HR Update Fall 2018

THE HUMAN RESOURCES PROFESSIONALS ASSOCIATION OTTAWA CHAPTER PUBLICATION

HR UPDATE

HARD SOFT SKILLS A INVESTMENT IN

Uncovering communication and conflict resolution talents

OTTAWA BUSINESS JOURNAL

VOLUME 21 • ISSUE 23 • DECEMBER 2018

Welcome

to the fall 2018 issue of HR Update, a joint publication of the Ottawa Business Journal and the HRPA Ottawa Chapter. This publication can also be accessed as a virtual edition at www.obj.ca and www.hrpaottawa.ca. If you have any questions about this publication, please contact us via email at updatemagazine@hrpaottawa.ca.

For individuals interested in contributing, articles must be submitted via email to updatemagazine@hrpaottawa.ca by no later than Feb. 25, 2019 to be considered for the next edition.

HRPA OTTAWA welcomed members and non-members alike in September for its fall kickoff cocktail reception. Attendees met and reconnected with fellow HR professionals to kick off another exciting year of programming. Photos by Mark Holleron

SAVE THE DATE JAN 28 Psychological and lifestyle resilience for HR professionals (breakfast) Speaker: Dr. Raj Bhatla

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@OttawaHRPA

FEB 6 Gender from a law case perspective (dinner) Speaker: Melanie Polowin

MARCH 4 The brand called YOU (student and mentoring dinner) Speaker: Julie Blais

MARCH 6 The learning equation: Increase the impact of your development programs (breakfast) Speaker: Chris Taylor

MARCH 27 Capital HR Ideas (dinner)

APRIL 11 Death by conference call: creating more engaging virtual conversations (dinner) Speaker: Jennifer Britton

APRIL 24 Debunking change management (senior executives’ dinner) Speaker: Barry Pokroy

MAY 7 Dare to lead (annual business meeting) Speaker: Richard Rochefort

MAY 30 How to fire up your culture, spark your employees’ passion and ignite your purpose (breakfast) Speaker: Carol Ring

PRESIDENT’S MESSAGE 2018-2019 OTTAWA BOARD OF DIRECTORS CHAIR CHERYL BANKS PAST-CHAIR MELISSA BELLOCCHI-HULL TREASURER/SECRETARY ERIN TAILLEFER PROFESSIONAL DEVELOPMENT BRENDA KIRKWOOD MENTORING MACKENZIE SMITH COMMUNICATIONS JACQUELINE BOUDREAU STUDENT LIAISON MAURICE LE MAIRE REGULATORY LIAISON ANTHONY LAWLEY CONTACT US

PHONE: 613-224-6477 E-MAIL: infohr@hrpaottawa.ca WEBSITE: www.hrpa.ca/Ottawa MEMBERSHIP CHANGES 150 Bloor Street West, Suite 200, Toronto, ON, M5S 2X9 PHONE: 416-923-2324 TOLL-FREE: 1-800-387-1311 FAX: 416-923-7264 EMAIL: info@hrpa.ca WEBSITE: www.hrpa.ca/Ottawa Join the HRPA Ottawa Chapter Group on LinkedIn @OttawaHRPA

CHAIR: ANGELA ZIMMER EDITORIAL COMMITTEE: BRIGITTE LALONDE ERENDIRA PEREZ LARISSA VOLINETS SCHIEVEN PUBLICATION SUBMISSIONS: updatemagazine@hrpaottawa.ca SALES WENDY BAILY CINDY CUTTS VICTORIA STEWART PUBLISHED BY

Transforming from an HR professional to an HR leader STEPS TO BUILDING TRUST AND CONFIDENCE IN YOUR ORGANIZATION

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he HRPA Ottawa Chapter theme this year is “Out with the old, in with the new” – a mindset inspired by the many businesses that are taking advantage of “old” industries and transforming them into profitable new experiences.

Today’s businesses are taking advantage of new technology, artificial intelligence, big data, blockchain, and other tools that will make them more nimble, competitive, relevant and profitable. Think about the impact of Uber, SkipTheDishes and Airbnb, to name but just a few firms, on the traditional businesses that used to dominate these industries.

Organizations are not just turning

things around, they are transforming the way they do business. Transformation implies a basic change of character and little or no resemblance to the past configuration or structure.

As human resources leaders, are we ready to be part of this radical change?

HR LEADERS Earlier this year, I attended the HRPA Kingston Conference and participated in a workshop that focused on transforming from an HR professional to an HR leader.

HR professionals focus on standards, performance measurement, employee lifecycle and being a jack-of-all-trades. HR

Cheryl Banks is the president of HRPA Ottawa and the manager of FlexResources at PwC.

@OttawaHRPA • THE HUMAN RESOURCES PROFESSIONALS ASSOCIATION OTTAWA CHAPTER PUBLICATION FALL 2018 HR UPDATE 3

HRPA OTTAWA CHAPTER, GENERAL INQUIRIES & ACCOUNTING

leaders are considered big-picture thinkers and valuable members of the executive team. In addition to having in-depth knowledge of their own organization, they also understand what other organizations are dealing with in today’s global market.

How do you become an HR leader?

One of the first steps is to become a designated professional by first obtaining the Certified Human Resources Professional (CHRP) designation, and then gaining your experience to qualify and obtain your Certified Human Resources Leader (CHRL) designation. Becoming a CHRL is imperative in building trust and confidence in your organization.

In addition to obtaining the CHRL designation, individuals need to continuously expand not only their knowledge of human resource management, but other functional groups within their organizations.

Continuous professional development studies and obtaining other certifications such as a PMP, Prosci, CBAP and Prince2 are ways that Certified Human Resources Leaders can expand their education and knowledge.

The HRPA Ottawa Chapter, working together with the Human Resources Professionals Association and more than 45 local volunteers, have put together a professional development program that will provide our more than 1,400 members with many opportunities to expand their knowledge of all aspects of becoming an effective human resources leader.

In addition to professional development activities, the local chapter also promotes human resources management as a career at Algonquin College, Carleton University and the University of Ottawa by supporting student events and activities.

Effective leaders often give credit to mentors who have helped them shape their careers. HRPA provides all members with the opportunity to become a mentor or mentee. Utilizing a program called Mentor City, members can now download the app and become a part of the group.

I am very excited to be the chair of the HRPA Ottawa Chapter and to be part of the great group of local volunteer HR professionals who are working together to develop human resources leaders for today and tomorrow.

OBJ Holiday issue Nov 26.qxp_Layout 1 2018-11-13 2:49 PM Page 1

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LABOUR RELATIONS TRAINING

2018

“It is the variety of the work ... that will make employees stay with your organization.”

— SOLEY SOUCIE, REGIONAL DIRECTOR OF HAYS CANADA’S EASTERN DIVISION

Overcoming burnout by switching gears VARIETY OF WORK KEY TO KEEPING TALENTED EMPLOYEES ENGAGED

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89%

@OttawaHRPA • THE HUMAN RESOURCES PROFESSIONALS ASSOCIATION OTTAWA CHAPTER PUBLICATION FALL 2018 HR UPDATE 5

workforce was looking for new opportunities.

The 2017 iteration saw that number jump to 89 per cent. In other words, most employees are open to any company that can offer them something better – and different – than what they currently have.

Soucie says this increased competition means employers need to do more to retain their top talent, and this new approach is a proven way to help that talent feel valued. She the temporary relief of a vacation. has seen the benefits firsthand at Hays and “It shakes their daily routine, and that’s other workplaces, and to employers worried what needs to happen,” says Soucie. about “losing” a prized employee to another role in the company, she has a stark wake-up TALENT RETENTION call: “Imagine if they just quit right now.”

For the employee, a chance to learn new skills In other words, it’s worth a try, says Soucie. will help them with career development, give Sure, there are some logistical hurdles – for their brain a fresh challenge and one, she says it’s important to try make them feel supported by the concept on a case-bytheir employer. case basis, and don’t That’s not to say keep it a secret! – but vacations aren’t the risk is worth important, says the reward of Soucie. But they retaining good

By Rosa Saba If a company wants to retain people, “it is shouldn’t be talent. of workers surveyed are open to rosa@obj.ca the variety of the work and being able to give used as a bandAt its core, new opportunities. In other words, them that variety that will make them stay with aid solution. this approach is most employees are open to any he age-old adage “take a break” might your organization,” says Soley Soucie, regional “If they’re about making company that can offer them not be the solution to your employees’ director of Hays Canada’s Eastern division. not engaged, sure employees workplace woes after all.

Soucie says the traditional way to try the vacation want to stay, something better – and different – Instead of offering a vacation to a burntand keep employees happy is to give them isn’t going to says Soucie. than what they currently have. out, stressed employee, experts say giving a vacation when they seem tired of their keep them,” she No amount of Source: Hays 2017 What them an opportunity to try something new work. But if that feeling stems from the work says. In other vacation time will People Want survey at work might be a better long-term solution. itself, she says taking a week off will, at best, words, when an keep them if it’s the And in an increasingly competitive work postpone the inevitable. employee is feeling job itself that’s wearing economy, that new challenge could be key to Instead of offering a break to employees drained or otherwise them down – especially keeping the talent companies work so hard to feeling burnt out, bored or uninspired, Soucie disconnected from their work, with a competitive labour attract. says a more effective solution is to give the what they need is a change, not a market always promising greener Four years ago, recruitment agency Hays employee a chance to try something new. temporary escape. grass at another company. put out a survey titled What People Want.

Whether it’s a new project, an internship-like In an increasingly competitive economy, “It’s not just about getting them. It’s Among its findings were that one of the most week in another role, or a more permanent employees often have many employment keeping them,” says Soucie. “Honestly, you can important factors affecting employee retention change in responsibilities, she says the longoptions, says Soucie. The original What give somebody unlimited vacation, and they’re was not salary, benefits or a short commute. term benefits of switching gears far outweigh People Want survey showed 70 per cent of the still going to leave you.”

HR PROFESSIONAL DEVELOPMENT TRAINING

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lines of communication close, the business suffers because so much of what we do is collaborative.

Look for individuals with experience and success in teaching. A good communicator can impart a work culture that requires the full engagement of the entire organization, keeping the attention of their audience and leaving them feeling good about themselves and open to hearing more. Look for teaching, personal training, coaching or public speaking experience.

KEY QUESTIONS TO HELP REVEAL HIDDEN TALENTS

When it comes to your existing workforce, soft skill development and discovery from within is particularly exciting because of the real experience you have had with your employees that you can use to evaluate soft skills. You’ve seen your employees work alone, “ oft skills” is an understated term work in teams, lead and follow, as well as for a valuable, yet often overlooked, manage time, people, client expectations and business asset. projects. The challenge for you now is to reveal When organizations give recruiters a list of what you don’t already know. qualities they’re seeking in a candidate, it tends Ask your employees the following to be top-heavy with technical skills, academic questions to help uncover their hidden soft achievements and designations. skills: These lists are often missing well-defined soft skills, which have a direct impact on COMMUNICATION workplace morale and employee enthusiasm.

Communicating directives requires one to We need to bring our focus back to the be succinct and accurate, but there is more to acquisition and development of soft skills in the equation than precision when it comes to our workforce. effective communication.

When hiring, translating inflated adjectives Consider the way in which a person floating on the pages of a resume into real communicates and the feeling that is left after social abilities can be tricky. Use conversations the interaction. Do they value their audience to bring up the subjects listed below to and listen as much as they speak? Do they uncover the character of your potential new offer questions instead of demands, and hire. Help them to reveal their soft skill assets options instead of orders? by prompting them to anecdotally share their The ability to leave people wanting to experiences. communicate with you again is key. When

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CONFLICT RESOLUTION Conflicts that arise in the workplace can be professional or personal in nature, so we need our talent to be well-versed in keeping the peace.

Business activities such as labour relations, sales negotiations, customer service, stakeholder engagement and anything involving teamwork is required on sensitive subjects such as incident investigations.

When hiring, look beyond academic experience in conflict resolution and ask questions to reveal evidence of emotional stability and mindfulness.

Personal practices of discipline such as yoga or martial arts assist in the ability to resolve conflict by retaining a calm demeanor. A willingness to avoid conflict or accommodate, rather than dominate a situation, also demonstrates this soft skill.

Social behaviours such as eye contact, smiling, as well as a warm and genuine tone of voice, are other indicators when seeking a peace-keeping staff member.

Whether seeking new employees or assisting in the discovery and development of in-house talent, ensure you have a list of well thought-out and articulately defined descriptions of the soft skills required to make the role truly shine.

The investment is clear: The soft skills you hire and nurture today will become the face of your organization tomorrow.

Amanda Gorman is an EHSQ compliance, training and development manager at 3|Sixty Secure Corp.

THE HR ICU

FOUNDER & CEO 613-266-7448 Email: josee@thehricu.com

Insights into the best practices of the World’s Most Admired Companies and Best Companies for Leadership

Employers can tackle their current staffing challenges through effective succession planning.

Q: Why is it important?

A: People and time are the most expensive expenditure in an organization. Having a process in place to attract & retain will benefit both the employee and the organization.

Q: Has the process of succession planning changed over the years?

A: Yes absolutely. 15-20 years ago succession planning mainly existed to prepare and replace senior leaders because the purpose was to plan for the future. The major shift is that we need to adapt our thinking. It is no longer about planning for future and instead we need to plan for now.

Q: What can organizations do ?

A: Adapt to the “New Now”. Create a robust HR succession plan that will add value from the very beginning.

Discuss career aspirations as soon as the employee passes probation / honeymoon phase. Incorporate quarterly performance reviews, jobhopping which gives them job security, an equal environment and no longer top down, task variety as they love to multi task, share company info as they want to be “in the know”, lastly, individual achievement oriented recognition as they are competitive.

The new generation will be the Executives of today. You can prepare by coaching, mentoring and training them to be the leaders you want in your organization.

WWW.THEHRICU.COM

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Making a firm investment in soft skills

WILLINGNESS TO LEARN Continuous improvement indicates an employee’s commitment to quality output. An employee’s desire to learn new information means they are prepared to develop their abilities and strengthen the value they bring to your organization.

It also shows adaptability, which is valuable in a constantly evolving business environment. A history of continued education efforts demonstrates the employee has a foundation for learning upon which your organization can build.

JOSÉE LAROCQUE-PATTON,

@OttawaHRPA

An HR guide to tackling the cybersecurity talent gap

THE HUMAN RESOURCES PROFESSIONALS ASSOCIATION OTTAWA CHAPTER PUBLICATION •

staff?

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8 HR UPDATE FALL 2018

ommunity

STEPS TO UNDERSTANDING YOUR ORGANIZATION’S NEEDS AND IDENTIFYING TOP PROSPECTS Promote health and wellness

ENGAGE

LOOKING FOR A GREAT WAY TO

here was a time when having cybersecurity skills meant a candidate was a technical specialist who understood the intricate details of computer hacking tools and malware attacks.

But as information has become more fluid, mobile and accessible, the range of cyber risks has overflowed into broader technical and non-technical environments.

This is why Canada’s business managers are starting to put a high value on employees who have a demonstrated level of knowledge when it comes to information protection.

In a recent interview with The Hill Times, Katherine Thompson, chair of the Canadian Advanced Technology Alliance’s cyber council, stated that clients are “pulling their hair out because they can’t find skilled talent,” and that there’s a “zero percentage” jobless rate in Canada’s cybersecurity industry.

This means that businesses are going to be looking for ways to recruit and retrain technical employees that can quickly be mobilized to help their organizations combat cyber threats.

There are two important factors that make this a huge challenge for businesses: • Every business has a different risk environment, which means that there is not a standard set

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technical skills your organization possesses, as well as those it is seeking, to develop your strategy for recruitment, orientation and career development. Identifying high-quality sources of cybersecurity talent, recognizing relevant security and risk management certifications, as well as utilizing trusted training organizations for cybersecurity skills will also increase the value of your HR team when it comes to addressing the cybersecurity talent gap within your organization.

In the process of exploring your team’s cybersecurity risk environment, you will also be likely to develop a closer relationship with the technical teams, and be more responsive in handling urgent staffing requests.

KEY QUESTIONS Here are a few questions that may be helpful in understanding your organization’s readiness for staffing cybersecurity roles in your organization. Depending on the size of the organization, some of these may not be feasible. However, having affirmative answers to these questions will reduce risks and unexpected costs due to lack of cybersecurity skills within the organization in the future.

1. Has the IT or security organization within the business performed a recent risk assessment that

identifies sensitive information assets, significant threats to those assets and likely vulnerabilities that could expose those assets?

Which security industry certifications (i.e. standards such as 27001 or Cyber Essentials) are relevant to the qualifications for various key security roles within the organization?

3.

For each security-related role in the organization, is there a logical career path where technical and non-technical candidates currently in other roles within the company can be recruited or groomed for the future to fill those current and anticipated roles?

For additional questions around HR recruiting for these skills, here are a few that could be put in job ads:

If she works for you …we should too!

www.LawyersForEmployers.com

2.

1.

Do you enjoy investigating the root cause of incidents or problems?

2.

Do you think you have a generous amount of paranoia when dealing with the internet or electronic devices or information systems?

And here are a few that a recruiter could ask candidates in interviews: 1.

How do you feel about the strength of your smartphone password? (If they say they have a strong password, they at least know that this is important. If they say that it has numbers, letters and special characters, they know that these are elements of a strong password.)

2.

What would you say is the worst thing that could happen to our business if an employee clicked on a hyperlink in an unexpected email message from a stranger?

Somebody with substantial security knowledge should know that this action could cause a virus or ransomware infection on their computer, and even put corporate systems at risk of sabotage or fraud. They might even recognize that they could be taken to a fake website and tricked into disclosing passwords or other sensitive information to an attacker.

Scott Wright is the CEO Click Armor.

@OttawaHRPA • THE HUMAN RESOURCES PROFESSIONALS ASSOCIATION OTTAWA CHAPTER PUBLICATION FALL 2018 HR UPDATE 9

of cybersecurity skills that can be identified to screen a pool of applicants; and • There are so many businesses looking for cybersecurity skills among a small pool of candidates that each organization must start looking to develop the skills needed from within their own teams.

Fortunately, there’s an important first step that can help in efficiently addressing both of these factors within any given organization. Before deciding to recruit or retrain existing staff to address the cybersecurity talent gap, each business should study and define its own risk environment. This is something management and IT teams should be able to define and communicate in fairly nontechnical terms.

It may turn out that the organization does have some skills in certain preventative security technologies, but lacks depth in detecting and responding to security incidents from emerging threats. Or maybe the organization has a good internal security infrastructure, but is not ready to handle the cybersecurity risks associated with new business imperatives such as cloud computing or supply chain management.

With this in mind, it can be very helpful for your HR team to understand the

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Carleton University’s READ Initiative opens untapped talent pool for Ottawa employers

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Graduates with disabilities have lower turnover

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here can employers find young, skilled and motivated job candidates who stay with an employer long-term, have a low absentee rate and are great problem solvers?

Students and graduates with disabilities are loyal and hard-working employees, but employers have traditionally had difficulty gaining access to this talented group. The Research, Education, Accessibility and Design (READ) Initiative at Carleton University hopes to change that.

Through READ’s leadership, the new David C. Onley Initiative for Employment and Enterprise Development will focus on helping students and graduates gain valuable work experience, connecting employers with job candidates and identify a model for Ontario colleges and universities to improve career services for students with disabilities.

“The goal of the initiative is to identify what we can do better for employers and for students,” says Boris Vukovic, the director of the READ Initiative.

“We’re going to test out services and work out a model that can be used in postsecondary institutions across the province.”

Bridging the gap

The Onley Initiative is a partnership between Carleton University, the University of Ottawa, Algonquin College and La Cité with Carleton University taking the lead. Part of the mandate is to increase resources for students and employers. As a result, through funding from the Ontario Ministry of Training, Colleges and Universities, each of the local post-secondary schools will hire a career services counsellor focused on students with disabilities and an additional staff member in the accessibility office.

The increased staff is in response to the growing population of people with disabilities and higherthan-average unemployment rates. According to a 2012 Statistics Canada survey, the unemployment rate for people with disabilities is 16 per cent, compared to 7.6 per cent of people without disabilities. Additionally, more students are selfidentifying as having a mental illness.

The major problem is bridging the gap between employers and employees. The Onley Initiative, led

by READ, will conduct research to find the best practices to connect employers with graduates.

People with disabilities tend to have higher retention rates than people without disabilities.

Ninety per cent of people with disabilities who are working rate higher or better in job performance compared to people without disabilities.

“When you hire people with disabilities you get a higher return on investment,” says Katie Nicholson, a recent graduate from Carleton University who also has a disability. “We’re facing a worker shortage

Find your next employee with the David C. Onley Initiative. The initiative supports employers in their recruitment efforts along with providing training and resources for HR professionals. For more information, visit http://onleyinitiative.ca/.

“People with disabilities are great problem solvers because they’ve had to solve problems all their lives.”

– Dean Mellway, special advisor for the READ Initiative

within the next few years and hiring people with disabilities is a great solution.”

One major myth about hiring graduates with disabilities is fear of accommodation. According to Dean Mellway, special advisor for the READ Initiative, people with disabilities have lower workers’ compensation claims because they understand their physical limitations and take fewer risks.

“People with disabilities are great problem solvers because they’ve had to solve problems all their lives,” says Mellway. “The need for accommodation is lower than in an academic setting because the workplace is more flexible. We want to help HR professionals and bring more clarity about the issues.”

Part of the Onley Initiative is to dispel such myths.

Next year the program will launch a training and education program for HR professionals, including accommodating workers with a mental illness and how to recruit and train workers with disabilities.

ERIC ST-JEAN, CLEAHRSTRAT CONSULTING INC.

HR Technology Consultant

Spreadsheet Tips for HR

office stand out will make staff members feel like they are part of something bigger than themselves. Plan team-building events such as escape room games, rock climbing or a cooking class where teams can rely on each other to reach success and have fun doing design firm in Berlin called Studio 7.5 has a it – we do! rule that all its employees must have a meal Lunch-and-learns are another great together every single work day. The meal is way to have fun and advance knowledge of shared on a communal table. This is proven to employees in areas they may not otherwise bond even the greatest of strangers who will have access to. This shows employees you’re always open up and relax over a meal or drink. invested in their success, which can pay dividends in terms of employee loyalty.

2. DECORATE YOUR OFFICE SPACE Whether you are a startup entrepreneur or 4. PRIORITIZE FUN a big technology firm, find ways to decorate With tight deadlines and tasks competing your office space to promote a positive, for attention, it’s not always easy to prioritize collaborative corporate culture. Use colours fun. Get events on the schedule and build that represent your brand and design excitement with emails and at staff meetings. meeting rooms that support creative ideas Have veteran staff speak up about how much and brainstorming. Whiteboard walls, digital fun everyone will have at office events. Invest media and comfortable lounge chairs will in an air hockey table, lounge space or a weekly facilitate people coming together to share and game lunch. Getting everyone to relax and create. enjoy a little downtime during the day will be If there is a holiday or event, get your team team builders in themselves. together and make decorating an activity. Take So get out, have fun and make memories photos and share them on social media so together. It will be the glue that bonds you that your team can celebrate the experiences together during challenging times and makes they are making together outside of the daily you more likely to become successful as a grind. company and a team.

FOUR TIPS FOR A FUN AND PRODUCTIVE CORPORATE CULTURE

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t’s about 1 p.m. on a Friday as I step back into the office to the sound of foosball.

Laughter is coming from the lunch room.

Instructions to the latest board game are being explained and friendly competitions are reignited.

In the quest for success, as in life, it is important to stop and enjoy the moments along the way. We spend a lot of our lives at work. When we bring play into our day, it can energize and encourage us to give more of ourselves to tasks.

A study by Bright Horizons revealed that 89 per cent of employees with high levels of well-being reported high job satisfaction.

Nearly two-thirds of those employees identified consistently putting in extra effort at work.

This isn’t surprising. What is surprising is that more leaders are not capitalizing on the economic value of fun.

Here are a few ways on how you can bring more fun (and productivity) into the office: 1. HAVE LUNCH TOGETHER Nothing bonds people like sharing a meal, no matter the circumstances. A 20-year-old

3. HOLD STAFF EVENTS Having a unique culture that makes your

Mike de Waal is president and founder of Ottawa-based Global IQX.

Q: What features would you recommend to HR professionals?

A: At the top of my list is the VLookup function. This function makes it easy to merge data from multiple files into one sheet.

Pivot Tables make summarizing and charting data quick and easy and can also be refreshed as new data is added.

They can also help when validating data (ie. looking for blanks and typos).

The functions containing “If” allow you to use logic in your formulas. For example, sumif can be used to calculate a total based on a condition, such as the sum of salaries for Ottawa, excluding other locations.

The freeze panes feature allows you to lock rows and columns so they are always visible when you scroll down or to the right.

Q: What are macros and when should you use them?

A: Macros allow you to automate manual tasks and can be created in Google Sheets or Excel. Macros perform tasks much faster than a person, and since macros rely on an easy to use programming language, you can include conditions and advanced functionality.

Typically, macros are used for tasks that must be performed on a regular basis, such as formatting a weekly report. Once created, the macro can be run to do the formatting for you.

www.cleahrstrat.ca

@OttawaHRPA • THE HUMAN RESOURCES PROFESSIONALS ASSOCIATION OTTAWA CHAPTER PUBLICATION FALL 2018 HR UPDATE 11

How to improve workplace productivity with fun

Q: Is it better to use Microsoft Excel or Google Sheets?

A: Both spreadsheet applications provide similar functionality, however each have their own advantages. Google Sheets make it easy to share a file and allow multiple people to update it simultaneously. The look and feel of Excel is often more familiar for people who use Word and Outlook, and the functionality to write and debug macros is much better.

Looking for your next hire in finance, accounting or payroll?

12 HR UPDATE FALL 2018

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@OttawaHRPA

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Helping employees return to work after a mental health disability TIPS FOR ESTABLISHING A SUPPORTIVE WORKPLACE CULTURE

T

he rising number of mental healthrelated disability claims, coupled with the unique challenges of returning to work following a mental health leave, is creating new challenges for employers.

The modern workplace can be a stressful environment due to mounting workloads, deadlines and competing demands layered on top of personal issues such as family and financial concerns, to name but a few.

All this pressure can create an emotional strain on employees that manifests in absenteeism, reduced work performance and diminished motivation.

Not all of these sources of stress are within the control of employers. However, managers can approach workplace mental health in several ways:

However, they may not be functionally ready for the demands of their job. This may be due to a lack of routine, reduced cognitive abilities (such as concentration, memory, multitasking) and mental fatigue or limited work stamina.

It is essential that individuals are at a level of occupational functioning that sets them up for success when they return to work. There needs to be a fit between job demands, work environment and work capabilities. A person needs to be cognitively and emotionally ready.

STAYING AT WORK Workplace supports and job accommodations optimize work performance. Healthy lifestyle habits such as good nutrition, hydration and physical activity foster cognitive functioning and promote resiliency skills. Learning effective communication strategies enhance PREVENTION interpersonal relationships, while pacing Education is the hallmark of prevention. techniques improve work stamina.

This includes education on work-life balance, A manager needs to distinguish between a strategies to manage stress as well as work performance issue and a mental health education on signs that an employee may be issue and to keep lines of communication struggling with mental health. open to address these concerns. Employers These include: are not expected to diagnose a problem, nor • Reduced work performance from an are they expected to be therapists to their employee who typically performs well; employees.

• Frequent and ongoing work absences Employers need to establish work cultures by an employee who’s previously been that foster good mental health. This can be consistently present; and accomplished by recognizing the value of • Behaviour or personality changes, their employees and setting the tone for such as angry outbursts or withdrawal. appreciating employees as assets. The culture emanates from the top and trickles down.

RETURNING TO WORK A healthy workplace is critical for everyone’s Returning to work after a mental health health and an organization’s bottom line. disability is challenging. Employees may be medically cleared to return to work because, Adeena Wisenthal is a registered occupational for example, their depression has improved. therapist and owner of ERGO-Wise.

Combatting ‘presenteeism’

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Energy Ottawa lauded for Chaudière Falls transformation Hydro Ottawa subsidiary wins Ontario Waterpower Association 2018 Stewardship Award When Energy Ottawa set out to expand the capacity of its generating station at Chaudière Falls, officials knew the project had to be about more than just producing additional power.

“We wanted to give back to the community and make the falls accessible to all,” says Greg Clarke, Energy Ottawa’s Chief Electricity Generation Officer.

“We put a lot of time and thought into this project and we hope it can be a legacy for generations to enjoy.”

Those efforts are now being recognized by the Ontario Waterpower Association, which recently honoured Energy Ottawa’s environmental sustainability efforts and corporate citizenship with its 2018 Stewardship Award.

The expansion project provided opportunities for Energy Ottawa to collaborate with key stakeholders.

The goals for the Chaudière Falls Generating Station including the protection of local wildlife while producing sustainable energy, facilitating publicly accessible space and creating a place of recognition and celebration of Canada’s First Nations and Ottawa’s industrialist past.

The facility helps to preserve the American eel and improve fish survival rates through bypass channels, temporary screens over water intake pipes and a reduced velocity of water flow.

As a result of Energy Ottawa’s work, the survival rate of the American eels – which are an endangered species – increased to 99 percent. The organization also partnered with the World Wildlife Federation (WWF) and the Ottawa Riverkeeper to implant large eels with tags to track their movement and to help future projects.

“We’re the first hydro plant in Canada to take these measures,” says Clarke. “We have an overall commitment to taking care of wildlife. We’re leading the pack.”

Chaudière Falls is open to the public for the first time in more than 100 years. The public can walk across the top of the powerhouse or on the new pedestrian bridge above the intake for beautiful views of the river and Parliament Hill.

This park pays tribute to the traditional importance of the site by First Nations peoples and Ottawa’s industrial history by incorporating

a blend of design elements of each, including traditional First Nations plantings, a gathering circle and benches composed of old logs from the dam.

The design of the park was based on extensive consultation with the Algonquins of Ontario.

Wayfinding points and interpretive panels are in place to educate visitors to the park on First Nations history, hydroelectric technology and environmental topics such as the American eel. Members of the public can download the Chaudière Falls app using the free WiFi access in the park and embark on selfguided tours.

@OttawaHRPA • THE HUMAN RESOURCES PROFESSIONALS ASSOCIATION OTTAWA CHAPTER PUBLICATION FALL 2018 HR UPDATE 13

Many of us are familiar with the concept of absenteeism at work. However, few people are aware of the phenomenon of “presenteeism” – the presence of an employee who is physically present at work, but not fully productive due to physical or psychological illness.

An example that we’ve all likely faced is

when a colleague decides to comes to work while fighting a cold or flu.

Presenteeism can be relatively expensive for an employer – sometimes even more expensive than a normal absence. An employee who reports to work while ill is not completely fit to perform their normal tasks and, in some cases, may contaminate other colleagues.

Despite being motivated by noble intentions such as supporting their team, an employee who comes to work while ill risks aggravating their own situation as well as driving up costs to their employer.

Organizations need to change their organizational culture to allow illness absences without fear of retaliation.

Managers must listen to employees, and employees must make an informed decision to stay home when they feel distressed by physical or psychological illness.

@OttawaHRPA THE HUMAN RESOURCES PROFESSIONALS ASSOCIATION OTTAWA CHAPTER PUBLICATION •

14 HR UPDATE FALL 2018

HRPA membership and CHRP, CHRL and CHRE designations tells everyone that you are committed to the highest standards of professional HR practice — just as the HRPA is.

Be part of an association that champions competent and ethical HR practice. Choose professional excellence with the Certified Human Resources Professional (CHRP), Leader (CHRL) and Executive (CHRE) designations.

HRPA offers designations for every stage of your career.

Learn more at hrpa.ca

Q: How many years of experience do I need to become a mentor?

A: No minimum experience is needed! Every relationship is unique and has different needs.

Q: Who can participate?

A: Members of HRPA’s Algoma, North Bay, Northwestern Ontario, Northumberland, Ottawa, Timmins and Sudbury chapters in good standing.

FRESH PERSPECTIVES Although good mentors help mentees navigate a course, they are not intended to tell them what the destination should be.

“The role of the mentor is to make you reflect, not to give you advice or answers,” Marten Mickos, the CEO of cybersecurity firm HackerOne, wrote in Forbes. “Helping you ask the right questions – that’s real mentorship.”

Having someone watching out for you, omeone may have suggested that you keeping an eye on your path and destination, give mentoring a try. Or perhaps you’ve makes a world of difference when you read about the value that mentorship encounter the inevitable challenges that come brings. But what exactly is mentoring? with constantly pushing yourself to become My favourite – and in my view, the better. most accurate – description of a mentoring When faced with such hurdles, it’s easy to relationship is outlined by Anthony Tjan, the get caught up in the details while focusing on CEO and founder of venture capital firm Cue trying to survive in the moment. We forget the Ball. Writing in the Harvest Business Review, big picture. We forget why we spent hours and he said the best mentors “shout loudly with hours perfecting our skills or why we are so (their) optimism and keep quiet with (their) passionate about our work in the first place. cynicism.”

A good mentor can help one avoid I love this description because it isn’t hard becoming discouraged, reminding us of our to find critics in our hyperconnected world. potential and giving us a nudge to help us On the flip side, it shouldn’t be hard to find move forward. supporters, either – which is one reason why Looking for one more reason to become a you should become a mentor. mentor? Consider what you will gain from the Don’t think about it as filling a gap; instead, experience. understand that you have the chance to be Through their work with others, mentors someone’s biggest supporter. You have the gain a fresh perspective on common opportunity to show them what they are challenges and issues. Seeing the bigger capable of when they might not realize it picture and gaining the confidence needed themselves. As U.S. author John C. Maxwell put to tackle your next career move or other it so eloquently, “One of the greatest values of professional challenge are just some of the mentors is the ability to see ahead what others outcomes for mentors. cannot see and to help them navigate a course So ask yourself: Do you really want to pass to their destination.” up this opportunity?

HRPA OTTAWA SHINES LIGHT ON OPPORTUNITY TO GAIN FRESH PERSPECTIVES

S

Q: Can I get CPD hours for being a mentor?

A: Yes! One hour of CPD for every hour of mentoring. There is no limit to the number of hours that can count towards recertification.

Q: How much time do I need to commit?

A: Generally, at least one hour per month, but this varies by relationship.

Q: Do meetings have to have a specific format?

A: No! They can be via Skype, phone or in person.

Q: What is MentorCity?

A: It’s our new application that has the same user interface as the website so it’s an easy way to get involved in mentoring!

Q: How do I log in to the MentorCity App? A: Email ottawamentoring@ hrpa.ca for your login information.

Q: How do I get started?

A: Once you have your login info, set up your profile. Once completed, the system will match you with potential mentees.

Jacqueline Boudreau is the communications chairperson of HRPA Ottawa.

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@OttawaHRPA • THE HUMAN RESOURCES PROFESSIONALS ASSOCIATION OTTAWA CHAPTER PUBLICATION FALL 2018 HR UPDATE 15

What exactly is a mentor?

Q: Is there a cost associated with using the HRPA’s mentorship program?

A: The cost of the program is built into the yearly membership.

There are no additional fees to join for active HRPA members.

@OttawaHRPA THE HUMAN RESOURCES PROFESSIONALS ASSOCIATION OTTAWA CHAPTER PUBLICATION •

16 HR UPDATE FALL 2018

THE LABOUR AND EMPLOYMENT LAW EXPERTS Emond Harnden is trusted, not simply as advisors, but as an integrated member of our clients’ HR departments and senior management teams. We are devoted exclusively to advising management on labour relations and employment matters.

It’s a forward-thinking approach to labour law.

ABOUT US

À PROPOS DE NOUS

As a boutique labour and employment law firm, Emond Harnden has represented the interests of management in both official languages since 1987.

Emond Harnden est un cabinet d'avocats en droit du travail et de l’emploi qui représente exclusivement les intérêts des employeurs, dans les deux langues officielles, depuis 1987.

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