To cultivate a strong network of HR professionals within the Caribbean region that respond to the professional needs and promotes knowledge sharing and inspires best practices
To transform the world of work in the Caribbean by being the voice of HR
Rochelle is a multi-faceted professional who has the uncanny ability to unearth hidden talents in others. A certified Senior Professional in Human Resource in the international category, Rochelle is a resultsoriented HR practitioner, Talent Acquisitionist and Recruiter. CEO of the Caribbean Society for Human Resource Professionals, James also served as a member of the Industrial Relations Sub-committee of Jamaica’s Labour Market Reform Commission where she focused on providing value-added solutions to Jamaica’s labour market challenges.
She holds a Bachelors’ Degree in Public Sector Management, a Masters in Economic and Social Development, and a Graduate Certificate in Peace and Conflict Studies. Rochelle has authored two books, "Climate Change Adaptation" in 2012 and "The BestFit" in 2019, and in 2020 coauthored the book "When Daddy Went To Work: Leadership Lessons & Nuggets of Wisdom" with her father Norman Reid.
Rochelle is the CEO & Founder of the Caribbean Society for Human Resource Professionals (CSHRP), serving 15 Caribbean nations. As a noted conference presenter and keynote speaker, Rochelle has a strong reputation for conducting interactive sessions that take participants on a learning journey.
For the second edition Magazine we could not think of a more appropriate feature than the one and only multifaceted, Julie Turney. As an HRforHR Coach, Julie helps HR professionals to build their resilience agility while providing a safe space in which they learn, grow and thrive. Julie is also an HR Influencer, she provides information on great ways to future-proof your career in HR by sharing information on trends in HR and great HR Tech you can use to develop your current skills and competencies. If that wasn’t enough, Julie is also an avid advocate for self-care in the HR Profession where she uses her voice to share our story and clear up the many misconceptions people have about our profession. We hope this interview gives you an insight into the HR Juggernaut that is Julie Turney.
Tell us a little bit about your story, who is Julie Turney?
Julie: Ha! That’s a complex question. I’m a mother first and foremost, I’m a wife, daughter, aunt and friend. I have a deep love for people and seeing them win and thrive and I take that very seriously in my job as a coach, as a consultant, as a teacher and as a speaker. I’ve been in HR for 16 years and during that time I’ve crashed and burned SEVERAL times haha. And those experiences that I’ve had, have put me on the journey that I’m on right now which is to raise awareness around burnout, compassion fatigue and vicarious trauma in HR. This is why I now help HR Professionals move from Burnout to Brilliance and get clarity on their HR Careers without sacrificing themselves or losing themselves completely, because I’ve been there and seen what that looks like and it is NOT healthy. This is my way of giving my colleagues the opportunity to have a safe space where they can heal and to use practical solutions to deal with the mental health issues that they are facing and help them to thrive in their roles. Aside from that I’m a HUGE Marvel fan. I’ve loved Marvel Comics for pretty much all my life; my favourites are Spider-Man and Guardians of the Galaxy and yup... That’s me in a nutshell ��.
How did you get into the HR Practice? Was it something that you had always wanted to do, or was it something that you switched gears and ended up in?
Julie: So funny story lol... I got into HR because I had a manager that saw something in me that I didn’t see in myself, but also because of bad experiences that I had as an employee. One of my first jobs that I ever had where I was getting a full salary and benefits, I actually lost during the third trimester of my pregnancy and I had no idea that it was illegal to terminate someone because of pregnancy. To add to that, just the way they went about it, did not sit well with me at all, it made me question leadership and what it really looked like. So, every job that I went into after that I started looking for things in leaders that I would and would not like to emulate. I had a boss who was really wonderful, her name was Kim Tudor. One day she just sat me down and said “You know you would be really good in Human Resources, have you ever considered a career in that field?”, just in casual conversation and at that time I had never heard of HR before. It was funny because at that time I was working at a tertiary institution and I started to explore Human Resources from her giving me that opening and I found it very intriguing. It was when I left that job that I started to pursue a career in Human Resources and subsequently got my first job in HR and the rest is history! I have never looked back since.
Julie: Oh wow... what inspires me?... The end result; the end result of a situation inspires me. I always strive for the best outcome in any situation and just seeing what that looks like before it even happens keeps me going. Whether or not the situations end the way that I want it to, the fact that I’m able to draw positivity from it, keeps me going 100%. My children keep me inspired as well, they shape me, they question me, they pull me and they are... in their own ways, the BEST versions of me. So yeah, that’s what inspires me.
If you, a wise, trendy, agile organisational leader, decided to ask your HR professional this – what is the thing that we wise, trendy and agile organisational leaders still seem to always get wrong? – I’m almost certain that one of the top five responses would be – “you still think that training fixes performance problems”
Even though the data and the writings are there (just do a google search for ‘is training the solution?’ and rummage through the 9,830,000,000 results), we still seem to be stuck in the wormhole of – “oh there’s poor performance here; let’s have training”.
Actually, to be fair to non-HR organisational leaders, if you were to ask us HR folk ”ok, so if it’s not training, then what’s the solution” Many of us will stutter Truth be told, many of us do not have the answer to the question
That’s where this article enters Introducing (drum roll please) ‘Performance Improvement’ And I can just hear your (the reader) thoughts – “huh? Performance Improvement? Is this the old performance appraisal discussion? Is this a rebranding of performance management?”
Well, I’m glad that you asked This article will try to unveil Performance Improvement for you
The Toolbox Tool that we either didn’t know or just forgot about
I’m sure that we’ve all had the experience of performing a task by making do with the tools that were available But later on, when you do obtain the right tool for the job, you can’t help but be blown away by how much more efficiently and effectively your task is accomplished Well, Performance Improvement (PI) is that organisational tool
Picture this – you say to your manager, “this situation does not require training as this is not a case where there is a lack of knowledge, skills or abilities” She says to you, “then can you address the problem? Find what it is and tell us how to fix it” You are then able to pull out a systematic method of investigating the real root of the issue, the players involved and persons and systems affected Next, you are able – because you have the right tool – to create a precise intervention that includes a change and communication plan, monitoring tools, and a short-, medium- and longterm evaluation plan
Sounds familiar? Yes it does, because we have been doing elements of performance improvement before – we’ve been doing training and development, needs assessments, project management, change management, performance management But we haven’t really been doing performance improvement as it is intended – as a systematic process
For those who crave definitions, here we go First of all, you need to know that – PI is also called Human Performance Technology (HPT) as well as Human Performance Improvement (HPI) Let’s use HPT from here on as that term brings a distinction from Performance Management (PM) Whichever term you prefer, we are talking about the “science and art of improving people, processes, organisations and ultimately society” (Van Tiem et al, 2012) Right away, that distinction from PM is obvious – HPT is much more extensive as it goes beyond individual performance You also need to know that the HPT process is led by a ‘Performance Consultant’ (PC) and that ‘Performance Technology’ are the tools and methods that are utilised in the process
This article will whet your tastebuds; hopefully, we’ll have others that would go into details HPT is built on five main premises or commonbeliefs Heretheyare(VanTiemetal,2012):
People are important – All interventions require teamwork, involve current stakeholders, and are aimed at helping those involvedachievemaximumperformance;
Positive and Future oriented – The HPT process is not about achieving a score that may possibly negatively impact one’s standing with the organisation Rather, HPT is aimed at finding and eliminating the foundational obstacles to achieving the desiredperformance;
Multidimensional–Justastherootproblemsarevaried,somustbetheinterventions Noonesize,styleorapproachfitsall;
Commitment – A successful HPT intervention requires commitment from the organisation’s management and other stakeholderstofollowthrough Thisistheonlywaythattheinterventionwouldsucceed;
Team Oriented – No HPT intervention is created nor implemented single-handedly Teams and groups are used at various stages
If I were to add another premise, this would be my favourite – HPT is systemic andsystematic If one of our downfalls as HR or organisational leaders was not having scientific tools in our kit, then enter HPT, which brings a precise methodology to the table
Sidebar–HPTisbecomingpopularwithintheInstructionalDesignandTechnologyfieldastheycomplementeachotherwellin methodologyandapproach
If you’ve done any organisational studies or research you’re familiar with the fact that many concepts in the realm have models So of course, HPT has models – it’s what makes it systematic and evidence-based The most popular is the HPT model ( this is not a discussion on creativity J) The HPT model – as developed and popularized by the ISPI – International Society for PerformanceImprovement(checkouttheiruntappedlistofcredentialshttps://ispiorg/)hasthefollowingphases:
PerformanceAnalysis
InterventionSelection Design Development
ImplementationandEvaluationand
Maintenance
All these phases are wrapped up in the all-encompassing process of change management which is inherent to any interventionattempt
The model is linear but iterative and once applied properly, explored in the way intended, HPT is the game-changer that we may all need – that can opener to replace the knife we’ve been using, the HRIS to replace the spreadsheets J It’s what we can turntowhenwe’reasked“ifnottraining,howdowefixthisproblem?”
Hopefully, in future articles, we can pick HPT apart so that we get a front-row seat to the breakdown of the model With eager anticipation, I hope that some of you would jump ahead to research it on your own, learn the process, and begin to apply it in yourownworlds
Written
by:Joan H Underwood (Talent Development Specialist | Author | Certified Change Practitioner | Executive and Performance Coach | Master Trainer) https://utdsinc com | info@utdsinc com | (246) 850-6459
Historically, many within the HR profession have lamented the lack of respect and acknowledgment for the services they provide. Now opportunity is banging at the door of every HR function to reverse that situation. The need to be more strategic and business-linked is evident.
[J. Robinson, and D. Robinson, Strategic Business Partner: A Critical Role for Human Resource Professionals.]
HR practitioners face a tremendous opportunity at this time. To be successful, we must meet this opportunity with proper preparation. In this article, I will highlight specific steps required to render ourselves optimally prepared. We must begin by identifying the competencies required for our success in this new and more strategic role. I put it to you that our role as strategic business partners requires us to come to the table with the following three additional competencies:
· Business Mastery
· Individual Credibility
· HR Mastery
When we do so, we position ourselves to:
ü Facilitate strategy development for business teams
ü Plan and facilitate strategy development for the entire organisation
ü Align the organisation’s strategy with the business strategy
ü Redesign the organisation to support strategy
This represents a deviation from the business-as-usual scenario. Therefore, I have one more competency to add to the three that I mentioned above –namely change management.
When it comes to change management, HR has a role to play at both the individual and organizational levels. Unfortunately, organisations tend to neglect the individual level of change and adopt a one-size-fit-all approach to rolling out change. That is why 70% of change initiatives fail. When people –individuals – are truly invested in change it is 30 percent more likely to stick. In addition to falling short by neglecting the individual response to change, organisations tend to miss the mark in appreciating WHEN to get HR involved in change management. Normally, by the time HR is invited to the table, the change initiative may already have been conceptualized and implementation is underway. HR is then expected to “get the people on board”. A more effective approach is to involve HR from the inception or conceptualization phase and have it participate in all the stages of change management – namely:
1. Planning/Design Phase
2. Implementation Phase
3. Sustaining/Reinforcing the Change
The following list is a quick reference guide that highlights where, when and how HR practitioners can help to secure the success of change initiatives.
HR Change Management Quick Reference Guide
SPHERE OF HR INVOLVEMENT ACTIVITIES TO BE CONDUCTED BY HR
INDIVIDUAL LEVEL · Monitor and preserve job satisfaction Monitor and preserve psychological safety · Increase employee commitment by improving the quality of communication, perceptions of justice and trust in management
ORGANISATIONAL LEVEL · Assess organisational readiness for change · Analyzing the impact of the change on key stakeholders · Designing training · Planning and coordinating communication about the change
PLANNING OR DESIGN PHASE · Ask questions to help ensure that the proposed change aligns with the organization’s vision and mission · Challenge assumptions · Spearhead contingency planning · Engage stakeholders · Identify milestones, timelines and critical success factors
IMPLEMENTATION PHASE · Ensure that the change management team has the right expertise – not just the most available people · Secure the active involvement of a seniorlevel change champion · Identify and engage key stakeholders throughout the process · Ensure the use of best practice project management techniques · Monitor the internal and external environments for changes and ensure ongoing alignment with other initiatives
SUSTAINING OR REINFORCING CHANGE · Continually track the impact of the change and the level of stakeholder engagement · Remind employees of the drivers for change as a means of curtailing nostalgia for the good old days Safeguard against the confirmation bias – i.e., be on the lookout for early warning signs that further change is warranted · Find ways to incorporate the new normal into the organisation’s culture
Traditionally, the role of HR was described as a department for the administration of personnel and to handle employees’ problems. But we have come a long way since Elton Mayo’s early work on human relations and its impact on productivity in the workplace We have also graduated from the early timekeeper role of the industrial age and the personnel officer functions of the twentieth century; both of which were very reactive roles Now our responsibilities have expanded to a broad corporate competency aimed at gaining competitive advantage to achieve overallbusinessobjectives
Overthepastelevenyears,HRPABhas been advancing the cause of human resource (HR) for national developmentandwecontinuetowork to achieve success while supporting each other, and by extension our organizations We do this by advocating for best practices and collaboratingasmuchaswecan
is shifting our focus from being purely administrative to becoming more strategic. The other is preparing non-HR managers to develop and implement human resource practices We still struggle to earn the respect of being professionals in our fields even after being trained and certifiedinourareasofexpertise
Unfortunately,somestillseeusasspiesandhenchmenof top management or on the other side, coddlers and enablers of underperforming staff. To some we are just hirers, firers and event planners that do not understand business performance or strategic planning We are not among the first ones consulted when the company is confrontedwiththechallengesoffast-pacedtechnological advancement,sustainabilityandglobalization
We,however,continuetoadvocatefortherespectofHRso thatcompanieswillseeourvaluenotjustasspendersbut as protectors of revenue as we hire the best talent, train themadequatelyforhighperformanceandexecuteplans toretainthemwhetherthroughacceptablecompensation packagesorpropersuccessionplanning
HR is C-Suite material and we must operate as such Learning and understanding every facet of the business andbeingabletoquantifythevalueofHRinatangibleway go far toward earning the respect needed to occupy a space in the C-suite. Executive management will need to bethefirsttorecognisethestrategicvalueofHRandshare thatvision.TheHRfunctionmustbeseenasbeingsovital to business survival that no savvy CEO or business owner wouldbesatisfiedwithhavinganuntrainedstaffmember performing in this capacity In our lifetime we have seen many industrial cases lost because of the absence of a competentHRpractitionerwhoseesthevalueinexecuting thefunctionsoftheroleaccordingtothelabourcodeand standard best practices. Things that an inexperienced administrative staff upon whom this role was thrusted wouldnotpayattentionto.
CoincidentallytheadministrativerolesofHRarenowbeing replaced by HR information systems (HRIS) that collect employee data and systematically make it available for analysis through specific HR metrics that provide the informationrequiredforsounddecision-making
sharpenourskillsandcertifyourcompetencies Whetheritsthroughonlinecoursesormoreformallearning opportunities,wearerequiredtoinvestthetimeandotherresourcestoensurethatwearereadyforthe opportunities to add meaningful value to our organizations While being passionate, committed and understandingpeoplechampionswhocreategreatexperiencesforourpeopletodevelop,wemustalsobe thestrategic,proactive,businesspartnersthatourorganizationsneed
Wedomanageresourcesbuttheseresourcesarehumanandweoughttoservewithheart.Justasnot everyprofessionissuitedforeveryperson,noteveryonecanbeanHRpractitioner Wedaresaythatittakes aspecialpersontofunctioncreditablyinthisrole.Onewhounderstandsthattheyarethebridgebetween managementandemployees Onewhorecognizesthatshowingyoucaredoesnotmeanthatyouarebeing takenadvantageof.Onewhoappreciatesthatproductivity,resultsandempathycancoexist.
Weneedtogettothatplacewhereitisnormaltointegratestrategy,resultsandhumancare.Themodern workforcecomeswithnewchallengesandleaderswhoinspiretheirteammemberstobringtheirbestselfto workwilldeliverhigherengagement,morecreativityandbetterbusinessresults.
It's time to take care of your overall health and wellness… SPIRIT.MIND.BODY!
NOW is the opportunity to commit to you, to be positive, to be intentional and stay consistent with your efforts Don’t beat yourself up for your past or what you could have done better - forgive yourself and move forward.
We are encouraging you to take a journey where you are aware of where you are and where you want to be So decide on your goals and DO what is necessary to maintain the best version of you Pay attention to your Health – the state of being free from illness or injury. Pay attention to your Wellness – the state of good mental, physical and emotional health, when actively maintained by proper nutrition, exercise and the process of learning about and engaging in behaviours that are likely to result in optimal health Think and live a happy, holistic and harmonised lifestyle by jumping into each day with gratitude and vigour!
Practice self-love and self-care.
Go on the journey of self-awareness and self-discovery
Visit your doctor for a check-up, to know your status and your numbers If necessary, seek out the services of a health coach, dietary consultant, nutritionist and/or therapist.
Eat wholesome balanced meals - fruits, vegetables, legumes, pulses, nuts, fish, lean meats and drink plenty of water. Participate in physical activities you enjoy (indoor/outdoor)
Find time and spaces to destress and reflect
Find a friend to take the journey with you (optional)
We at Bajan Fusion, believe in what we do and are so committed to improving the health and wellness landscape of Barbados, that it was only natural to design a program that caters to persons in communities at all levels of exercise (beginner/intermediate/advanced). It’s called a FITNESS PARTY, a fun full-body workout inspired by bajanisms and bajan music…where we stay true to exercise in a fun atmosphere for the entire family to enjoy!
Join us in-person or online to experience a Stretch, Cardio, Physical Activity or Movement class! Functional moves, high energy, heart pumping routines that test your flexibility and make you break a sweat Our Fitness Instructors will coach and inspire you along the way. It’s an experience that you don't want to miss!
To determine when you will be joining us, visit www bajanfusion com/fitness-classes See you soon!
Spirit – the energy that you give out and take in Mindthoughts and feelings.Celia Collymore Bajan Fusion – Fitness Lifestyle Event Management Service (246) 284-5426
One of the lessons that we have had to learn recently, is that we need to adapt and be agile with how we respond to and prepare for what happens around us Most of the issues we have had to cope with as human resource (HR) professionals over thelasttwoyearshavebeenoutsideofourcontrol Nonethelesstheyhavehadveryseriousandlong-lastingimpactsonhowwe functioninourrolestoprotectnotonlytheoperationsofourrespectivebusinessesbutalsothewellbeingofourstaffandclients
The need for organisational diversity has been bandied about in the corporate world for decades but equity and inclusion are newer concepts that have now begun to impact team dynamics. Any shrewd team leader or business owner should immediately bring into sharp focus these concepts as part of their competitive strategy In a recent CSHRP webinar, Emotional Intelligence Coach, Krystal Tomlinson said, “work is commonly cited as the source of meaning in our lives and while we need to do quality work and expect fair remuneration for it, we need to also have the benefit of a detoxified work environment that enablesustofocusontheworkthatismostimportantandgivesusthepermissiontoprioritise”
Thismeansthatweneedtoaimforaninclusive,tolerantandwelcomingworkspacewithfullyengagedemployeeswhobelieve that their organisation embraces diversity The main role of HR is to advocate for best practices that create a symbiotic environment that breeds productivity and success These ideas of diversity, equity and inclusion (DEI) may seem foreign to us nowbutbeginningtotrainourscopesonthemtodaywouldmakeiteasiertohitthetargetasitdrawscloser
We have come to realise that diversity is more than just the racial makeup of your workforce, the number of women in management positions or the representation from the LGBTQIA+ community It is the overall composition of your staff that must be considered Diversity could simply be described as the “what” and inclusion as the “how” Inclusion is establishing the culture that enables diversity to thrive, as both are critical to developing a healthy workforce This means implementing the supportmechanismsandpoliciestoensurethatthecultureofinclusionpermeatesthroughalllayersoftheorganisation.Equity then becomes part of the company’s values where every employee is given the same access to opportunity, based on impartialityandfairness
DEI as a practice is crucial to employee satisfaction which has been proven to increase engagement and productivity which in turn lead to business success. However, as Caribbean HR practitioners we must recognise that as worthy as these notions are, weoperatewithinaculturalcontextthatchallengesthem Unconsciousbiasandneuroscienceremindusthatweareallunique but as a people most of our beliefs are based on religious indoctrination received from birth If we are honest with ourselves certain things for us, such as gender, are still black and white and all the novel grey areas in this regard make our heads spin Gender justice and normalisation for us is a work in progress and those that choose to hold on to their traditional values are sometimesjudgedforit
The expectation for us as leaders of modern organisations is to cope with these contemporary notions and become more familiarasweleadmorediverseteamsintoapost-pandemicera Buthowdowedothis?Howdowefindthatbalanceofbeing respectful and compassionate while being socially and politically correct? We may not get it right the first time but proper HR practice dictates that we are to demonstrate inclusion and fairness more than in words alone This shift has to start with us as people managers since, for most of us, our respective labour codes pay very scant attention to the matter of diversity and while discrimination may be addressed there is silence on the issue of sexual orientation A good first step is to remove our own personalbiasfromthesituation Basicfunctionssuchasrecruitmentandselectioncanusetechnologytoremovebias However, our own deep-seated prejudices must be kept controlled when advancing the cause of DEI How we learn, adapt and change startswithusfirstbeingthechangewewanttosee
For HR, a key priority will be getting the most out of our current diversity Start by using diverse interventions and work patterns that cause each team member to feel free to share from their own experiences Enact a phased approach to introducing accommodationsforthenewgenderidentities Utilisedifferentrecruitmentmethodsandconsideryourimmediatecommunity to ensure that your company is a true reflection of that community Work with the community and identify what you have and whatyouneed Remember,however,thatDEIshouldgeneratevalueforthebusinessandnotjustdonetobestylishorpolitically correct
As much as we are one Caribbean people, we are not homogenous and are separated by different thoughts and beliefs Maya Angelou once said, “We all should know that diversity makes for a rich tapestry, and we must understand that all the threads of the tapestry are equal in value no matter what their colour.” Sharing on these beliefs is how DEI will be promoted, innovation sustained and the space created for generative action Even as we place the DEI target in sight, we must come together at a strategicleveltoovercometerritorialpoliticsandsituations Occasionssuchasthisregionalconferenceshouldbeusedtocreate a regional workforce development plan to drive a DEI agenda that will engage the best and brightest of our region based solely ontheirskillsandability Wemaynotbeabletomakethingsequalrightawaybutwecanstartbymakingitrightandfair
The Juancho E Yrausquin Airport (SAB) is on the former Netherlands Antilles island of Saba The airport’s runway is just 1,312 feet, or 400 metres, long That means Jamaican runner Usain Bolt could run the length of the runway in under 50 seconds!
There are more churches per square kilometre in Jamaica than any other nation in the world Although famously associated with Rastafarianism, Jamaica is actually 64% Christian, with Rastas making up less than 10% of the population
Before you start to wonder, it’s nothing to do with lonely nights at sea! An old nautical rule of thumb for navigating to the West Indies from England was, “Head south until the butter melts, then turn right”. So, butter isn’t just terrific for toast, it’s also an ancient form of GPS!
It makes sense that the largest living bird produces the world's largest eggs averaging 6 inches in length, 5 inches in diameter, and weighing about 3 pounds They're also sturdy, which is why you can stand on one (before eating an ostrich omelet) at the Curaçao Ostrich Farm.
According to the United Nations’ 2019 mid-year population count, over 33 million of the Caribbean’s 44 million people live on just two islands Cuba and the island that’s home to the Dominican Republic and Haiti
1) The Caribbean is home to the shortest runway in the world.
2) Jamaica has the highest concentration of churches in the world.
3) English sailors needed butter to sail to the Caribbean.
4) In Curaçao, you can stand on an ostrich egg — then enjoy an ostrich egg omelet.
5) Over 75% of the Caribbean population lives on just two islands.
In the ever-changing world, it is necessary that companies and professionals are up to date with the developments in their field/sector These developments mainly have an impact on the business operations of organisations, the productivity, growth and development of employees Due to those changes, companies are forced to regularly evaluate their corporate culture They need to asses if it complies with current trends
A much discussed topic nowadays, which also has an impact on organisations, is Diversity, Equity and Inclusion (DEI) This is certainly not an unknown term among HR professionals The call for DEI is getting louder. Globally, institutes and organisations are paying much more attention to the diversity, equality, inclusion of employees within companies This concerns equality in all areas such as; age, gender, marital status, race & ethnicity, personality, religion/belief, socioeconomic status, educational background, training, sector experience and organisational tenure But also, the way every employee is provided with equal resources and opportunities they need to be productive, motivated and successful In order to have a good DEI policy, it is important that companies are aware of their culture The organisational culture will determine the successful implementation of a DEI policy or if this will have negative consequences for the company The DEI policy will have to be implemented in programs and policies that encourage representation and various groups of people
For a company where the organisational culture is based on DEI, this will have many positive consequences such as: high productivity, motivated and committed employees, low staff turnover, talent development and creativity, increased profits and growth of companies. Employees will experience the workplace as safe and healthy
The same counts for Suriname, South-America's smallest country The Republic of Suriname borders Guyana to the west, French Guiana to the east and Brazil to the south The society in Suriname is multicultural and consists of different ethnicities Given those facts, many companies in Suriname should include DEI in their policy and business operations It is the task of companies' management teams, advised by their HRM, to ensure that the composition of their personnel is a reflection of the Surinamese society However, this is not yet realized within all organizations Policy must be provided by the Ministry of Labor to raise awareness within the labor market in the field of diversity, equity and inclusion in order to stimulate healthier companies
DEI is supported by our values that unite and guide us as McFamily through every decision that is being made Our values are:
Serve: We put our customers and people first That means that no one is excluded and that every individual is treated equally with love
Inclusion: We open our doors to everyone Everyone is welcome in our restaurants as a customer, but also as an employee. We make no distinction based on race, color, sexual background etc. and treat people with dignity and respect That is why we do our utmost to accommodate a diverse group of employees
· Integrity: We do the right thing We are always honest and ethical; we take responsibility and ensure and encourage our employees to always act responsibly Community: We are good neighbors We are an active part of the community and support wherever we need to We try to be involved in society by also carrying out social projects
Family: We get better together by indeed fulfilling DEI, respecting each other, teamwork, continuously learning from each other and growing together. To practice this within our company, we have set up the McValue Ambassadors program (the program is a Surinamese idea) in which this group of employees must creatively and innovatively ensure that the values aligned with DEI are adhered to by everyone associated with our company
Within the organization I work for as HR manager, McDonald's Suriname, the DEI model has been stimulated by the parent organization for a number of years As a person, but also as an HR professional, I make sure that everyone is treated equally, employees and colleagues are involved and asked for feedback when making decisions or organizing activities I always ask for input because a good leader always involves his team We therefore try to give substance to DEI within the organization by taking actions in which it is clearly noticeable that there is diversity, equity and inclusion Recently, our employees have signed 2 policies: AntiHarassment, Discrimination, [Bullying] and Retaliation Policy and Workplace Violence Policy whereby compliance with these policies is closely monitored
We have a fairly young staff and try to translate the information to their level and experience We did the implementation through group sessions consisting of 3-5 employees, which the policies were discussed through best practices, this also indicates DEI. We're passionate about people and are committed to creating and fostering environments where everyone is equally supported and empowered to realize their full potential by implementing DEI and ensuring a balance in our workforce
Tips on how you can ensure and increase Diversity, Equity and Inclusive policy and cultural within your company:
1 Get to know your employee Find out what their needs are, what drives them, what their strengths and talents are as individuals, but also what their strengths and weaknesses are as a team This way you can respond better and ensure a balance between individual needs and team needs
2 Build trust and gain respect By building a relationship of trust with your staff and showing respect to them, they will also open up and offer full support at all times and carry the organizational objectives
3 Increase engagement among employees by encouraging them to improve retention and performance
4 Having a leadership mindset by having leaders in the company who help promote and manage DEI and increasing awareness by motivation sessions, discussion activities
It is also important that these leaders involve executives and employees in decisionmaking and increase their involvement by training, teambuilding activities, internal surveys to understand the needs among the employees but also to obtain information about how they view the organization’s culture
5 Give feedback but also be open to receive feedback from your staff because their input can also be of added value. Ultimately, they are the ones who are productive to realize organizational goals and achieve the expected results
6 Maintain a balance and diverse workforce This includes people of different genders, races and ethnicities, abilities and disabilities, religions, cultures, ages, and sexual orientations, diverse backgrounds, experiences, skills and expertise
It is important that the term DEI is not only proclaimed, but above all that it is observed and that the facilities for compliance are also in place such as systems and procedures that allow employees to be involved and have their voices heard Successful DEI programs are planned, executed and managed with a goal and expected outcome So don't only preach DEI, but do indeed take actions and structural initiatives to achieve a DEI culture
It's time to break the BIAS! As HR society, we have an important role in this by raising awareness for creating a healthy working environment with a DEI culture within our and other companies in our countries The time is now!
Xiomara Grootfaam MHRM
Profiles Caribbean Inc was established in August 1994 to provide organizations with modern human resource tools and services to help them to hire, train, manage and develop people more effectively. We are the regional representatives for the Texas-based Profiles International Inc (PI) (now owned by John Wiley & Sons), one of the leading providers of occupational assessments in the world today
During its twenty-seven years of existence, the company has established some 15 strategic partner operations throughout the Caribbean The company engages primarily in recruitment, psychometric testing, human resource consulting as well as training and executive coaching.
We currently have over 250 clients in Barbados alone and over 650 regionally This is testimony to the quality of staff, creativity and innovation that we bring to the human resource function regionally as well as the success of the world-class approach and best practices that we use to deliver services to our clients
The firm is therefore part of an international network led by PI, a company that has been extremely innovative in using technology to maximise human capital
We believe in the need to always provide superior quality service to our clients We will achieve this through an organisation where the working environment attracts the finest people, fully challenges and develops their talents
We will always maintain our principles of integrity, honesty, and quality as well as provide exceptional services to our clients Through our efforts, we will seek to bring prosperity to our business, staff, associates, our clients, and the communities in which we serve.
We are committed to providing prompt delivery of service In pursuit of service excellence we will focus on three (3) areas:
1. Cycle time - the time taken to respond to a client’s request.
2 Quality - responding accurately to a client’s request
3 Accessibility - easy access to us for information and direction
This service is an affordable alternative to press advertisements in the recruitment process and saves employers time and money by eliminatingtheprocessofsiftingthroughmanyapplicationsinsearchof suitable candidates PCI has a large database of applicants to choose from and therefore employers can have their pick of high-quality candidates thusmakingtheturnaroundtimeforhiringacandidatethat much faster We also have a very unique approach to helping organisationssearchandselectkeyexecutivesforvariousroles
We provide psychometric assessments for all levels of jobs in the organisation, from entry-level to executive-level positions Our assessment tools specifically address the areas of: Recruitment and Retention, Training, Coaching and Promotion, Succession Planning, Sales and Customer Service, Team Building, Performance Improvement andManagementDevelopment
The company is engaged in a wide range of human resource consulting services and undertakes major consulting assignments, engaging the best local and regional talent when necessary to complete those assignments Compensation Surveys, Organisational Restructuring, Strategic and Workforce Planning, Outplacement Services and the preparation of Employee Handbooks are just a few of the services providedbyourteam
We provide competency-based leadership training to managementlevel personnel based on internationally recognised programs The foundationoftheseprogramsisbasedaroundprofessionallyresearched, universally recognised competencies and is promoted within an action learning framework to yield tangible results within the workplace In addition,thecompanyistheauthorisedSHRMpartnerforBarbadosand the Eastern Caribbean offering their certification and other educational programs as well as workshops We also provide customised training solutions based on the needs of clients and integrating validated instrumentsandmethodologieswherenecessary
Using a combination of job matching, 360 degree and emotional intelligence psychometric tools with active enquiry, the company provides a very effective executive coaching programme conducted by trainedandqualifiedteammembers.
Whether they’re conscious or unconscious, we all experience underlying fears that hold us back at work How can you overcome yours? First, identify where you start to feel stuck. Maybe you’re hesitant to have difficult conversations with your colleagues, to be more decisive, or to set better boundaries Acknowledge what jams you up and dig into it. Name the fear that’s holding you back from taking action, whether it’s the fear of damaging a relationship by being confrontational, of tarnishing your reputation if you make the wrong choice, or of not wanting to disappoint a colleague by saying “no.” Once you name the underlying fear, think about where it comes from. Chances are, your anxieties are based on an experience unrelated to your present circumstance Finally, conduct safe, small, and low-risk experiments to debunk your assumptions. For example, if you have fears related to money, try meeting with a financial planner to get an independent evaluation of your situation Eventually, you’ll unlearn your old patterns and free yourself of your fears.
This tip is adapted from “Facing the Fears That Hold You Back at Work,” by Rebecca Zucker and Ruth Gotian
Life is a www.cshrpteam.com