has reshaped the dental industry. One of the most pressing challenges we face today is staff shortages, which have been worsened by the pandemic. Here are strategies and insights that can help dental practices navigate these challenging times.
UNDERSTANDING THE ROOT CAUSES
To effectively tackle staff shortages, it's essential to understand their root causes. The pandemic has led to burnout, career changes and a re-evaluation of work-life balance among healthcare workers. Additionally, the increased demand for healthcare services has outpaced the supply of qualified profes-
sionals. Addressing these issues requires a multifaceted approach that considers both immediate needs and long-term solutions.
PRIORITIZE EMPLOYEE WELL-BEING
Taking care of employee well-being is crucial in addressing staff shortages. Burnout and stress are rampant, making it imperative for dental practices to create a healthy work environment. Implementing flexible work schedules, providing mental health resources and encouraging regular breaks can significantly improve employee morale and reduce burnout.
A genuine connection with employees is the foundation of a successful business. This connection can be fostered through regular check-ins, open communication and recognizing employees’ hard work and dedication.
IMPLEMENTING
DENTAL MANAGEMENT SOFTWARE CAN AUTOMATE APPOINTMENT SCHEDULING, PATIENT REMINDERS AND BILLING, REDUCING THE ADMINISTRATIVE BURDEN ON STAFF.
STREAMLINE OPERATIONS
Efficiency is key when dealing with staff shortages. Dental practices can maximize their resources by streamlining operations. This includes finding and cutting out redundant tasks, automating routine processes and leveraging technology to enhance productivity.
Conducting a thorough review of daily operations to identify areas for improvement is essential. Freeing administration staff from superfluous tasks ensures they have more time to take care of what matters most — patients. Implementing dental management software can automate appointment scheduling, patient reminders and billing, reducing the administrative burden on staff.
INVEST IN TRAINING AND DEVELOPMENT
Investing in employee training and development is crucial for retaining existing staff and attracting new talent. Opportunities for professional growth not only improve employee skills but also enhance job satisfaction and loyalty.
Continuous learning is vital. Offering regular training sessions, workshops and access to online courses helps employees stay upto-date with the latest industry trends and best practices. Empowering your team with knowledge and skills is a long-term investment that pays off in improved performance and retention.
FOSTER A POSITIVE WORK ENVIRONMENT
A positive work environment significantly affects employee retention and attraction. Creating a workplace where employees feel valued, respected and part of a team enhances job satisfaction and reduces turnover rates.
Leadership plays a crucial role in shaping a positive work environment. Successful businesses establish a genuine connection with employees, stakeholders, customers and vendors. Encouraging collaboration, celebrating achievements and addressing conflicts promptly and fairly are key components of a positive work culture.
ENHANCE RECRUITMENT STRATEGIES
Enhancing recruitment strategies is essential in addressing staff shortages. Traditional hiring practices may no longer suffice in attracting the right talent. A more innovative approach to recruitment, including leveraging social media, employee referrals and industry networks, is needed.
Focus on assessing candidates’ personalities and cultural fit rather than just their technical skills. Behavioural interviews and situational questions offer deeper insights into how candidates might perform in real-world scenarios.
OFFER COMPETITIVE COMPENSATION AND BENEFITS
Offering competitive pay and benefits is key to acquiring and retaining talent. Attractive remuneration packages should include competitive pay, health insurance, retirement plans and paid time off.
Compensation should align with industry standards and reflect the value employees bring to the practice. Investing in employees' financial well-being is a clear indicator you value their contributions.
LEVERAGE TECHNOLOGY AND TELEHEALTH
The adoption of technology and telehealth services has accelerated during the pandemic and can help ease staff shortages. Telehealth expands the reach of dental services, allowing practices to serve more patients without overburdening in-house staff.
Integrating telehealth into service offerings is essential. Embracing technology improves patient care and enhances operational efficiency. Telehealth eases remote consultations, follow-up appointments and patient education, reducing the need for in-person visits.
A PROACTIVE APPROACH
Dealing with staff shortages in the postCOVID era requires a comprehensive and proactive approach. By prioritizing employee well-being, streamlining operations, investing in training, fostering a positive work environment, enhancing recruitment strategies, offering competitive compensation and leveraging technology, dental practices can navigate these challenges effectively.
These insights provide a valuable framework for addressing staff shortages and ensuring the continued success of dental practices. By adopting these strategies, dental clinics can create a resilient and supportive workplace that attracts and retains top talent, ultimately delivering high-quality care to their patients.
THE ‘HOW’ OF HR MANAGEMENT IN THE AI AGE
By Mostafa Sayyadi
Unfortunately, existing HR models have been immune to change for years. The inertia that managers have been trying to debunk has hit home. The current HR models have worked in the same way for more than a century. But now, with the onslaught of disruptions, artificial intelligence (AI), diversity, equity and inclusion, the tried and true HR models have seriously endangered the survival and continuity of organizations.
My conversations with 81 senior executives in the United States, Australia, Hong Kong and the United Arab Emirates have revealed many senior executives still believe in outdated HR models and underestimate AI disruption. Perhaps the survival and continuity of both large and small companies will be to engage in more agility, diversity, equity and inclusion, and more adaptable HR models that offer a full suite of services from human resource management to strategic HR management
There is a plethora of unique opportunities as organizations enter the age of AI. One is to create an AI-powered HR approach. Developing a technological infrastructure is one
important component but there is another that will likely make or break the traditional organization. Success in the era of AI does not only require money and investment in technology infrastructure, but it also requires a change in the way leaders think about human resources. In this article, I call this the AI-powered HR approach, and provide leaders with best practices for the development and design of it.
The best practices for the development and design of an AI-powered HR approach depend on how senior managers can create a ‘rapid technology change program.’ There needs to be a strong emphasis on maximizing the performance of AI development and implementing a human resources development project to begin designing and developing a new form of HR approach.
THE INCREASING ROLE OF AI
AI is changing the form of business all over the world. Decision-making is focused on gaining insights from data from a more decentralized organizational structure. Organizational processes are becoming increasingly automated to bring
MOST EXECUTIVES AND SENIOR EXECUTIVES ARE NOT CONSIDERING AI INITIATIVES IN THEIR CORPORATE STRATEGIES, LEAVING THEM
LEFT AT A STATION THAT IS NOT ONLY MOVING AT EXTENUATING SPEED BUT ALSO LEAVING THEM LESS COMPETITIVE PRODUCT-WISE.
benefits to companies around the world, transforming their relationships with customers to be quicker and more responsive.
Google is the crème de la crème of high-tech AI, built on algorithms with minimized error rates. This technology gives organizations the power to break free from the limitations of traditional processes, offering unique market opportunities. AI coupled with continuous learning allows organizations to better perform.
Alibaba, another successful company that has developed AI, is now ranked among the most valuable companies in the world. Algorithms are their main criterion for decision-making, reducing error rates similar to Six Sigma.
Most executives and senior executives are not considering AI initiatives in their corporate strategies, leaving them left at a station that is not only moving at extenuating speed but also leaving them less competitive product-wise. Some CEOs have been considered for immediate replacement due to AI. Thus, the key is for CEOs to develop an effective AI-powered strategy.
AI coupled with data analysis and digital core is going to be the strategic advantage of the future. Here is how to do it:
• Assess organizational capabilities and needs;
• Effectively evaluate human capabilities and technological infrastructure;
• Implement an effective knowledge management system; and
• Develop strong human resources infrastructure.
The lack of an effective knowledge management system causes insights such as these to create bottlenecks in communication channels. Chatbots, the way of the future, can also lead to the development of a data-oriented approach in companies and eventually strengthen the data analysis side in an AI-powered strategy.
Digital core knowledge refers to the software on which algorithms are derived from data analysis. Here, decision-making is redefined in the most scientific way and algo-
rithms are fully automated processes. CEOs should not be influenced by vendors who seek to only sell their software. The lack of accurate evaluation and implementation of inefficient software can delay the effective application of an AI-powered strategy. Organizations still need to redesign many processes and effectively divide work between humans and robots. Furthermore, effective implementation of an AI-powered strategy requires the extensive participation of human resources and strong support of CEOs. CEOs must highlight that AI does not mean eliminating the role of human resources but rather enhancing their role more effectively. The key is to reduce resistance and better align human resources.
DESIGNING AN AI-POWERED HR APPROACH
Human resources are usually managed around participation in centralized meetings, teamwork, trust and learning:
• Participation of organizational members through cohesive collaboration in which the entire organization is rowing in the same direction.
• Team building and better sharing of organizational knowledge through greater collaboration improves data quality.
• Trust is basically a framework of satisfaction coupled with safety. People need to know when they wake up in the morning that they will have a job waiting for them.
• Organizational learning is a given mantra throughout the organization with professional development by vendors and experts in the field, which adds the glue that creates an ambiance of growing and developing.
After the human resources are set upon these four tenets, there needs to be expansive advertising of activities and milestones. A newsletter or means of communication includes ac-
complishments not only within the organization but also for those who left for better positions based on knowledge gained, training and development, and tenure at the organization. The intention to keep all employees is a good one but you must consider natural attrition levels and movement up the organizational ladder or the risk of people leaving for better positions. Thus, while a culture must be the glue that keeps the organization together, it must be elastic and realistic, too. Trust is a double-edged sword, one in which leaders must trust their subordinates the same way they trust them. We run studies where we find which employees want to move up the organizational ladder, linear, those that want to keep learning and growing in their current position, technical expert, and those that may be transient and looking to change careers when the spirit moves them to do so. Putting people first and then offering the technology employees need to stay up-to-date on AI encourages them to keep up with rapid technological changes. Team leaders encourage risk-taking for their teams and they attempt to be optimistic about innovation. This new mindset offers greater flexibility and agility.
CONCLUSION
There is no doubt developing human resources that supports AI can play a critical role in business success for organizations. The development and design of an AI-powered HR approach requires the courage of top managers. An AI-powered HR approach should effectively involve all members of the organization and initiate trust, continuous learning and development, teamwork and a sense of camaraderie throughout the organization. Organizations can benefit from their human resources development and achieve prosperity and effectiveness in the age of AI.
ABOUT THE AUTHOR: Mostafa Sayyadi works with senior business leaders to effectively develop innovation in companies, and helps companies, from start-ups to the Fortune 100, succeed by improving the effectiveness of their leaders. Mostafa is a business book author and a long-time contributor to business publications. His work has been featured in top-flight business publications.
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