CPHR-MB Spring 2022 by MediaEdge

SPRING 2022 / VOL. 22, NO. 1

THE OFFICI A L PUBLICATION OF THE CH A RTERED PROFE S SION A L S IN HUM A N RE SOURCE S OF M A NITOBA

MIND THE GAP PM# 1682019

GENERATIONAL DIFFERENCES AND THE SHIFTING WORKPLACE

GROWING GENERATIONAL DIFFERENCES IN WORKPLACES HOW TO SUPPORT YOUR TEAM IN STRESSFUL TIMES / THE VALUE OF BEING A CPHR

ADVERTORIAL

Respect at Work Training: Why Now? Written by: Christine Thomlinson, B.A., LL.B. | Co-founder & Co-managing Partner health has been deeply impacted by the pandemic. This is evident in our own investigation practice where we see people acting out with their co-workers, even virtually from the safety and comfort of their homes. When we add to this the anxiety that Canadians are feeling about the prospect of returning to work3, we see the risk of bad behaviour at work escalating in the coming months.

We’ve been hearing much talk about the “Great Resignation” – specifically, between April and September 2021, more than 24 million American employees left their jobs, an all-time record1. While the same hasn’t yet been seen in Canada, experts speculate that this may just be delayed. Many have chalked the resignations up to people seeking higher wages, and certainly there are industries (law being one) where firms are having to offer significantly higher compensation to combat retention. However, new data suggests it isn’t all about money. Some recent research published in the MIT Sloan Management Review 2 found that employees are quitting their jobs in droves because of toxic workplace culture, not low pay. In fact, the report says toxic workplace culture is 10.4 times more likely to contribute to an employee quitting. Three specific elements of a toxic culture were identified in the data: Failure to promote diversity, equity and inclusion, workers feeling disrespected, and unethical behavior. Even if the Great Resignation doesn’t catch up with us in Canada to the same degree, we know that Canadians’ mental

There may be so many other things to be doing/worrying about in connection with bringing people back to the office, but the fact is that Respect at Work Training should be on every organization’s list in the near future. In many workplaces, people haven’t interacted in person with co-workers for months, and in some cases years. Remembering how to behave respectfully with co-workers will take some time when many of us have been able to worry only about ourselves and our loved ones for so long. In addition, there are many polarizing issues on the top of people’s minds right now (wearing masks, vaccines, removing restrictions). Without some guidance on how to navigate discussion in the workplace about these issues, the risk of conﬂict remains high. Respect at Work Training is not the same as training on equity, diversity and inclusion (EDI). Many organizations have offered EDI-related training and courses in the wake of the social justice movement of 2020. These are valuable and encouraged; they may fall under the overall umbrella of “Respect at Work,” but they are not the same. Respect at Work Training involves reminding employees about the standards of behaviour in your workplace, and ensuring that this training is tailored to how your speciﬁc employees work. It should be updated to address behaviour in the virtual world if your employees will continue to work in a hybrid fashion in the future. It should also provide strate-

gies for employees to address unwelcome or inappropriate behaviour. Ideally, this should focus on informal forms of conﬂict resolution, given that much of what we expect to see in the near future is disrespect and lack of consideration, not necessarily behaviour which meets policy deﬁnitions of harassment and discrimination. Cultivating and maintaining a respectful workplace culture requires organizations to invest time and resources, not

“Toxic workplace culture is 10.4 times more likely to contribute to an employee quitting.” just once but regularly. Even if your organization has conducted Respect at Work Training in the past, this is a good time for a “refresher.” With so much else on your employee’s minds right now, there is a high likelihood that you won’t see respect in your workplace unless you remind people right now what that looks like. Rubin Thomlinson Workplace Training Inc. offers a suite of Respectful Workplace Training modules designed to help organzations. To ﬁnd out more about our Respectful Workplace Training offerings, you can email us at training@rubinthomlinson.com REFERENCES 1 “Job Openings and Labor Turnover Survey,” U.S. Bureau of Labor Statistics, accessed Dec. 6, 2021, www.bls.gov.

Donald Sull, Charles Sull, and Ben Zweig, "Toxic Culture Is Driving the Great Resignation" (January 2012), online: MIT SMR: https://sloanreview.mit.edu/article/toxic-cultu re-is-driving-the-great-resignation/

“A third of Canadians report moderate to severe anxiety over return to pre-pandemic routines” (July 2021), online: Centre for Addiction and Mental Health: https://www.camh.ca/en/camh-news-and-stories/a-thir d-of-canadians-report-anxiety--over-return-to-pre-pand emic-routines?

HRmatters SPRING 2022, VOL. 2, NO. 1

BOARD OF DIRECTORS 2022 Chair: Colleen Coates, CPHR Chair Elect: Dr. Lana Adeleye-Olusae, CPHR Treasurer: Grant Christensen, FCPA, FCGA Directors at Large: Anu Baldner, CPHR Alison Crozier, CPHR Glenn Fleetwood, CPA, CGA Adrian Frost, BA, LL.B Brad Lutz, CPHR Beth Millard-Hales, BA (Hon), CPHR Lisa Rowe, CPHR Keith Sinclair, CPHR Susan Young, CPHR CPHR Manitoba Staff Chief Executive Officer: Ron Gauthier Director of Marketing, Partnerships and Membership: Kelly Forgala (interim) Events and Programs Coordinator: Elena Gagliardi (interim) Membership Engagement Coordinator: Kaylee Klaprat CPHR Program Manager: Kristina Maas Published for: CPHR Manitoba 1810 – 275 Portage Avenue Winnipeg, MB R3B 2B3 Phone: (204) 943-2836 | Fax: (204) 943-1109 hello@cphrmb.ca | www.cphrmb.ca Publisher: Abhi Dadarkar Production Manager: Rachel Selbie Art Director: Annette Carlucci Designer: Thuy Huynh Sales Executive: Rick Todes

CONTENTS FEATURES

6 THE GREAT DIVIDE 8 TOP ACTIONS TRANSFORMATIONAL LEADERS TAKE

10 UNDER PRESSURE: 4 WAYS TO SUPPORT YOUR TEAM DURING STRESSFUL TIMES

12 CPHR MANITOBA HR CONFERENCE 14 NEW INDUCTEE: FELLOW OF THE CHARTERED PROFESSIONALS IN HUMAN RESOURCES

FOUR LITTLE LETTERS

INSIDE MATTERS

4 18

CPHR Manitoba Chair’s Message New CPHRs and CPHR Candidates

Published by:

2001 Sheppard Avenue East, Suite 500 Toronto, Ontario M2J 4Z8 Tel: 416-512-8186 | Fax: 416-512-8344 Email: info@mediaedge.ca President: Kevin Brown Senior Vice-President: Robert Thompson Vice-President Sales & Business Development: Abhi Dadarkar Published May 2022 © 2022 CPHR Manitoba. All rights reserved. The contents of this publication may not be reproduced by any means, in whole or in part, without the prior written consent of the association. Publication Mail Agreement #1682019 Please return undeliverable copies to: CPHR Manitoba 1810 – 275 Portage Avenue Winnipeg, MB R3B 2B3

CPHR Manitoba is committed to advancing the human resource profession and helping CPHRs positively impact workplaces across Manitoba.

HRmatters is printed on 10% post-consumer FSC certified paper using soya based inks. When necessary to mail an issue in an enclosure, we use an environmentally-friendly, 100% oxo-degradable poly-wrap.

CPHR MANITOBA CHAIR’S MESSAGE

AND THE SURVEY SAYS... By

Colleen Coates, CPHR Chair, CPHR Manitoba Board of Directors

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

s a community, it is time to put the past two years behind us and get back up to speed. Business has changed but HR professionals will always be there to support safety, dignity, and success — one organization at a time. The true strategic value that HR professionals bring is clear. Employers, colleagues and clients are still turning to HR professionals for strategic advice, guidance and leadership on all aspects of human resources. Through the 2021 Manitoba Business Outlook Survey, we learned: • 68 per cent of Manitoba business professionals are aware of CPHRs and the CPHR designation, compared to 52 per cent awareness in 2020. • 72 per cent of Manitoba businesses find someone with the CPHR designation valuable to their organization, compared to 43 per cent in 2020. • 60 per cent of Manitoba organizations are specifically looking to hire CPHRs if they need HR support in the future, compared to 39 per cent in 2020. • 23 per cent of Manitoba businesses view the human resources role as a mainly strategic and leadership function, compared to 16 per cent in 2020, and 42 per cent of businesses view the human resources role as both a strategic and operational function, down from 46 per cent in 2020. Not only are employers, colleagues and clients seeing the value of the designation and CPHR Manitoba, but also the members. In the 2021/2022 member survey, we learned: • 95 per cent of members are satisfied or extremely satisfied with the stewardship of CPHR Manitoba by the board of directors. • 91 per cent of members who required customer service were satisfied or extremely satisfied with their experience. • 88 per cent of members are satisfied or extremely satisfied with CPHR Manitoba (overall). • 91 per cent of members indicate HR is considered a strategic partner at their organization, either fully or partially. • 72 per cent of members indicate their organization understands the value of having a CPHR on-staff, either fully or partially. • 68 per cent of members promote and encourage non-CPHRs to become designated. At CPHR Manitoba, we remain committed to our mission of advancing the human resource profession in pursuit of our vision of positively impacting leadership, employees, organizational health and organizational performance — where the CPHR designation is highly desired and widely accepted. As HR professionals, we can influence government, business communities and its members as we move our organizations forward and work toward meeting our strategic goals. On behalf of CPHR Manitoba and the Board of Directors, I would like to congratulate this year’s HR Excellence Award finalists. We look forward to gathering on June 1, to celebrate and recognize the tremendous work that each is contributing to their organizations, communities and the human resource profession. Colleen Coates, CPHR Chair, CPHR Manitoba Board of Directors Colleen Coates is Chair of CPHR Manitoba’s Board of Directors and Executive Vice-President, People and Culture, at

Farmers Edge Inc. She has more than 20 years of comprehensive human resources experience, including senior leadership positions with Princess Auto, The North West Company, The Dufresne Group and Convergys Customer Management

Canada. She also worked as the National Practice Leader for Total Rewards at People First HR Services where she consulted for organizations in the private, public and non-profit sectors.

HRmatters / www.cphrmb.ca

DIVERSITY

We Have a Team Approach

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FEATURE

THE GREAT DIVIDE Canadian Workplace Culture Index and Angus Reid study detail growing generational differences in workplaces By

Antonio Zivanovic

HRmatters / www.cphrmb.ca

recent study conducted by the Canadian Workplace Culture Index (CWCI) and the Angus Reid Institute has uncovered several surprising and alarming trends. The old axiom, “Find a job you love and you’ll never work a day in your life,” is resonating more than ever with employees at workplaces across Canada. Employees are taking a long, hard look at what appeals to them when it comes to checking off specific job satisfaction boxes. In turn, forward-thinking management teams are making concerted efforts to review and reassess the prevailing culture in their workplaces to more effectively attract and retain talented workers. The study gathered the opinions of more than 1,000 employees of all ages from Canadian workplaces of various sizes and industries amid the COVID-19 pandemic. Chief among the findings is there is a definite divergence in how different generations view job satisfaction

in the wake of a pandemic that has provided employees time to consider what they are and aren’t willing to sacrifice when it comes to happiness and work-life balance. The study revealed a clear generational line being drawn in the sand, with employees under 35 years of age twice as likely to leave their positions for just a 10 per cent salary increase than those over the age of 45, and employees over 35 years old showing higher levels of workplace satisfaction and loyalty than those under 35 in general. Overall, the youngest Canadians are less happy with their jobs, least likely to agree that their organization is a good fit for them and least likely to see themselves working at the same organization in five years. The study also found that Canadians under 25 years of age were more likely to be let go from a company because of the COVID-19 pandemic than any other age group, two-and-a-half times more likely than those in the 25 to 34-year-old bracket and more than seven times more likely than those 35 and older.

FEATURE On the other side of the generational line, respondents aged 55 and older showed much higher rates of job satisfaction and responded more positively to all loyalty and satisfaction-related statements than any other age group. This could be indicative of a ‘keep your nose glued to the grindstone’ attitude that was once considered the norm at most workplaces. Nowadays, younger workers are less focused on pushing all their chips in on one specific job or industry, are more acutely attuned to embracing new technologies and training, and are far less likely to toil at a job that does not recognize or honour a healthy work-life balance. However, that isn’t a hard and fast rule. In a recent Washington Post article, Texas A&M University professor Anthony Klotz, who coined the term ‘great resignation’ for the exodus of burned-out, dissatisfied workers leaving their jobs during the pandemic, partly ascribed the spate of departures to an older generation that wanted to resign before the pandemic but held on a bit longer. Klotz also chalked the great resignation up to three other factors: burnout, particularly among frontline workers in healthcare, food service and retail; ‘pandemic epiphanies’ in

which people experienced major shifts in identity and purpose that led them to pursue new careers and start their own businesses; and an aversion to returning to offices after a year or more of working remotely. The 2022 Salary Guide from Robert Half shows that as the great resignation picks up steam in Canada, employees of the millennial milieu feel underpaid and one in five would consider quitting with no raise by year’s end. That same study revealed that robust compensation packages will be critical to both recruiting and retaining new talent of all ages. Similarly, a Deloitte study published in Fortune magazine found that among Fortune 1000 companies, 35 per cent of CEOs have already expanded their company benefits to bolster employee retention. No matter what age the employee, it’s not just pay or perks-based policies that will hold sway and spell success when it comes to attracting and retaining the right hires. It also comes down to engendering a positive culture that promotes open communication and recognition, and offering scheduling flexibility and remote work options for

employees weighing which jobs to apply for and ultimately accept. The CWCI/Angus Reid study found that Canadians in Quebec (85 per cent) and Ontario (60 per cent) were much more likely to be working from home when they had previously been in an office than their counterparts in British Columbia (44 per cent), Alberta (44 per cent) or Atlantic Canada (43 per cent). Manitoba and the Prairie provinces scored the lowest at 34 per cent, which signals more of a willingness of businesses in Ontario and Quebec to embrace a new latitude when it comes to working remotely. The study clearly shows a direct correlation between job satisfaction and employee loyalty, and that employees of all ages are more likely to join and less inclined to leave organizations that nurture and promote a strong culture. An added bottom line benefit is those same culture-first organizations also generate up to five times more revenue while increasing their intrinsic value. To learn more about the study and the Canadian Workplace Culture Index, visit www.cultureindex.io.

ABOUT THE AUTHOR: Antonio Zivanovic is Founder and CEO of the Canadian Workplace Culture Index.

LEARNING OPPORTUNITIES WITH CPHR MANITOBA Our mission at CPHR Manitoba is to advance the human resources profession. One way we work to achieve that is by supporting CPHRs in their professional development. We offer a robust selection of professional development opportunities in line with timely issues and trends in the workplace. These offerings include: Learning Partnerships Explore learning opportunities with our partners. Pre-Approved for CPD Program Receive training from partner organizations that is guaranteed to meet the Continuing Professional Development requirement. Professional Mentorship Program Build a partnership over the course of eight months where a senior mentor and junior mentee learn from each other. Applications open in the summer. PD On-demand Many of our webinars are available on-demand. Webinars Short, topic specific sessions offered throughout the year.

Annual Conference Scheduled in-person for October 25 & 26, 2022 at the RBC Convention Centre in Winnipeg, MB. This year’s theme is EN ROUTE: Moving HR Forward. Workshops In-depth training in key HR topics. Other Various networking and learning sessions offered throughout the year such as our popular Executive Breakfast Series, Special Membership Meetings, Mix & Mingles and more!

CPHRMB.CA

Spring 2022 / HRmatters

TOP ACTIONS TRANSFORMATIONAL LEADERS TAKE

Mostafa Sayyadi

HRmatters / www.cphrmb.ca

he key to transformational leadership is based upon satisfying basic needs and meeting higher desires through inspiring followers to provide newer solutions and create a better workplace. Transformational leaders employ charismatic behaviours and motivate subordinates to provide better outcomes, more profitability and satisfying careers. These leaders focus on the critical human assets like commitment and in this way help followers to implement organizational changes with both efficiency and effectiveness. This leadership style sheds light on the strategic role of follower attitudes and values to accomplish a higher degree of effectiveness, and highlights the importance of employees in implementing changes at the organizational level. With today’s global business environments involv-

ing a high level of uncertainty, organizations will increasingly need transformational leaders to be more innovative and creative. The following characteristics will make for high impact and effective transformational leaders working in today’s knowledge-based economy, who can develop and manage intellectual capital in corporations. • Transformational leaders develop a shared vision and improve relationships with followers. They also concentrate on identifying employees’ individual needs, empower followers to build a learning climate and mobilize follower support toward the goals and objectives at the senior organizational level. • Transformational leaders propel knowl-

DIVERSITY FEATURE edge sharing in the company to generate more innovative ideas and solutions for new and demanding issues that come up constantly in our hypercompetitive economic environment. • Transformational leaders focus on inspiring people and not just treating them as human assets. This sets a higher level of desired expectations for them. A TRANSFORMATIONAL LEADER’S TOOLBOX TO BUILD A STRONG CULTURE AND STRUCTURE

Corporate culture includes three dimensions: collaboration, trust and learning. Transformational leaders facilitate collaboration to develop relationships in organizations. A transformational leader contributes to the cultural aspect of trust through considering both an employee’s individual interests and the company’s essential needs. Also, transformational leaders identify individual needs of their employees and develop a learning culture to generate new knowledge and share it with others. Transformational leaders can therefore manipulate a firm’s culture (collaboration, trust and learning) to conform to the needs and expectations of strategic goals and objectives. Corporate structure can be reshaped by transformational leaders when they develop knowledge sharing and inspire employees to create new ideas for a better environment among business units and departments. Informal structure could facilitate new idea generation to build a more innovative climate within organizations. Transformational leaders are known to implement organizational changes that develop better collaboration among subordinates and managers. Centralized versus decentralized decision-making is a topic that transformational leaders must deal with. Scholars have found that more emphasis on formalized and mechanistic structures can negatively impact the transformational leader’s ability to exert such changes. On the contrary, a more decentralized and organic structure may enable transformational leaders to improve departmental and managerial interactions. The mechanical or centralization at the commanding level of transformation leadership impairs the opportunity to develop relationships among managers, business units and departments. Thus, transformational leaders are top management

executives who enhance decentralized and organic structures to develop relationships and interactions within organizations. THE IMPACT OF CHANGE ON KNOWLEDGE MANAGEMENT PERFORMANCE

Corporate culture plays a critical role in exploiting organizational knowledge. Collaboration provides a shared understanding about the current issues and problems among employees, which helps to generate new ideas within organizations. Trust toward their leader’s decisions is a necessary precursor to create new knowledge. Moreover, the amount of time spent learning is positively related to the amount of knowledge gained, shared and implemented. Therefore, transformational leaders can reshape and, in some cases, manipulate corporate culture to create a more effective knowledge cycle within departmental and business units of organizations. Corporate structure can be reshaped by transformational leaders to be more effective when the command centre of organizations can disseminate information in a decentralized and organic way, as opposed to the mechanical and centralized command centre. Decentralized structures shift the power of decision-making to the lower levels and subsequently inspire organizational members to create new ideas and even implement them, while centralized structures may negatively impact interdepartmental communications and inhibit knowledge exchange. Accordingly, transformational leaders positively contribute to organizational knowledge management through building more decentralized and organic structures within organizations. MANAGERIAL APPLICATIONS

While I acknowledge this work and encourage more of it, I primarily focus on practical applications for executives — things that can be used immediately and applied to the bottom line to improve profitability and revenue. I stress that knowledge is a strategic resource for organizational portfolios. Many organizations still implement knowledge management initiatives without sufficient consideration of their organizational leadership.

When executives ensure the effectiveness of knowledge management projects, they increase control and lessen operational risk. This article raises vital questions as to how executives can successfully contribute to knowledge management and subsequently improve performance at all levels of the organization. Transformational leadership is proposed as the focal point of executive success and a firm’s ability to enhance knowledge management can be highly affected when executives adopt transformational leadership as the primary form of managing people, resources and profitability. Executives can now see how transformational leaders not only can directly support knowledge management, but they can also cultivate an effective corporate culture and add to structural initiatives, which will enable knowledge management processes within organizations. Executives can also see that cultivating an effective culture coupled with structural issues requires developing transformational leadership within organizations, not only at the higher echelons of the organization but at every level. So, considering the increased pressures of the global workplace that inspires leaders to exert effective change at the organizational level, this article points out the vital importance of transformational leadership in reshaping an organization’s internal resources to have access to more effective structural initiatives and higher performing culture within organizations. Therefore, I suggest that corporate culture and structure constitute the foundation of a supportive workplace to improve knowledge management and reduce operational risk. In fact, I suggest that if corporate culture and structural initiatives are not completely in favour of supporting knowledge management, organizations cannot effectively implement knowledge management projects and may become obsolete, taken over or acquired. Accordingly, I suggest that executives channel knowledge management efforts into organizational constructs, engage in the practice of transformational leadership and employ a supportive corporate culture and structural platform within organizations.

ABOUT THE AUTHOR: Mostafa Sayyadi is an international management consultant who works with senior business leaders to effectively develop innovation in companies and helps companies, from start-ups to the

Fortune 100, succeed by improving the effectiveness of their leaders. His holistic approach to strategy and change has enabled him to add value to organizations’ bottom lines over the course of his career.

Spring 2022 / HRmatters

UNDER PRESSURE: 4 WAYS TO SUPPORT YOUR TEAM DURING STRESSFUL TIMES

I By

Deanne Kaar

HRmatters / www.cphrmb.ca

have worked in the healthcare field for 15 years and there has been no shortage of pressure, from increasing work demands to difficult situations with coworkers or customers requesting services that are outside the norm. Although some pressure can be helpful to motivate individuals, when stressors become long-term and/or unmanageable, leaders need to consider how they can mitigate their impact on productivity, work satisfaction, customer care and morale at work. There are many reasons people may feel pressure at work: downsizing, restructuring, staff turnover, seasonal demands like year-end or budgeting, unsafe work environments or continuous change (like COVID-19). Although many people are able to tolerate a small or moderate amount of stress, long-term

stress and the body’s reaction to it can have serious consequences. Leaders need to understand that not caring for your teams during times of pressure can lead to burnout, absenteeism, mental health and physical challenges, turnover, unhealthy coping skills, and disconnecting or disengaging. The effects of stress can have an impact not only on the working environment but also at home. Here are some tips that can help leaders support their team members during times of high stress. Plan ahead if you know about an upcoming pressure point. Talk to your team members well in advance so you can listen to their concerns and ideas for how to manage

FEATURE

the situation rather than waiting until the event is already upon you. For example, if your year-end is in January, start talking and planning with staff a few months beforehand. Be available for your team members. A good leader is connected to their staff — leaders are there to hear concerns and, most importantly, help with problemsolving and/or addressing issues. Leaders need to listen to their staff, which means communicating in a way that they find effective. Some people want a phone call, an in-person discussion or the ability to write down their ideas and then meet for a conversation. You need to hear what staff are saying and then follow through by dealing with the challenges that are addressable. Look for hidden or unspoken needs. When people are under pressure, they may not be fully aware of the impact it’s having on them. Due to the long-term stress of COVID-19,

many people are experiencing mental health challenges and are potentially uncomfortable sharing their struggle. Some could be withdrawing from work or their relationships, while others might be uncharacteristically pessimistic and grumpy. These can be subtle changes and, as a team leader, it’s important to keep a pulse on your team members so you can observe unusual behaviour and kindly offer help when it’s needed. Understand the importance of good change management. Some pressures can come from restructuring or other large changes. There are many strategies to practice good leadership during a change, such as vision setting, clear communication, engagement, honesty, active listening, awareness and explaining the ‘why’ of the change. Having information left unsaid

can create stress and uncertainty, which can turn into added pressure at work. Being mindful of what people need to reduce their stress can reduce resistance to the change and improve outcomes. Overall, many aspects of life are about relationships. This may include your team members’ connection with their work, coworkers, leaders, external partners and customers. To help your team function effectively, take a personal approach to getting to know your members, understand when things are amiss, listen to them and provide support to reduce the pressures they are experiencing. The goal is to have staff who want to come to work in a positive environment and who perform their jobs as efficiently and successfully as possible. This article was originally published by ACHIEVE Centre for Leadership.

ABOUT THE AUTHOR: Hannah Wright is Director of Product Marketing at Sage. Hannah began

her career in talent acquisition, gaining firsthand insight into the opportunities and challenges HR and

people teams face. Today, she’s responsible for Sage people product content, supporting HR leaders as they look to tech to solve some of the challenges of today’s world.

Free to Lead YOUR TRUSTED RESOURCE FOR ALL ASPECTS OF LABOUR RELATIONS AND EMPLOYMENT MATTERS. Our labour and employment professionals are part of your team. Whatever your challenge, we are ready to support you.

LEARN MORE ABOUT TDS AT TDSLAW.COM/L&E

Spring 2022 / HRmatters

FEATURE

CPHR MANITOBA HR CONFERENCE En Route: Moving HR Forward

xcellent HR practice is the journey. Join us Oct. 25-26, at the RBC Convention Centre in Winnipeg, as we learn and discuss new ideas, perspectives and ways of doing business, while keeping within the guardrails of our experience, expertise, values and code of conduct. We need to keep our organizations moving forward when we encounter occasional limited visibility, unexpected turns, new technologies and regulations, and fluctuating horsepower — and we need to protect ourselves from overheating. Personally, our HR careers and designation are the result of cumulative progress over time. We don’t just arrive in the boardroom one day. We dream, map, plan, measure and move, for the most part,

steadily and confidently forward. And when the unexpected occurs, as it always does, we come together, share best practices and adjust. As leaders on this road today, should we be in the driver’s seat or the navigator? Some leaders are all about moving forward, while others plot the lay of the land. Here, we can explore the role of leadership and the creation of new leaders. We can also talk about how we navigate and support change in work. And we can get more comfortable navigating tough topics like diversity, equity, inclusion, equitable compensation, workplace policies and the ‘great resignation.’ HR is moving Canada’s culture forward, as we create workplace policies, processes

and practices that support acceptance, inclusion, respect, fairness, compassion and opportunity. These skills and experiences can’t help but travel outward into people’s homes and personal lives. We are moving HR forward, individually, as we advance our careers and demonstrate outstanding value to our employers, colleagues and associates. And we are moving HR forward collectively, through CPHR, to take our rightful place as strategic business counsellors. The HR path is challenging, everchanging and rich with new people, cultures and experiences. And it’s a journey we can take together. Registration opens in June. www.cphrmb.ca

KEYNOTE SPEAKERS

Andy Core Credentialled, award-winning author/speaker

Anthony McLean Leadership, mental health, inclusivity

Presentation: Change Your Day, Not Your Life

Presentation: Diversity: The Secret Power

HRmatters / www.cphrmb.ca

Mike Kerr Workplace culture thought leader, Canadian Speakers Hall of Fame inductee Presentation: Hitting the Reset Button at Work: Leading and Laughing to Re-imagine a More Inspiring Workplace!

Samra Zafar DEI, mental health and social justice expert Presentation: How HR Professionals and Leaders Can Advance Equity and Remove Unconscious Bias: Within Us and Around Us

DIVERSITY

Let’s keep moving forward. Together. Find resources and training at safemanitoba.com

NEW INDUCTEE: FELLOW OF THE CHARTERED PROFESSIONALS IN HUMAN RESOURCES (FCPHR)

he Fellowship Award is a prestigious award that recognizes Chartered Professionals in Human Resources (CPHR) who have made exemplary contributions to the HR profession. Recipients of the award are granted recognition as a Fellow of the Chartered Professionals in Human Resources (FCPHR). Please join us in congratulating the newest Fellow CPHR in Manitoba: Karen Milani, Chief Human Resource Office, The Dufresne Group (TDG). For 30 years, Karen has led HR departments in both the private and public sectors and at organizations of every size. After graduating with a certificate of business and administration from Red River College and a bachelor degree from the University of Manitoba, Karen stepped into the role of Superintendent of Staff Services at the City of Winnipeg. For five years, she worked for the City while simultaneously completing her

HRmatters / www.cphrmb.ca

master of business administration at the University of Manitoba. Since then, Karen has held leadership roles at The North West Company, People First HR Services and, most recently, The Dufresne Group. Karen supports the growth of team members and businesses. She is a champion for progressive HR practices that drive engaging work cultures and lobbies for investments in processes, tools and training. She has led initiatives to revamp multi-year HR strategies, strengthen organizations for growth and introduce HR advisory practices to small businesses. Karen is passionate about human resources and its contribution to organizations in every sector. In the last decade, she has participated as a board and governance committee member for seven businesses and associations. For CPHR Manitoba, Karen has sat on the HR Conferences Program Committee. She currently sits on the Experience

KAREN MILANI

Valuation Committee and Executive Path Valuation Committee. Karen believes in supporting her fellow HR practitioners at every point of their career. She has coached new CPHRs through CPHR Manitoba’s mentorship program and presented on various HR topics at local, national and international conferences.

FOUR LITTLE LETTERS The value of being a CPHR By

Honest Agency

HRmatters / www.cphrmb.ca

e often hear from members about how the CPHR designation benefits them; however, you don’t get to hear it from each other. So, we’re asking members to share their experiences as CPHRs with us and we, in turn, will share them with you. For Sandra Conrad, her CPHR designation translated tangibly into working for an employer and within a team that clearly values HR excellence. “My employer specifically sought a designated HR professional for my current role and I would not have had the opportunity to work with the amazing people that I do if I did not have my designation,” she says. “The ability to work for an organization that sees the value in having true HR expertise is very important to me.” But Conrad’s career didn’t start out that way. Her first role wasn’t titled HR but it included most of the HR functions. When the

company closed their doors, she considered her favourite parts of the job and realized the world of HR was a passion for her. So, she decided to substantiate what she knew with updated credentials. “My designation is the reason my career is what it is today,” she explains. Conrad says the CPHR designation has provided her with two things: a tangible reason to ensure that continuous learning never stops; and the credibility required to build trust-based relationships. And she sees a strong future for CPHRs. “As the world of work evolves and as we drive to a more professional mandate, the CPHR designation will only increase in value. This has already been seen through the reliance of CPHR designated professionals during the pandemic,” says Conrad. “You are never too far into your career to stop learning from others.”

FEATURE

For Beth Millard-Hales, her designation has been as much about membership as it has credentials. “My professional membership has been a resource I can continuously count on to support me regardless of which geographical location or industry I may be working in, the level in an organization I may hold or what my area of specialism may be at that time,” says Millard-Hales, who is a Society for Human Resources Management Senior Certified Professional, in addition to holding the CPHR designation. From firsthand experience, Millard-Hales has found that associations provide excellent networking opportunities, allowing her to connect with peers, mentors and other professional/industry leaders. It also helps her keep up with the newest developments and industry advancements through associations’ seminars, journals and other educational opportunities. Millard-Hales sees intrinsic value in helping to improve the overall direction of the profession, too.

BETH MILLARD-HALES, CPHR SHRM-SCP

SANDRA CONRAD, CPHR

“Advocating for your profession by getting engaged with the association helps strengthen the profession’s ability to influence decision-makers to protect employers and employees during times of change, especially when the nature of work and the workplace is evolving at such a rapid pace,” she says. Let’s face it, there is a lot of change happening everywhere, so lots of opportunity to add your voice.”

Working with like-minded experts, continuous learning, a community of support and advancing the profession are all solid reasons to value the CPHR designation. What are yours? If you’re willing to share your story, please e-mail hello@cphrmb.ca with a short description (250-word maximum) of what the CPHR designation means to you along with a photo of yourself.

CPHRMB.CA

Spring 2022 / HRmatters

FEATURE

CPHR MANITOBA CONGRATULATES OUR NEWEST CPHRS!

CPHR MANITOBA CONGRATULATES OUR NEW CPHR CANDIDATES!

Fadeel Al-Fahoum

Kristine C Adorable-Balaag

Kathleen Harlos

Guadalupe Ricagno

Jennifer Babiak

Angela Omatule Aghenta

Shaye Hartle

Stacie Ritchie

Amy Bagrie

Mariam Morenike Ajisefinni

Brittany Hartshorne

Roberta Reboucas

Amber Barrett

Ajibola Akindipe

Danielle Harvey-Wilson

Andrea Rogalski

Matthew Becker

Stella Akomolafe

Meijiao Hong

Gagandeep Saini

Leanne Bily

Laura Ammeter

Tyler Horan

Apoorva Saul

Erin Blair

Emily Anderson

Aynsley Hygaard

Anna Savard

Alison Bourrier

Rosanna Aracelis Tejeda

Esosa Igbinosun

Zoe Savoie

Eme Charles-Uwadiale

Batista

Shannette James

Mandy Selinger

Kristie Dupuis

Stacey Archer

Joy Janz

Nareshkumar Shankar

Morgan Garand

Opeyemi Arowosaiye

Brandy Johnson

Nicole Sigvaldason

Jenna Haverstock

Beatrice Arroyo

Chiamaka Kalu-Uche

Flavia Simal Pereda

Tammy Henwood

Janice Bajan

Simranpreet Kaur

Tashaona Janine Siqueira

Renata Hrabchak

Lindsay Baldwin

Komal Kaur Khamba

Jen Sklar

Esele Ibhazehi

Alyssa Bates

Sangeetha Kavasseri Sadasivan

Christine Smith

Karen Leadbeater

Valerie Bermudez

Jennifer Kearns

Brendan Smith

Randi McCallum

Minerva Bisenio

Marquesa Kennington

Marialys Solodun

Suzette Mensforth

Amanda Bjarnason

Holly King

Kayli Steinhilber

Vanessa Mueller

Jeanev Bordeos

Erica Komzak

Nicole Stepnuk

Frida Nones

Alain Bouchard

Larissa Koop

Tiffany Stupack

Patti Sheare

Kathryn Brown

Heather Kozubski

Andrea Thomson

Charlene Snell

Kristine Buchanan

Stephanie Kroeker

Rizza Tongco

Rena Solomon

Alyssa Burg

Dale Kujanpaa

Linda Turner

Christine Tataryn

Rachel Burke

Alesia Lin

Evi Uzuhai

Kimberly Trush

Pamela Rose Castro

Sandra Marentette

Zachary Weidl

Cintia Pauls

Melissa Chivers

Megan McCaig

Adunia Weldetensaie

Olakunle Popoola

Chen Chen

Mark McCuspey

Shenya Wickramasinghe

Leanne Roberts

Chiyan Jennifer Cheng

Melissa McDonald

Veronika Wierzbicki

Venkata Sesha Ravikiran Dwivedula

Maria Nicole Colvin

Kristi McKay

Taylor Wigston

Ma. Shiela Lauren Jimenez

Mary Joyce Corpuz

Amanda McLaughlin

Evelyn Williams

Moneet Sidhu

Jordan Crouch

Donna Miller

Morgan Whiteway

Angela Unrau

Joleen Crystoval

Faye Miron

Caitlin Wright

Danielle Vanderwey

Aryn Dickson

Karolina Mokosinski

Brieth Young-Taylor

Kimberly Wallace

Bryce Dooley

Lisa Morris

An Li Yuan

Fiona Dunn

Shannon Morrison

Natasha Dupasquier

Jade Nadeau

Enakeno Eden-Ettah

Kara Neilson

Mounia El Barkaoui

Arjun Nirula

Sonya Fang

Chiazor Ogbuogebe

Brittney Frias

Oluwabunmi Omoniyi

Allison Friesen

Ifeoma Onyekwelu

Noreen Gladue

Babafemi Oriyomi

Jess Globerman

Yanik Ottenbreit

Jacqueline Gonzales

Folake Oyinloye

Maria Eugenia Gonzalez

Genine Parry

Cassidy Gordon

Nidhi Patel

Brian Gore

Shonna Pepper

Iglima Guled

Ray Phillips

Jennifer Haaksma

Samantha Popel

Crystal Hadden

Renata Quintas Spinelli

Evan Hardman

Anusha Rai

Stephanie Harik

Shyne Anne Ranjo

HRmatters / www.cphrmb.ca

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