Human Resources Professional

Expert Advice

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The past experience of others teaches us how to move forward in different ways.

Business man dressed as superhero
Source: eelnosiva/Shutterstock

Buzz Hargrove is one the most powerful and influential leaders in Canada’s labour movement.  His history and legacy of passion for the rights of Canadian workers is legendary, resulting in significant gains impacting all Canadians.  He is known for being challenging, forthright, and a dedicated union activist.  He lives his belief of challenging the status quo and for taking up the difficult stance to do what he believes is in the best interest of the union and the collective voice it represents.  He is seen by many as a controversial figure, but one who is respected for his incredible history of labour relations leadership in Canada.

Mr. Hargrove retired from active leadership of the Canadian Auto Workers union in 2008.

Click Here to Read the Article

Since that time, Mr. Hargrove has shared his extensive labour knowledge and leadership expertise as Professor of Distinction at the Ted Rogers School of Management with Ryerson University and co-director of its Centre for Labour Management Relations.

Mr. Hargrove provides us with some of his insight into the critical role that the Human Resources professional plays in today’s labour relations environment in this recent interview.

Click Here to View the Interview

As we see from this interview, Mr. Hargrove validates the importance of managing positive workplace labour and employee relationships by the Human Resources professional.  Our Human Resources role is to build organizational trust, credibility, and confidence.  If historical leaders like Mr. Hargrove are able to teach Human Resources professionals anything, it is that we should not be entrenching ourselves in hostility and negatively aggressive tactics when working with (not against) union representatives, no matter how challenging that may be from time to time.

As Mr. Hargrove says, with integrity, trust and a bit of a sense of humour, the Human Resources professional can make all the difference in the world!

Discussion Questions:

  1. What are the key elements that Mr. Hargrove promotes for the HR professional in managing relationships?
  2. How have Canadian workers benefited from the labour movement?
  3. Using internet sources, provide three examples of Mr. Hargrove challenging the status quo or positions that resulted in labour relations controversy.
  4. As an HR professional, which skill identified by Mr. Hargrove (from the interview) is one that you may find the most challenging to develop and sustain?

Education, Skills and Experience – Willing to Relocate?

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Maybe Not!

Source: Slavoljub Pantelic/Shutterstock
Source: Slavoljub Pantelic/Shutterstock

It seems to be a ridiculous notion, that, by having to move from one location to another, one might become less valuable in the economic marketplace.  This concept becomes even more ridiculous when considering the level of highly competent individuals who have worked diligently to earn formal professional credentials and carry with them years of professional training, expertise, and experience.  Yet, when these highly competent and trained individuals move from their home location to a new part of Canada, this is exactly what happens.

A recent report, Brain Gain 2015: The State of Canada’s Learning Recognition System issued by the Conference Board of Canada focuses on this issue.

Click Here to Read the Full Report

Click Here to Read a Summary Article

As noted in this article, Canadian workers stand to gain billions of dollars in economic gains should provinces recognize formal accreditation, training, and standards acquired from different places around the world.  When Canadian workers gain economically, there is a direct connection to the Canadian economy gaining as a whole.  However, this seems to be an untapped area of possibilities and opportunities.

This lack of recognition of credentials and learned expertise is not a new concept.  We see, hear, and read numerous accounts about the loss of employment credentials particularly focused on internationally trained immigrants coming to Canada.  There are numerous stories of dedicated and trained professionals landing in Canada who end up taking employment opportunities well below their career capacities.

What is not often highlighted, however, is the notion of province to province employment migration resulting in a similarly significant potential loss of credential recognition.

As Human Resources professionals, we too must face this challenge.  For those of us practicing in Ontario, we are able to earn credentials through the Human Resources Professionals Association resulting in one of three Canadian designations; CHRP, CHRL or CHRE.  Other provinces have their own credentialing bodies or professional association requirements.

It would certainly be a shame to lose the credibility of these earned credentials if one moved from Ontario to another province or vice versa.  Should fully trained, competent Human Resources professionals with years of experience, knowledge, expertise, and credentials expect to lose economically when transferring from one province to another?

There does not seem to be any benefit from this potential loss to anyone. The gains, on the other hand, from recognizing what has been legitimately earned seem to be significant.

Discussion Questions:

  1. Would you move to another location/country for work purposes if you knew your earned credentials or learned experience would not be recognized?
  2. How would provincial economies benefit from recognizing external credentials?
  3. Why do you think out of province and/or out of country credentials are not recognized?
  4. What is the value of learned experience from your perspective?
  5. Would you rather get advice from an HR professional who has ‘education’ credentials and ‘minimal’ experience or from an HR Professional who has years of experience and ‘minimal’ credentials?

What’s in a Name?

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Disputes often arise from good intentions gone wrong.

Source: Paul Lemon/Shutterstock
Source: Paul Lemon/Shutterstock

In a recent case, the Prairie North Health Region (PNHR) tried to amend its practice for employees wearing name tags.   The change was to have the full name (first and last), job title, and picture of the employee on an identity badge, rather than just the employee’s first name.  As noted in the article, the purpose of implementing this change came as a result of the employer wanting to promote a patient first philosophy and to equalize the balance of power between patient and health care provider.

Click Here to Read the Article.

The union representing the workers, CUPE Local 5111, disagreed and filed a grievance in order to stop this change in practice.  The grievance, as noted in the article was based on several grounds, with the allegation of violation of employee privacy as the primary concern. The matter was not resolved internally.  As a result, the dispute went to arbitration for a final resolution imposed by a three-party panel of arbitrators.

The arbitrators’ decision fell on the side of the union.  The employer had to rescind the new policy and had to implement new cards showing only employee first names, job titles along with a photo.

Click Here to Read the Case.

As you will note, this case is extensive.  It shows the amount of critical detail, witnesses, testimony, legislative impact, evidence of past practice and presentation of other precedent setting cases required in order for this matter to be resolved through a board of arbitration.  It was definitely a costly exercise for everyone involved.

Clearly, our names and our right to protect our own personal privacy has value.

One wonders, however, how much the value of good intentions truly cost all of the parties in this case.

Discussion Questions:

  1. Who would benefit from employees wearing name tags with first and last name?
  2. Why do employees, in this case, have a ‘greater’ right to privacy than patients?
  3. What elements of this case would prevent it from being resolved within the applicable grievance resolution process?
  4. Why, do you think, a case like this would proceed to arbitration?
  5. What lessons would you take from your reading of this case?

 

Whose Job Is It Anyway?

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The Role of Human Resources in Labour Relations.

One of the trickiest elements that Human Resources professionals face is the need for clarity of the Human Resources role when working with managers in a unionized environment.  Viki Scott, of Scott & Associates, provides excellent insight into the pro-active role the Human Resources professional should play with regard to conflict management and manager management in a labour relations setting. View her interview, below.

Human Resources has a unique role in walking the tightrope between management and union representation.  While it may be difficult at times, part of this unique role allows for the benefit of accumulating organizational knowledge from each particular situation in which the Human Resources professional is involved.  When the Human Resources professional works with managers on an individual basis, she or he is able to collect an inventory of situations that may or may not have had successful resolution.  This should allow the Human Resources professional to share that accrued insight with managers on a pro-active basis.  If the Human Resources professional is able to intervene pro-actively, they should be instrumental in preventing workplace situations from escalating, due to the breakdown of workplace relationships and the escalation of unwanted employee and management behaviours.

There is a saying, that past behaviour predicts future behaviour.  By relying on what is learned from working with the behaviours of others in the past, the Human Resources professional can and should play a critical role in shaping the best of management behaviours for future success.

Discussion Questions:

  1. Why would managers benefit from coaching by the HR professional in any unionized organization?
  2. Why should HR professionals not take ownership for management roles?
  3. What impact does a negative relationship or behaviour issue have on the work environment?
  4. What is the difference between consensus bargaining and wage bargaining?
  5. Why is consensus bargaining more prevalent in this current economy?

Links to Learning

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No matter what course you are taking, if you are using this textbook, you are learning about learning.

Hopefully, somewhere along the path of your studies, there have been some ‘ah-ha’ moments and perhaps some questions that have heightened your curiosity about adult learning styles and your own learning process.

Source: leungchopan/Shutterstock
Source: leungchopan/Shutterstock

Due to the benefits of digital technology, our collective ability to access learning as part of the Human Resources community has never been greater.  The shift to digital resources has forced us to move from being narrow and focused only on training,  into active and continuously engaged in providing life-long learning opportunities, no matter what organization you may serve.

With so many online resources,  it can be difficult to navigate what may, or may not, be useful. An excellent Canadian resource for on-going learning is The Institute for Performance and Learning, formerly known as the Canadian Society for Training and Development.  Through the institute’s website you will find good resources for work-performance related tools and an opportunity to become part of the larger community of certified learning and training professionals.

Discussion Questions:

  1. How has your own learning style changed over the course of your academic studies?
  2. Why has the Institute for Performance and Learning moved through a re-branding process?
  3. What benefit does additional certification, in the area of Training and Development, provide for you as a Human Resources Professional?