CPHR-MB Spring 2021

SPRING 2021 / VOL. 21, NO. 1

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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WORKPLACE DIVERSITY PM# 1682019

HOW ORGANIZATIONS CAN FOSTER AN INCLUSIVE CULTURE

CALL TO ACTION #92 AND YOU: CORPORATE RESPONSIBILITY VIRTUAL HUMAN RESOURCES / SELECTING A WORKPLACE INVESTIGATOR

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HRmatters SPRING 2021, VOL. 1, NO. 1

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

CONTENTS FEATURES 6

VIRTUAL HR

8 SELECTING A WORKPLACE INVESTIGATOR 10 CALL TO ACTION #92 AND YOU 12 FIVE WAYS TO START CREATING A MORE INCLUSIVE WORKPLACE

Marketing & Communications Coordinator: Emily Janssens Events & Programs Coordinator: Lindsey Barnett

INSIDE MATTERS

Membership Engagement Coordinator: Stephanie Smith

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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

CPHR Manitoba Chair’s Message

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

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CPHR MANITOBA CHAIR’S MESSAGE

RISING TO THE CHALLENGE By Colleen Coates, CPHR Chair, CPHR Manitoba Board of Directors

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

J

ust over a year ago, none of use would have imagined where we are today — nearly 14 months into the COVID-19 pandemic. As business has changed, HR professionals have been there supporting health, safety, dignity and success — one workplace at a time. The true strategic value that HR brings to our economy is clear. During this tumultuous time, employers, colleagues and clients have turned to HR professionals for strategic advice, clear guidance, and leadership on all aspects of human resources. The special COVID-19 edition of the HR Trends survey report showed having a business continuity plan in place prior to the pandemic significantly improved the likelihood an organization was able to continue all or most of their operations. The results also revealed that when HR was a key contributor to the plan’s development, then it was more likely to have been viewed as helpful in guiding decision-making during the public health emergency. After all, positioning businesses and people to succeed is our primary mandate.

I know these have been challenging and even exhausting times for members and their organizations, but the outlook for our profession is bright. As businesses continue to evolve and adapt to new ways of working, CPHRs are best equipped through their education and expertise to help shape the future of work. As 2021 continues to unfold, I urge you to rise to the challenges that you will face in the coming months to help your organization compete for success in an ever-changing environment.

At CPHR Manitoba, we remain committed to our mission of advancing the human resource profession in pursuit of positively impacting leadership, employees, and organizational health and performance to 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 as we move our organization forward and work toward meeting our strategic goals.

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

Have a healthy and safe summer!

Colleen Coates is 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 having held senior leadership positions with

Princess Auto, The North West Company, The Dufresne Group and Convergys Customer Management Canada. Colleen 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

Let’s keep moving forward.

Together.

Find resources and training at safemanitoba.com

FEATURE

VIRTUAL HR

How to leverage remote interviewing to grow your team

W By

Millena Lazareti

hether you’re looking to grow a team that’s rooted in a single location or collaborates from all across the country, finding a complementary candidate is critical. Effective interviewing allows leaders to assess whether or not a potential new team member has the knowledge, interpersonal skills and integrity to make a positive impact.

It also empowers the candidate with a clear picture of the organization’s culture and values so they can make an informed decision for themselves.

Remote interviews (by phone or video chat) were once considered a pale comparison to in-person discussions for

this mutual evaluation. Since the rise of pandemic-driven social distancing, they’ve not only become a necessity but have forced HR professionals to get creative and have inspired more intentional communication on both sides.

Here are four ways to optimize remote interviews for your team and potential hires.

BE DELIBERATE IN ESTABLISHING INTERVIEW STRUCTURE AND TONE WITHIN YOUR TEAM BEFORE THE INTERVIEW PROCESS BEGINS.

Gone are the days when a subtle eyebrow raise or pen tap could signal to your

FEATURE

colleague that it’s time to switch gears. We don’t realize how dependent we are on body language for communication until we can’t rely on it anymore!

Instead, meet with colleagues that will be participating in the interview beforehand to make a detailed plan. Who will be in charge of ice-breaking and tone-setting? Who will ask the candidate which questions? Who will signal the conversation is transitioning to the next topic or ending altogether?

Establishing these points upfront will ensure a more effective conversation for both your team and the interviewee.

Once you’ve confirmed who will be in the (virtual) room, communicate that information to your candidate pre-interview so they can feel prepared, too.

EMBRACE THE NEW INSIGHTS THAT VIDEO CONFERENCING CAN OFFER.

There’s an innate awkwardness to video conferencing. Audio and visual might not be fully in sync, leading to participants constantly cutting each other off, and the setting can be unfocused. (How many inperson interviews feature a cameo by a preschooler wandering in and asking for a snack?) And your go-to interview wear can feel semi-ridiculous at your kitchen table.

Rather than pretending these challenges don’t exist, see them as an opportunity to evaluate candidates in new ways. While body language is more difficult to glean when you’re not in the same room, you can get a sense of an interviewee’s flexibility and adaptability by their willingness to leverage the meeting’s potentially unfamiliar technology. There may be no traffic on which to blame a late start anymore, but does the candidate demonstrate good organizational skills by not only connecting on time but also showing that they’ve cleaned up their interview space and tested their audio before the meeting begins?

And when inevitable snafus or interruptions happen, do they demonstrate problemsolving skills and a sense of humour, or do they get overwhelmed and flustered?

These ‘soft skills’ are especially essential in circumstances where remote interviewing precedes remote work and remote team building. It’s important to evaluate how well a potential hire will likely adjust to virtual onboarding, how they independently

IN A REMOTE INTERVIEW SETTING, IT’S UP TO EMPLOYERS TO FIND NEW WAYS TO DIRECTLY COMMUNICATE INFORMATION ABOUT THE CULTURE OF THE ORGANIZATION.

manage priorities and how easily they might connect with the team already in place.

While there is admittedly information lost by not being in the same room, there are also new insights to be gained.

FIND CREATIVE WAYS TO DESCRIBE AND DEMONSTRATE CORPORATE CULTURE.

One of the best parts of an in-person interview from the candidate’s perspective is that it provides a sneak preview of what life might look like for them as a member of your organization. Everything from experiencing what would eventually be their daily commute and assessing nearby amenities to observing staff interactions while they wait in the lobby before the interview begins and glimpsing the space where they’d perform their duties makes a (hopefully positive) first impression and gives them a sense of whether or not they’d like to join the team. Without those clues, it can be a lot harder for a potential hire to feel confident in their decision.

In a remote interview setting, it’s up to employers to find new ways to directly communicate information about the culture of the organization.

The first thing an applicant is likely to do is take a look at your company’s website and social media accounts.

Do they give a robust and accurate look at what everyday life at your company would be like? Then there’s the job posting. Does the language and tone reflect your organizational

culture? Don’t hesitate to engage your marketing team or a third-party brand consultant to ensure you’re telling the real story about your organization.

Make sure to also set aside time in the interview to chat about the job itself, as well as outline and demonstrate through your interactions the culture of the organization as a whole.

FOCUS ON CANDIDATE ENGAGEMENT AND EXPERIENCE.

Be intentional about making yourself available and maintaining ongoing, consistent communication with the candidate — building a connection and trust is key to creating engagement. Recruitment isn’t just about hiring; it’s about understanding and encouraging the unique contributions of each individual to make a stronger organization overall.

There are also several positives to remote interviews. They’re flexible and time-efficient; require and ultimately foster stronger communication skills that can be applied across the board; and once their viability has been proven within your organization, they can save both travel time and money, as you may choose to lean on video interviews in the future rather than commuting to interview someone outside your region (in the case of a national organization).

With keen preparation and fresh expectations, remote interviews can be a highly effective way to grow your team.

ABOUT THE AUTHOR: Millena Lazareti is a Human Resources Specialist, Recruitment and Retention,

at Payworks. Millena joined Payworks’ HR team in 2019, bringing several years of recruitment-focused HR experience in both Canada and Brazil to her role. She provides both career and holistic wellness support to Payworks’ employees.

Spring 2021 / HRmatters

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SELECTING A WORKPLACE INVESTIGATOR Key considerations to contemplate as soon as a complaint, allegation arises

By

Cynthia Lazar DECIDING TO CONDUCT AN INVESTIGATION

Sometimes a workplace investigation is required by either statute or a collective agreement. In other cases, an investigation is not required by law but is a prudent step to protect the employer’s interests. When an employer is considering dismissing a non-unionized employee for just cause and a wrongful dismissal action is likely, a good investigation can bolster such case and also be used to rebut allegations of bad faith conduct.

Similarly, a workplace investigation should be considered when allegations point to a potential contravention of human rights legislation or a violation of respectful workplace or harassment provisions in a collective agreement that may give rise to a grievance.

Once decided an investigation should take place, how should an employer

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HRmatters / www.cphrmb.ca

determine what kind of investigator to retain and the type of investigation that’s most desirable?

INTERNAL OR EXTERNAL INVESTIGATOR

The first consideration in selecting a workplace investigator is to determine whether the investigation should be done ‘in-house’ by an internal person or an external investigator should be retained.

There are advantages and disadvantages to each approach.

An internal investigator will be more familiar with the workplace and policies and less costly than an external investigator.

However, an external investigator will almost always be perceived as being more objective. Employees are more likely to feel comfortable speaking with an external party. Whether justified or not, internal investigators may be viewed as

threatening, untrustworthy or motivated to protect the employer’s interests above maintaining the integrity of the investigation. Reports of disinterested external investigators may also be more persuasive to an ultimate decision-maker than those of internal investigators.

External investigators can be expensive, though, especially as the scope and complexity of an investigation may not be easy to predict. Issues and witnesses may only become relevant after the investigation begins. This makes creating a realistic budget challenging.

Investigations of minor disputes between peerswherefuture litigation is unlikely may be suitable for investigation by internal human resource professionals with proper training in investigations. Where there is a power imbalance between the complainant and respondent, potential litigation or the appearance of bias due to a real or perceived personal

DIVERSITY FEATURE

friendship or relationship between the internal human resource professional and an employee involved, an external investigator is recommended.

For federally regulated employers, new amendments to the Canada Labour Code provide that the employer may select an investigator from a list jointly agreed to in advance by the employer and its health and safety representative, workplace committee or policy committee. This list may contain internal investigators, external investigators or a combination of the two. If there is no list, the employer, complainant and respondent must all agree. Where an agreement cannot be reached within 60 days, the employer may choose an investigator from a list of individuals approved by the Canadian Centre for Occupational Health and Safety.

PRIVILEGED OR NON-PRIVILEGED

Another consideration in choosing an investigator is whether the employer wants to be able to claim privilege over the resulting written report so that it can be

kept confidential. It is possible for a nonlawyer to claim privilege in anticipation of litigation but that privilege is more difficult to establish. If privilege is important, it is best to use a lawyer who can assert both litigation privilege and solicitor-client privilege. In order to do this, the retainer agreement has to be carefully drafted and it must be clear that the purpose of the lawyer conducting the investigation is to provide legal advice or to prepare for litigation, not just to ascertain the facts.

Privilege may be desirable where serious or complex litigation is possible; there is actual litigation ongoing on the same or a potentially related matter or involving one or more of the same individuals; upper management is involved; there is a potential of serious damage to the employer’s reputation; or the workplace is unionized and the investigation touches on matters that may impact collective bargaining.

The employer may always choose to waive the privilege after receiving the investigation report, if it is deemed advantageous to do so.

There are some cautions though: • Just because privilege is asserted does not mean it will be upheld if challenged.

This is determined on a case-by-case analysis of the facts.

• The facts themselves are not privileged.

Opposing parties can interview witnesses, require production of documents and conduct their own investigations. Keeping an investigation privileged does not mean the facts won’t be discovered and presented by other means.

• Privilege can be lost, sometimes unintentionally.

Workplace investigations are becoming more frequent. Consideration should be given to the type of investigator and investigation from the time allegations or complaints arise.

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.

Spring 2021 / HRmatters

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CALL TO ACTION #92 AND YOU Reconciliation responsibilities for businesses

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Adam N. Nepon, MBA, CPHR Candidate

HRmatters / www.cphrmb.ca

lot of us have heard about the Truth and Reconciliation Commission (TRC) of Canada and the establishment of the 94 calls to action. Based on my experiences, it appears organizations and, specifically, corporations across Manitoba have been grappling with the call to actions and how to implement them. This is almost always a tough subject but we have to get comfortable being uncomfortable.

Call to action No. 92 addresses a corporation’s role in making a significant impact to eliminate some of the systemic suppression experienced

by Indigenous peoples and others who identify as BIPOC (black, Indigenous and people of colour).

Systemic suppression and systemic racism inherently exists in many organizational systems, public and private. This is not about the people within the systems but the processes and

procedures within the systems that cause this marginalization and inequality.

The TRC* was formed with the goal of “promoting healing, educating, listening and the preparation of a report for all parties that includes recommendations for the Government of Canada regarding the IRS (Indian Residential Schools) system, experience and legacy.”

Personally, the term ‘residential school’ didn’t even register for me until about 10 years ago. I stumbled across the CBC miniseries 8th Fire that took viewers through a history that I had never heard or possibly was never presented to me in elementary school. After watching the series, I started to understand my thoughts, perceptions and biases were formed without any direct experience with Indigenous communities. What I came to realize was my ignorance; that I cannot fear this ignorance; and I am not alone.

FEATURE

The hardest thing for me about starting this journey toward reconciliation was having to discard almost everything I had heard or thought I understood about Indigenous cultures and peoples. I gravely misunderstood the history that came along with that. Like anything, the more you explore, the more you understand and that’s where I chose to focus my graduate degree.

Part of this degree included a research project that was initially tasked with creating case studies to be used at the University of Manitoba’s Asper School of Business. A standard business case study format would be followed but specifically highlighting a dilemma within Indigenous organizations.

What we found was before creating these case studies on complex business decisions with Indigenous stakeholders, there was a need to first provide basic information in the classroom regarding the history of the relationship between Indigenous people and settlers, including contemporary issues in Canada. These findings echoed in many of the conversations I’ve had since.

Looking at this through a human resource perspective, the TRC’s call to action No. 92

specifically addresses what changes are needed in the corporate sector to achieve steps toward reconciliation with Indigenous communities. When implementing call to action No. 92 strategies in any organization, it is imperative that change is accepted from the boardroom to the frontline; however, I believe HR professionals will be the ones leading the charge for change.

Two of the three main points for call to action No. 92 are HR focused: • Ensure Aboriginal peoples have equitable access to jobs, training and education opportunities in the corporate sector, and that Aboriginal communities gain long-term sustainable benefits from economic development projects.

• Provide education for management and staff on the history of Aboriginal peoples, including the history and legacy

of residential schools, the United Nations Declaration on the Rights of Indigenous Peoples, treaties and Aboriginal rights, Indigenous law and Aboriginal–Crown relations. This will require skills-based training in intercultural competency, conflict resolution, human rights, and anti-racism.

Government commissioned a report so we can see how to start repairing this relationship. Guidance was provided in the outcomes of the commission and commitments were made; however, many corporations appear to be waiting for First Nations, Inuit and Metis to keep this ball rolling. It’s important to start having these conversations in our organizations while remaining respectful and open-minded.

This takes us, professionals in human resources, to start providing equality through equity.

REFERENCES:

*http://caid.ca/DTRC.html

ABOUT THE AUTHOR: ADAM N. NEPON is a Founder/Partner at MBA Consulting & Co./Realcare.

He can be reached at adam@realcare.ca or 204-997-6147.

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.

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1.855.483.7529

Spring 2021 / HRmatters

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FEATURE

FIVE WAYS TO START CREATING A MORE INCLUSIVE WORKPLACE Best practices for changing your culture

R By

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Nicole Stewart, CPHR

HRmatters / www.cphrmb.ca

egardless of industry, size or location, all organizations benefit from a diverse workforce. Not only is it ethically right to mirror the communities in the workforces that serve them; diversity can also make organizations more successful. The intersectional* nature of our experiences as members of many demographics at once gives each person valuable, unique perspectives and knowledge of the world around us.

However, just because an organization is diverse doesn’t necessarily mean that those perspectives are being welcomed and that’s where inclusion comes in. The

Harvard Business Review** quotes inclusion strategist Vernā Myers as saying, “Diversity is being invited to the party. Inclusion is being asked to dance.” An inclusive environment is one where people of all ages, abilities, races, genders, sexual orientations and socioeconomic statuses are not only present but feel safe, respected and empowered.

So how can organizational leaders strive to become more inclusive? Here are five places to start.

1 / INVEST IN INCLUSIVITY AND MAKE THOSE INVESTMENTS KNOWN.

When establishing community support plans for the upcoming year, consider the

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The WCB is here to help you get started.

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Download our Best Practice Guide at wcb.mb.ca/return-to-work

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FEATURE

needs of not-for-profit organizations serving a wide variety of populations. Provide opportunities to staff for both professional and personal development by hiring a range of diverse speakers and educators to share their knowledge and guidance. Be public about the organization’s values and what it’s doing to promote them.

Don’t forget to share these stories on social media — they’ll go a long way in encouraging the broadest range of potential candidates to feel welcome in applying for open positions, and current staff will feel proud to be part of the team.

2 / AMPLIFY VOICES THAT HAVE TRADITIONALLY BEEN SILENCED.

Sit back and observe some upcoming team meetings, whether in-person or virtual. Is each individual provided an opportunity to speak or are a few strong voices interrupting and drowning out the rest?

If there’s inequity, use words like, “You were interrupted, what were you saying?”, and model goal behaviour (active listening) to start shifting workplace culture. Call on those who are traditionally quiet to share their opinion, whether in the group setting or one-on-one. You may be surprised by what you learn.

3 / ESTABLISH AN ENVIRONMENT OF TRUST.

None of the provided sharing opportunities will be meaningful unless those who are speaking believe their words are welcomed and taken seriously. Leaders need to earn that trust by doing their own research into the biases, microaggressions and discriminatory behaviour that can impact their team members and putting human resources policies into place to help prevent them.

Don’t be defensive if a staff member brings forward an opportunity for change;

rather, thank them for their honesty and perspective, and outline how you’ll address the problem. Remember, it’s not up to impacted staff to figure out the solution; they shouldn’t have to deal with these issues at work in the first place.

4 / BE MINDFUL OF AND ADDRESS UNIQUE BARRIERS TO CAREER GROWTH.

Ideally, once a staffer is entrenched in a supportive team, their opportunity for career growth should be limitless.

Unfortunately, that’s not always the case.

There are a myriad of factors that can impact an individual’s ability to move into a leadership role. For example, frequent travel may be impossible for those with accessibility constraints or caregiving responsibilities.

If your goal is a diverse leadership team — which it should be — reexamine what it takes to get there and consider how some of these barriers can be addressed.

5 / HOLD YOURSELF ACCOUNTABLE.

No matter how much effort an organization puts into inclusion initiatives, mistakes will be made and that’s okay. All humans make mistakes and they provide an opportunity to do better next time. With that said, they must be faced head-on.

Take a look at employee turnover. Is a certain demographic overrepresented among those who’ve chosen to leave the organization? Are the same themes repeatedly emerging in exit interviews? If so, it’s time to research what can be done to better serve this group as an employer.

Establishing an inclusive environment is neither quick nor easy but it’s the right thing to do for each of our teams, clients and communities. We encourage all employers to join Payworks on this journey toward building a better, more inclusive and more equitable Canada.

Kelsie Bell

Jenny Lumagbas

Jenna Book

Roberta Marsh

Kaitlin Bourassa

Dana Nepon

Alison Crozier

Anne Penner

Andrea Cruise

Anna Popova

Allison Currie

Sangeetha Rachel Jacob

Renata Dennis Courtney Feldman Stacy Gill Lendon Green

Brittany Rea Victoria Rody Marlene Waterston

Robyn Johnston

CPHR MANITOBA CONGRATULATES OUR NEW CPHR CANDIDATES! Amanda Baldwin

Jaskirat Kaur

Danielle Lambkin

Kelly Van Leeuwen

Kiaaf Sidhu

Yanrong Liu

Lori Duncan

Tanis McCallum

Nora Castro

Kristy McGregor

Suzanne Rhodes

Lesli Meek

Sydney Barnes

Dipti Mistry

Maja Adomeit

Ladonna Nabess

Mohammed Alkhateeb

Balqis Olaniyi

Crystal Anderson Laura Arango Kiana Au Dreanne Chubak Stephanie Fenner Svitlana Furda

Palak Patel Danette Rousseau Celeste Schiak Namrata Upadhyay Elaine Verri Sandy Whitesell

Cara Joseph

MOVERS & SHAKERS

REFERENCES:

Jennifer Lagimodiere, CPHR, is the new Director of Human Resources at the Liquor, Gaming and Cannabis Authority of Manitoba.

Philip J. Portelance, BA, MBA, CPHR, is the new Vice President of Operations and Human Resources at The Winning Combination, Inc. Melissa Power, CPHR Candidate, is the new HR Advisor at Maple Leaf Foods.

NICOLE STEWART, CPHR, is Vice President, Human Resources, at Payworks. Nicole has more than

Adam N. Nepon, MBA, CPHR Candidate, is the new Partner, Business Development, at Realcare Inc.

*https://www.cjr.org/language_corner/intersectionality.php **https://hbr.org/2017/02/diversity-doesnt-stick-without-inclusion

20 years of management and HR experience. She has spent much of her career cultivating Payworks’

award-winning high engagement, low turnover culture as the leader of the company’s talented team of HR professionals.

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CPHR MANITOBA CONGRATULATES OUR NEWEST CPHRS!

HRmatters / www.cphrmb.ca

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