Shaping Organizational Excellence

JANUARY 2016

ResourceShaping Organizational Excellence

APRIL 2016

Resource

About this issue..........................2

President's message..................3

Durham Region innovates..........4

The new Industrial Revolution.....5

Internet & SM: pros & cons.........7

Social media misconduct............8

Innovation & HR policies...........10

Could your job be automated?..12

MentorCity program relaunch...13

Upcoming events.....................13

Continuous improvement.........14

Collaborative innovation...........15

Learning from millennials.........16

Event Photos............................18

INNOVATION AND TRANSFORMATION

2 · Innovation & Transformation

Resource Magazine - HRPA Durham ChapterMailing Address:105 Consumers Drive, Whitby, ON L1N 1C4 Phone: 905-721-9564 Fax: 647-689-2264 Circulation: 750 electronic copies circulated four times per year with limited press run. Hard copy avail-able upon request. Articles may not be reproduced without prior written permission. Statements, opin-ions, and points of view expressed by contributing writers do not necessarily represent those of HRPA Durham Chapter. While care is taken, Resource Magazine assumes no responsibility for errors or the return of unsolicited materials. Resource Magazine is not responsible for advertising claims made in its pages or inserts; however, we will not knowingly accept for publication, ads, articles, or inserts which contain false statements or that defame others.

Resource Magazine reserves the right to refuse any advertisement. Credit for advertisement limited to space error occupies. The information contained in this publication is provided for general informational purposes only and does not constitute legal or other professional advice.

Graphic Design: www.icsolutionsdesign.com

Editing: Zoë Waller, Editors Canada

Board of Directors PRESIDENTMorgan Kerby

PAST PRESIDENTTracey Starrett, CHRP

COMMUNICATIONS COMMITTEECatherine Claridge, CHRL

MENTORSHIP AND STUDENT RELATIONS COMMUNITY Ernest Ogunleye, Chartered MCIPD

PROFESSIONAL DEVELOPMENT COMMITTEEJesse Martell, CHRP

MARKETING & COMMUNITY PARTNERSHIPSStacy Brough, CHRP

MEMBERSHIP COMMITTEEMichelle Baker, CHRL

TREASURERDon Sinclair, CHRL

Shaping Organizational Excellence

HRPA Durham chapter has worked diligently these past few months to bring you insightful thought leadership on the vital subject of workplace trans-formation. Disruptive technologies are creeping into the workplace and our homes, and constantly changing not only how people connect with each other, but how they manage their busi-nesses and households. Now more than ever, HR professionals must man-age this change in their own roles while ensuring the rest of the organization expertly navigates the transformation as well.

In this issue, Resource Magazine brings you several interesting and informative articles on this relevant and compelling topic. Our experts from the board of directors have contributed their perspective on the effects of tech-nological innovation in the workplace—and the necessary transformations that are taking place. You’ll discover what a study reveals about the jobs most and least likely to become automated, as well as the importance of creating a culture of collaborative innovation.

You’ll also read about the ways in which our Durham Chapter is practis-ing innovation, and how the Durham Region as a whole continues to adapt to technological change.

With so much technology swirling around us in the workplace, our employment law article from Sherrard Kuzz discusses the importance of establishing and following a social media policy to guard against employee misuse of this important tool.

Mentoring is highlighted as a key method of sharing innovative ideas and expand-ing our professional perspectives in the face of evolving technologies. We also share exciting news about HRPA’s new partnership with MentorCity.

We hope that you will find this issue of Resource Magazine thought provoking as well as a source of motivation for facing innovation and transformation head on. As always, your comments and suggestions about this issue or ideas for content you'd like to see in the future are welcomed at: communications@hrpadurham.ca.

About this issueCatherine Claridge, CHRL, Communications Director

CHALLENGE HIERARCHY – David Marquet, former submarine captain and author of the book Turn the Ship Around disrupted current naval processes by treating his team as leaders instead of followers. By eschewing hierarchy in his role and empowering his team, he was able to transform his low performing ship from worst to first. He did this, in part, by trusting his team and admitting when he didn't know how to answer their questions. He challenged them to change their mindset from 'me' to 'we', and to have group accountability for all successes and failures. When empowering people in this way, he cautions, training must be provided; otherwise, there can be chaos. This training becomes a worthy investment as a greater commitment to the success of the team and the organization.

Resource: Shaping Organizational Excellence · April 2016 · 3

What an exciting time for our chapter! 2016 has started off wonderfully—I am very proud to announce that the Durham Chapter has received the HRPA Award of Excellence for retention in 2015. Member retention is a key indicator of member engage-ment, and this award measures the number of members who have renewed their member-ships as of November 30th.

I believe this is the first of many awards to come, so I extend congratulations to our new board of directors, our incredible committee volunteers, and to you… our members!

HR is essential to making innovation happen in an organiza-tion. When recall that our theme of Innovation, I am reminded of the constantly evolving HR landscape. I reflect about how we were once paper-pushers, referred to as ‘personnel’, whereas today we are strate-gic partners sitting at the table with senior leaders, making decisions and shaping our future. I think about Jim McKinnon, the first president of the Durham Chap-ter—an incredible man representing what this chapter was like 34 years ago—how the board's role has changed and the way our chapter has evolved since the begin-ning. We’ve heard it many times, and it is practically our HR mantra: “The only con-stant is change.”

From my perspective, innovation is about technology, automation and being the first out to market. Innovation is vital for sus-taining a competitive advantage. Things are moving at such a fast pace that it’s sometimes difficult to keep up. But we can do it. We are adept at managing change and skilled at strategic thought leadership. Technology is changing so rapidly that it’s hard to predict the future. With so many transformational initiatives, as well as the focus on cultural change, HR is vital to the success of any organization.

Our designations are evolving with the association’s strategy of a new Competency Framework defining over 200 required functional and enabling competencies at each of three levels of HR practice. Our previous certification

From the president’s desk:

HR and innovationMorgan Kerby

framework was almost two decades out of date, and the ability to assess these competencies is the standard for a Tier 1

regulator like HRPA.

Relevant designations and credibility are vital in a profession that will only grow in importance as the workplace becomes more complex. We have seen this with similar designations such as the Chartered Profes-sional Accountant (CPA) and the Project Management

Professional (PMP). The higher standard of designations demonstrates to the business and to our stakeholders a

new level of commitment to our field of practice. It also increases employer confidence, as human resources partners are viewed as competent, strategic, trusted professionals. In May, HRPA president and CEO Bill Greenhalgh will be visiting Durham Chapter to speak with us about our strategy, as well as the importance of our HR designation and the credibility it has gained. Stayed tuned to hear more about this!

The HRPA is present in our community through the Durham Chapter. We are dedicated to making a difference, and have an incredible service offering with a committed board and volunteers. Our commitment is to bring you invaluable edu-cation sessions that will assist you in developing your HR leadership and keep you abreast of HR trends and best practices. Come out to our events, talk to us, and give us your comments and suggestions. When you speak, we lis-ten, and we want to make a difference for you in this rapidly changing business landscape.

Morgan can be reached at president@hrpadurham.ca.

4 · Innovation & Transformation

Durham Region is no stranger to reorganization. What was once the industrial epicentre of the Greater Toronto Area has gone through its own massive transformation in conjunction with the restructuring of General Motors (GM) that first began in the 1990s. The region went from a pre-dominance of families living well on incomes from the automotive giant to an unemployment rate of 11% in 19961. In an effort to recoup lost rev-enue, certain industrial and healthcare organizations either encouraged their staff to take early retirement packages or made reductions to work hours.

GM has responded to this economic shift by redirecting its focus on innovation. Ontario has a wealth of engineering and IT talent, a source of which is right here in Durham, at the University of Ontario Institute of Technology (UOIT). Oshawa has been selected for the location of GM's new engineering centre where the technologies for its connected car will be developed. In his speech to the Oshawa Chamber

of Commerce last summer, General Motors of Canada Vice President, Corpo-rate Affairs David Paterson predicted that within the next five years, 75 per cent of GM customers will be wirelessly connected from their vehicle, with their connected car facilitating connection across vehicles and roads. If he is cor-rect, the automotive Internet of Things will mean more STEM jobs for the struggling automaker and a revival of the GM brand in Durham.

Continuing to embrace innovation, UOIT has developed a roster of massive open online courses (MOOCs) that any student can download from iTunes, with no limit on the number of registered participants. This new approach to educa-tion has significant repercussions on the post-secondary education industry, not only in allowing students more control over their own course load, but in the amount of faculty required to be physically on the premises. It also means that distance barriers to education are virtually non-existent, as students can par-

ticipate in MOOCs from anywhere in the world.

Over the last three decades, Durham has been rein-vented as a region with a strong focus on education, manufacturing and nuclear power. The population is predicted to almost double by 2031, which will provide more opportunity to reinvent the region as a key player in the GTA economy. w

1 www.12.statcan.gc.ca/census-recensement/2006/dp-pd/92-596/P1-2.cfm?Lang=eng&T=CSD&PRCODE=35&GeoCode=18013&GEOLVL=CSD&TID=0

Healthcare innovations

Recently implemented innovations in healthcare in Durham have reduced wait times for patients, such as Lakeridge Health's digital pathology program and Rouge Valley Health Centre's alert system for hip fracture patients. Other health care organizations in the province are forming partnerships with innovations centres to faciliate technologic progression in the industry, notably Saint Elizabeth Health Care's part-nership with MaRS Discovery District.

Disruptive technologies and transformation in the Durham RegionCatherine Claridge, CHRL

Resource: Shaping Organizational Excellence · April 2016 · 5

"You cannot do today's job with yes-terday's methods and be in business tomorrow." Never has this famous quote been so relevant as it is today. Vast technological change is rapidly transforming entire industries, includ-ing manufacturing and health care—both of which are vital to Durham Region's economy. Due to the hyper-connectivity of the 21st century, change is occurring faster than in any of the previous industrial revolutions in his-tory. The pace of change is such that university students are finding the skills they are acquiring in school swiftly becoming outdated by the time they graduate.

Companies that predict, adapt and execute on this revolution will be the ones to thrive and set the pace for others to follow. Colleges and univer-sities that develop enhanced, dynamic curriculums will set the groundwork for the future workforce. HR profes-sionals who become well acquainted with this changing landscape and find ways to enable this evolution in their organizations will be perceived not only as trusted advisors, but as vital change agents.

Durham Region has seen its share of change since the downturn of the automotive industry in the late 1990s. While GM is busy reinventing itself by the exploration of connected-car tech-nology—notably receiving Best in Continued on page 6...

Show at the CES (Consumer Electron-ics Show) 2016 for its electronic and fully connected Chevrolet Volt—devel-opment within the surrounding com-munity continues. Subdivisions to house commuters unceasingly sprout up as the long-planned Highway 407 extension extends its reach across the northern tier of the Greater Toronto Area (GTA). Trends are pointing toward major social and demographic changes for Oshawa, which is currently known for its labour union presence within various light industrial companies and a largely European-Canadian demo-graphic. The Durham Innovation and Technology portal reports an estimated $30 billion planned in infrastructure investments over the next five to 10 years across the region, supporting future expansion and development. By 2031, the region’s population is expected to grow to around one mil-lion people.

We are only at the beginning of this revolution, which is characterized not only by mass adoption of digital tech-nologies but by innovations in everything from energy to biosciences. Business communities across the GTA are brac-ing for impact. The human resources industry finds itself immersed in its own rebirth, with changes to the professional designations and their educational requirements. Uncertainty abounds, proving to be both exhilarating and

intimidating in equal measure. More than ever before, there is an urgency to stay ahead of this transformation so as to best support our respective enterprises while they navigate the ensuing uncertainty.1

The Internet of Things (IoT) is a new catchphrase that will soon be part of the common office vernacular. It is the term coined to describe a giant network of connected objects—from obvious items such as cell phones or wearable devices to upgraded ver-sions of previously unconnected items that could include coffee makers or washing machines. IoT is reinventing how work is done, who is doing the work, and even when and where it's being done.

According to an Accenture survey, 88 per cent of manufacturing executives say that they do not yet fully under-stand the underlying business models of the Internet of Things and its long-term implications for their industries. Further, only 40 per cent of the com-panies surveyed indicated that they have developed a digital strategy for IoT. Progressive-minded executives across the industrial and healthcare sectors are seeing the potential of these new technologies and beginning to pilot their first generation solutions. Along with GM's award-winning con-nected car, some examples are smart

The future is here: ready to jump in?Taking on the Fourth Industrial Revolution

Catherine Claridge, CHRL

6 · Innovation & Transformation

Qantas Airways Ltd. feels that this particular skill set is best suited to his workforce. Independent groups of enterprising individuals, such as CodeAcademy and Ladies Learning Code, are growing increasingly popu-lar with the desire to keep up to date with ever-changing technologies and the accessibility of such training to the general public at low to no cost; how-ever, current data doesn't support the trend of job losses as a possible out-come of this change. Accenture's research shows that 55 per cent of executives plan to form partnerships with universities in order to groom the talent needed. The integration of data and tools means that much of the cur-rent industrial software—which requires users to interact with numerous sys-tems and screens to accomplish even basic tasks, creating sizeable time inef-ficiencies—can now be focused more on performing core job responsibilities.

Luddites can rest easy. Deloitte econ-omists recently studied U.K. census data covering a span of 144 years. The findings? Over this long period,

technology has actually created more jobs than it has destroyed. Fewer people were employed in strenuous physical tasks or in out-dated sectors, while more were hired in rising sectors such as automotive or IT, thus driving demand for more specialized labour. Healthcare is a perfect illustration of this: according to the 2011 census, there are 26 times as many nurses now as there were in 1871. Alan Pons, president at Deloitte France suggests that artificial intelligence will substitute routine work and will also enhance

glasses that combine data from various sources and 3D-viewing to transform the quality, productivity and safety of workers on the factory floor, and hos-pitals that have transformed into acute-care ecosystems with interconnected communication and telemetry infra-structures. Clearly, the implications of the Fourth Industrial Revolution are profound—from enhancing efficiencies to saving lives, and from creating mean-ingful jobs to providing better steward-ship of the natural environment.

Out of this interconnectivity arises the question of privacy—and it is a valid one. How does an organization employ these enhancements while preserving the privacy of its workforce and the public? Higher and more demanding standards could ensure that employ-ees, consumers and citizens have con-fidence in business models that depend on the sharing of their personal data. On June 18, 2015, the Digital Privacy Act (Bill S-4) received Royal Assent and is now law in Canada. The amended language of the bill holds organizations accountable for confirming that the users of its websites, products, and services fully understand what they are reading and agreeing to, by ensuring that clear, simple language is used and that valid consents are obtained from ‘vulnerable’ users. Read about the Digital Privacy Act.

Other concerns are emerging with respect to skill gaps and job losses. The need for STEM (science, technol-ogy, engineering, and mathematics) program graduates is on the increase, and individuals with skilled talent such as data scientists are in very high demand. Another notable trend is the arrival of university graduates in the job market with double degrees. Qan-tas has a relationship with universities to recruit double-degree majors such as aero engineering and computer programming. Bertrand Masson, Man-ager Aircraft Performance and Fleet,

knowledge workers’ capabilities, thus allowing them to engage in more com-plex and value-adding tasks. For instance, nurses could free up more time to morally support patients if a cognitive system would help them observe com-plex treatment guidelines. In many fields, advanced analytics will amplify—not replace—human intelligence for more effective decision-making.

While this compelling industry meta-morphosis promises to change the workplace forever, much of it will be for the better. The integration of sys-tems and availability of increased data will not only greatly improve productivity and help leaders make better business decisions, but has the potential to improve environmental safety. One such example is the ability to identify an equipment failure early, before it becomes a catastrophic event. Another is a machine that can detect when an employee isn’t properly trained, and will shut down in response. The days of injuries and worker's compensation issues, as well as compliance breaches could well be forever behind us.

Change is constant, and the key sectors in Durham Region are no exception to this rule. Yesterday's methods will very soon be irrelevant, but it’s not necessary to batten down the hatches and brace for layoffs and sweeping department eliminations. Instead, it would behoove attentive and percep-tive human resources professionals not only to be ahead of these looming changes, but to take what is now being termed ‘disruptive action’. Dramatically different thinking and approaches to matters such as hiring processes, per-formance reviews and role structures

...continued from page 5

The Internet of Things Means Business

How smart services are disrupting the manufacturing industry

Humans-machines: It is not a race but a climbing (and we are roped together)

Internet connectivity is a revolutionary transformation that has swept through workplace communications and busi-ness transactions over the past several years. Initially introduced to manage primarily administrative functions such as electronic filing, computers are no longer standalone instruments. Today, a variety of Internet-capable devices such as smartphones and tablets allow workers to easily access the web from anywhere with an Internet connection.

Workplace communications have evolved in many different ways. Grad-uating from inter-office mail chutes to electronic mail, face-to-face meetings to video conferencing, and the tele-phone to instant messaging, the way we connect with one other in the work-place has never been more efficient. The Internet has served to streamline how information is exchanged and how we perform business-related functions such as research, media monitoring and banking.

As such, there is a high risk that this activity could disrupt both workplace operations and data privacy unless employers carefully regulate Internet use by its workers. Policies for use of electronic media establish codes of conduct that workers must follow when using company systems during work hours and when offsite. These policies may include restrictions on specific websites that aren't deemed to be work-appropriate, and are prohibited from being accessed on company time. They may also cover guidelines on when, if at all, an employee is allowed to visit social networking sites or check personal email while at work.

The need to have clear, strictly enforced Internet communication policies in the workplace is no longer a precaution, but an absolute neces-sity. An organization without such

policies firmly in place is opening itself to imminent legal ramifications should a worker's online activities compro-mise the integrity of the company's confidential information or result in workplace harassment or discrimina-tion. The scope of employment laws and employer liability for harassment and discrimination now extends beyond a company's physical location and include information exchanged on the Internet during a worker's per-sonal time. The onus lies with the employer to take any preventative or corrective action necessary related to the Internet activity of its workforce at large, no matter where employees are accessing it.

HR professionals can act to protect their organizations by not only imple-menting policies for Internet and social media use by employees, but also by enforcing these policies quickly and consistently, along with the regu-lar monitoring of social media and Internet use. The article in this issue provided by Sherrard Kuzz offers help-ful guidelines on how to ensure that an organization is protected and can defend the requirement of taking action to terminate employees who infringe on the accepted guidelines for Internet and social media use. w

will be necessary to adapt to how the Fourth Industrial Revolution recon-structs workplaces. At this year's HRPA Annual Conference, several ‘disruptors’ challenged current perspectives on HR professionals managing human capital practices.

A paradigm shift is now essential to not only survive the transformations we are starting to encounter in the workplace, but to thrive with them and take our industries through the 21st century. Those of us who can antici-pate and react quickly to adopt and execute strategies aligned with these new workplace enhancements will continue to thrive along with their orga-nization and achieve the common goal of preserving the public interest in the Durham Region and beyond. w

1 www.linkedin.com/pulse/digital-disrup-tion-has-only-just-begun-pi

Resource: Shaping Organizational Excellence · April 2016 · 7

Internet and social media: pros and cons for workplacesCatherine Claridge, CHRL

ELIMINATING PERFORMANCE RANKINGS – Neuroscientist Dr. David Rock's keynote address at the 2016 HRPA Conference included surprising data on how employee engagement levels can drop up to 85 per cent immediately following annual perfor-mance reviews and stay at this reduced level for several months after-ward. His team's research is focused on bringing neuroscientific knowledge into the areas of leadership develop-ment, management training, change management, education, consulting and coaching, to develop better lead-ers and managers. Eli Lilly, Accenture, Kelly Services, and other companies have already eliminated the practice of performance ranking for employees who are meeting or exceeding expec-tations. Dr. Rock suggests that rankings could be preserved in PIP processes for lower-performing employees, with the objective of encouraging better performance rather than taking a punitive approach.

8 · Innovation & Transformation

nology is positive. Studies suggest that access to the Internet during business hours can reduce workplace productiv-ity by up to 40 per cent, as employees turn their minds from work to social interaction and play. Workplace bully-ing and harassment is also on the rise, due in part to the ability of colleagues to reach each other secretly via the Internet rather than publically at the water cooler. Further, the anonymity of the Internet has enabled many a malevolent blogger and tweeter—often an employee—to destroy products, brands, and entire companies.

The Internet and social media have changed our world. Communications—which 20 years ago took days if not weeks to make their way through a workplace—now take mere seconds to reach tens, hundreds, and even mil-lions of people around the world. Theoretically, this unprecedented access to information should mean that we are better informed and more productive than we were in any previ-ous generation. But are we?

Human resource professionals know that not every aspect of this new tech-

Fortunately, much of this behaviour can be minimized when employees understand the parameters and con-sequences of Internet misconduct. To this end, we can divide Internet mis-conduct into two categories:

1. Misconduct while on the job (e.g., excessive personal use of the Inter-net and/or accessing prohibited sites during work hours, etc.), and

2. Misconduct that may take place out-side of the workplace (e.g., offensive, irresponsible, defamatory blogging, tweeting, harassment, etc.).

The first form of employee Internet misconduct is the easier of the two to identify and discipline. Relatively sim-ple technology allows employers to track time spent online, sites accessed,

Reigning in employee misuse of Internet and social media Sherrard Kuzz LLP, Employment & Labour Lawyers

Resource: Shaping Organizational Excellence · April 2016 · 9

and content downloaded or uploaded. If misconduct is identified, it can and should be dealt with appropriately.

The second form of misconduct can be more problematic. Canadian courts and adjudicators have traditionally drawn a line between an employee’s work and private life, declining to uphold discipline for ‘off-duty’ conduct where there is no clear connection to the workplace. In some cases, that connection is obvious—for example, where the company is criticized publi-cally. In other cases, the line is not as clear. Consider the case of the tragic death of high school student Amanda Todd. In the aftermath of her suicide following relentless bullying and harassment, an employee of a retail store in Ontario, a man with no appar-ent connection to Ms. Todd, posted to Facebook the comment: “Thank God this b---- is dead.” A Calgary woman tracking Facebook comments about Ms. Todd saw the posting, and when she viewed the poster’s online profile saw the name of his employer. She reported the posting to the employer who immediately fired the man because the posting was contrary to the employ-er’s values and the poster could be publicly identified as its employee.

Was the man’s posting sufficiently connected to the workplace to justify his termination? We may never know, as the case has not been adjudicated. It is, however, a thought-provoking example of how online comments, even ones not directly related to the work-place, can have a workplace impact.

What then are the steps that can be taken to minimize the risk to business caused by employee misuse of tech-nology and social media?

Step 1: Have an Internet Use and Social Media PolicyA clear, direct Internet and Social Media Policy is essential as a means of communicating to employees the limits of acceptable online communica-tion and conduct. When and how to

introduce a policy into the employment relationship (or amend an existing policy), depends on several factors, which should be discussed with expe-rienced employment counsel.

At the very least, an effective Internet Use and Social Media Policy should outline permitted and prohibited uses of workplace technology and social media. This includes advising or reminding employees of the following:

• They should have no expectation of privacy as it relates to the use of company technology.

• The employer has the right to mon-itor computer usage within and about the workplace.

• The employer monitors social net-working sites (if accurate).

• The limits to Internet use during work time (Total prohibition is rarely rea-sonable or practical.)

• Online communications may be seen by anyone (including the employer, co-workers and members of the public).

• The prohibition on publishing negative comments, not only about the employer, other employees, or cus-tomers, but any comments that may negatively affect the employer’s reputation (e.g., defamatory, offen-sive, threatening, harassing, etc.)

Continued on page 17...

• The prohibition on disclosing con-fidential information about the company, employees or customers

• Applicable, companion policies, such as harassment, confidentiality, conflicts of interest and privacy, etc.

• The process for addressing complaints

• That violation of the policy may result in discipline, up to and including ter-mination for cause

Step 2: Monitor usageAn employee who believes that Internet misconduct cannot be seen has less of an incentive to behave, which is why monitoring Internet and social media use inside and outside of the work-place is the second essential step.

Inside the workplace requires the implementation of technology that has been available for years, and is not expensive. This technology can track time spent online, sites accessed, and content downloaded and/or uploaded (e.g., confidential company informa-tion, or personal customer or employee information).

Outside the workplace, technology provides the ability to monitor public social media communications around the world, identifying those which fit a

10 · Innovation & Transformation

mance ratings and promotions—have far less impact on actual performance and collaborative activity than tradi-tionally thought. The Deloitte survey found that the outcome can actually be negative. This is where innovation is needed. Based on the changing nature of technology and the world of work, how can innovative policies and practices be created and adopted to support employees through this chang-ing landscape?

Deloitte states that people are the heart of our organizations, yet many HR practices remain based on out-dated organizational designs. The examination of the current policies and practices of HR programs should review the following: the reasons for

developing these policies and practices, the reasons for establishing them, and whether they are still the right fit for the organization. This begs the question: Do organizations have a mechanism in place to review policies and programs in order to enable adaptation to changing employee needs

and industry demands?

The Deloitte report proposes that HR should take a fresh look at evidence-

The ever-changing landscape of the working environment and the evolving needs of employees are

becoming increasingly apparent as technology continues to transform industries and the way work is per-formed. The Deloitte Global Human Capital Trends Survey published in 2015 states that global organizations today must navigate a “new world of work”—one that requires a dramatic change in strategies for leadership, talent, and human resources. An important trend revealed by the 2015 Global Human Capital Trends report is that organizations are recognizing the need to focus on culture to improve employee engagement. The power of intrinsic motivation is being examined.

HR leaders can improve business performance by recognizing that tra-ditional reward-based policies—such as incentive pay, goal setting, perfor-

based HR. Practices, policies and programs should be designed to reflect HR’s best understanding of human psychology. Human resources pro-grams, in the manner of all business programs, should be tested and vali-dated. This changes the way human resources professionals have tradition-ally performed their work. With a shift in people practices, HR practices must also shift to adapt. HR professionals need to arm themselves by being for-ward thinking and agile, anticipating the changes and adapting to prepare the organization for them. This mindset will further support employee engagement, and thereby the attraction and retention of employees.

Flexible work and unlimited vacation are two common themes that have emerged with advancements in tech-nology and the fuzzy lines between work and home life. The Toronto Star recently interviewed and reported on Canadian tech companies that are introducing unlimited paid vacation policies. While these progressive policies are not ideal for all organiza-tions, certain CEOs are adopting the model, trusting that employees will get the work done. CEO Jeff Booth of Build Direct in Vancouver has adopted this

Work is changing: Are HR policies keeping pace?

Intrinsic motivation is an internal form of motivation—striving toward a goal for per-sonal satisfaction or accomplishment.

Stacy Brough, Director of Marketing and Community Partnerships

Motivated by the mission to advocate excellence in HR leadership and to provide opportunities for professional development and advancement, the Durham Chapter is endeavouring to keep members current on new trends in the industry. The marketing and community partnerships committee con-tinues to build the connection into the local business industry and develop a stronger understanding of the needs of those businesses from an HR perspective. The committee is working to get out in the community to better understand the needs of the industry and businesses operating in the region. That information will help to provide HRPA Durham Chapter members with professional development opportunities that align with the current trends and needs of industries within the region. Additionally, building partnerships within the region will allow the businesses to rely on the many services that the chapter can provide in support.

Resource: Shaping Organizational Excellence · April 2016 · 11

• offers them opportunity to learn and grow, and

• provides colleagues and supervisors that respect them.

What type of intrinsic motivation might arise from adopting policies such as flexible work and unlimited vacation policies? The role of HR leaders is to recognize these trends and support organizations to embrace the new way of working. It is essential to understand the needs of companies within specific industries and to adapt policies to sup-port changing work environments. Naturally, questions will arise: Is this right for the organization? What legal concerns and implications must be considered? HR professionals should keep in mind that each organization is unique and experimentation will be required to nail the execution. w

Bersin, J., Dimple, A., Pelster, B., Schwartz, J, (2015). Deloitte Global Human Capital Trends Report. Leading in the new world of work. www2.deloitte.com/us/en/pages/human-capital/articles/introduction-human-capital-trends.htmlLu, V., (2016). Go ahead, take all the vacation you need. The Toronto Star. www.thestar.com/business/2016/02/16/canadian-tech-companies-newest-innovation-unlimited-paid-vacation.html

policy, believing it’s the right thing for the company’s employees. Instead of measuring hours of work, Build Direct measures quality of output. While there are still rules, and employees are lim-ited to taking no more four consecutive weeks, the CEO feels that by trusting employees like owners, that trust is paid right back—employees act like owners. Julian Barling, Borden Chair of Leadership at Smith School of Busi-ness comments that the traditional model of limiting vacation days was built on fear that people would escape the workplace. “We need to shift that traditional mindset to really change the nature of work and providing trust and autonomy to our employees.”

Think about what motivates your employees for superior performance. According to the Deloitte Human Capital Survey, it turns out that extrinsic moti-vation is not really what drives superior performance. In fact, it is intrinsic moti-vation and the desire to do a job for its inherent rewards that drives such performance.

Through this survey, Deloitte found that people want work that

• is challenging and engaging,

• enables them to exercise some dis-cretion and control over what they do,

By the numbers

of Canadian enter-prises had a website

in 2013, virtually unchanged from the previous year.

of larger enterprises had a website.

www.statcan.gc.ca/daily-quotidien/140611/dq140611a-eng.htm

of Canadian enter-prises completed or

returned tax forms online in 2013.

made an online payment to a gov-

ernment organization.

applied for grants or benefits online.

Medium- and large-sized firms were more likely than their smaller coun-terparts to have done each of these activities.www.statcan.gc.ca/daily-quotidien/140611/dq140611a-eng.htm

new jobs in computer science and information technology are expected to be added between 2008 and 2018, according to the U.S. Bureau of Labor Statistics. Statisticians pre-dict the technology field will expand exponentially because of the demand for state-of-the-art technol-ogy products.smallbusiness.chron.com/technology-impact-ing-changes-21st-century-workplace-3357.html

Email Stacy for more information or to get involved:

communityrelationsandmarketing@hrpadurham.ca.

46%

46%36%6%

785,000+

91%

12 · Innovation & Transformation

for others—which involve empathy—as crucial job components. Roles requiring employees to think on their feet and come up with creative and original ideas also hold a significant advantage in the face of automation. Further, occupations involving tasks that require a high degree of social intelligence and negotiating skills, (such as the managerial positions men-tioned above) are considerably less likely to be replaced by machines, according to the study. So jobs that involve negotiation, aiding or caring for others and quick problem solving do not appear to be on the verge of a computer takeover.

On the other hand, jobs that are characterized by standardized and repetitive tasks are very likely to become automated, according to the same study. The occupation of tele-marketer is the most at risk, followed

According to a research study released by Oxford University and Deloitte in the United King-

dom, approximately 35 per cent of jobs in the U.K. will be automated in the next two decades. Using the study’s analysis model, the position of Human Resources Industrial Relations Officer was reviewed for its likelihood of being automated. This job had only a 24 per cent chance of becoming completely computerized, ranking 242nd out of 366 jobs1. The study also found that HR managerial jobs, along with managerial jobs in general, were less likely to be computerized, at 32 per cent or 225th out of 366 jobs. These statistics indicate the unlikelihood of HR positions becoming completely computerized.

Additionally, the study shows that health care and social workers are among the least likely occupations to be taken over, with assisting and caring

Contact Ernest at: education@hrpadurham.ca.

by typist/keyboard worker, legal sec-retary and financial accounts manager.

HR professionals can take from the study the finding that jobs requiring the ‘human factor’ will continue to be performed by humans in the future workplace. As the service sector con-tinues to expand and new positions continue to be invented, human resources will to play an important role in navigating and exploring a wonder-ful and emerging world of new jobs. w

1. The full study originally contained 702 jobs.

Ernest Ogunleye, Chartered MCIPD, Director of Mentorship and Student Relations Committee

How likely is your job to become automated?U.K. study reveals trends

Resource: Shaping Organizational Excellence · April 2016 · 13

This April, HRPA Durham Chapter will officially launch its partnership program with MentorCity with a goal to have 50 members register for the launch. This technology will be instrumental in helping members of all levels to learn, develop and grow more effectively in their HR careers.

To find out more, visit the HRPA Durham Mentoring Pro-gram page. w

How can the HR profession and the workforce be better prepared for the ongoing changes and innovations dis-cussed in this issue? Colleges and universities, appren-ticeships, on-the-job training, accredited third parties, self-directed learning and coaching are all options. But today, technology is assisting in the delivery and scope of an invaluable learning experience—mentoring.

MentorCity specializes in software for the collaborative use of mentors and mentees. Through this software, the need for both parties to be in the same geographical area has been removed, creating a much wider pool of mentors and mentees. The likelihood of a more exact match for both parties is increased. The mentoring duo (mentor and mentee) can choose to meet face-to-face but can still work effectively together without doing so—with tools such as telephone, texting, email and Skype serving to keep the communication channels open. Participation now includes HRPA chapters in Ottawa, Durham Region, York Region and Cornwall and District.

HRPA Durham Chapter is extremely happy to announce its participation in the MentorCity program, beginning in April 2016.

HRPA forms a partnership with MentorCity

Wednesday, April 13, 2016 10:00 a.m.

Career Networking Group: Self Branding Using Social Media

Wednesday, April 27, 2016 5:00 p.m.

Career Networking Group: Interview Prep/Coaching

Wednesday, May 11, 2016 5:00 p.m.

Annual Business Meeting and Recognition Event

Friday, June 10, 2016 Employment Law Full-Day Conference Registration coming soon!

Follow this link for more information and to register for any of these events.

UPCOMING EVENTS

14 · Innovation & Transformation

Among its goals this year, the member-ship committee aims to working closely with HRPA to collaborate on best prac-tices already in place at other chapters, and to network with other membership directors to share innovative strategies for increasing membership and retain-ing members. In addition, the commit-tee will look for ways to directly target local businesses, by forming partner-ships with the chambers of commerce and boards of trade in the region to promote the value of HRPA member-ship.

The committee has also adapted to the membership's needs by now offer-ing the Career Networking Group (CNG) in four intensive sessions, as opposed to the previous offering of six. Each session is two hours in duration,

Innovation has emerged as an important business strategy for any company attempting to stay ahead of the compe-tition, especially in an era of fast-paced, constantly changing technology. Innova-tion is embedded in many corporate cultures through the company’s core values, competency profiles and recog-nition programs. It may also be reflected in the company’s mission and vision statements. For example, The Walt Disney Company’s corporate mission and vision statement is:

“…to be one of the world's leading producers and providers of enter-tainment and information. Using our portfolio of brands to differ-entiate our content, services and consumer products, we seek to develop the most cre-ative, innovative and profitable entertainment experiences and related products in the world."

This mission statement speaks to innovation while informing consumers about the company's products and services and how they differ from their competitors. It also signals to the job seeker the company’s main objectives: building the employer’s brand and reputation and supporting the goal to attract top quality talent.

In the spirit of innovation, the Durham Chapter aims to be recognized as a thought leader on human resources-related issues within the region's business communities. To accomplish this in the year ahead, the membership committee will embrace innovation and consider new and different ways to increase the membership and volun-teer base. The chapter was recognized in 2015 by HRPA with the Chapter of Excellence Retention Award—an accomplishment certainly to be proud of and to strive for in the years to come.

covering all the same topics as the pre-vious six sessions, but delivered in a more timely fashion for job seekers. The sessions are designed to help you be innovative in your job search and set you apart from the rest! To register for a CNG session visit Durham Chapter’s website.

Each volunteer on the membership committee looks forward to the busy year ahead. The Durham Chapter is committed to continuous improvement, and is well positioned to provide extra value to our membership by harnessing the power of innovative thinking! w

Contact Michelle and the membership

committee at: member-ship@hrpadurham.ca.

Innovation and continuous improvementMichelle Baker, CHRL, Membership Director

Resource: Shaping Organizational Excellence · April 2016 · 15

percentage of population over 65. Baby Boomers, born between 1946 and 1964, make up 25 per cent of today’s workforce and are reaching retirement. They will make up just 8 per cent of the workforce by 2025. This is very relevant in the Durham Region. According to the 2011 census, boom-ers (those adults between the ages of 45 and 64) made up 29.3 per cent of Durham's population—the largest demographic by far. Durham's propor-tion of people in this age group is slightly higher than that of the other GTA municipalities and the provincial and national levels. York Region had the GTA's second highest percentage of boomers at 28.9 per cent. There are six gen-erations in this society today, and the workplace is undergoing significant intergenerational transi-tion with Gen Y and Gen Z set to comprise over 60 per cent of the work-force in the next decade.

ParticipationFemale participation in the workforce has been increasing in the Durham Region, and this trend will continue in the years ahead. Everyone will also be working later in life, with the retire-ment age being pushed later. Due to the impact of our aging population, however, the overall participation rate

A recent TED Talk by social researcher and a next-gen expert Claire Madden suggests that we are living through a rare period in history in which massive demographic and social shifts are combining with huge technological advances that will change society dra-matically. The speed, scale and scope of change will, within just a few decades, render the workplace forever different. The machine age and artifi-cial intelligence will have monumental consequences, but Madden adds another dimension that is important for all leaders to understand. Despite technological disruption, people will still live in a human-to-human (H2H) world, while the workplace of the future will be transformed from what is famil-iar to us today.

Here are insights and staggering facts that every leader in the Durham Region needs to know: Individuals of Gen-eration Z, today’s school and university students, are projected to have an estimated 17 jobs across five careers in their lifetime—and many will be working in jobs and sectors that don’t even exist yet. In addition, there are overarching demographic and social trends that will influence the workplace of the future—population, participation and productivity.

PopulationMany nations are on the brink of mas-sive aging, with acceleration in the

The future of workplace culture is collaborative innovationJesse Martell, CHRP, Professional Development Committee Director

of people aged 15 to 64 will decline in the years ahead, from 65.1 per cent today to 62.4 per cent in 2055. The impact of this aging population is reflected in the ratio of workers to retir-ees in our nation. In 1975, there were 15 people of working age (aged 15 to 64) for every retirement-age couple (aged 65+). Today there are just nine people of working age for every retire-ment-age couple, and by 2055 it is projected to be almost 5.4 people of traditional working age for every retire-ment-age couple.

ProductivityWith the declining workforce ratio, there will be greater demands for productiv-ity from our labour force and the need to do more with less to support an ever-increasing aging population. Pro-ductivity and output have been increasing—the Intergenerational Report outlines that for every hour an Australian works today, twice as many goods and services are produced than in the early 1970s. A key contributor to this has been technology, which has enabled greater efficiencies.

The intersection of technology, innova-tion and collaboration, and productivity will be maximized not only by the effec-

tive utilization of technol-ogy, but by organizations and people who can inno-vate, and communities that collaborate. From the accommodation sector being transformed by AirBnB, to transport by Uber, and higher educa-tion with Durham College and UOIT offering MOOCs (massive open

online courses), it is the intersection of these three factors—technology, innovation and collaboration— that is transforming sectors in the Durham Region. Effective organizations, brands and workplaces of the future will under-stand the opportunity of optimizing use

Continued on page 17...

16 · Innovation & Transformation

and technical skills that can help the workforce to keep up.

A new era is approaching in the work-place. With Baby Boomers about to retire in large numbers, many positions will become vacant, leading to a vast reorganization within workplaces across the country. This situation pres-ents an opportunity for growth and development that cannot be missed. The workplace needs to embrace the younger generation because of its special relationship with technology. The rapid growth of the societal depen-dency on technology will only continue to progress in the future. Those who have had technology engrained into their way of life since childhood hold the keys to creative and exciting ideas, solutions, and innovations.

As narcissistic as this generation is described to be, its members definitely don’t have all the answers—being still young, inexperienced, and in need of the guidance and development that comes from the more experienced senior colleagues and managers. Tra-

Millennials, Gen Y, Echo Boom-ers… whatever you want to call us, we’re here, we’re many, and we’ve got lots to bring to the table. We have grown up with technology, and therefore have a relationship with it unlike any other generation in the workforce. In our relatively short lives, we have not only wit-nessed incredible technological advances, but have experienced them personally, as they have be-come effortlessly integrated into our daily routines.

Millennials are now at the pivotal point of completing studies and entering the workforce. With this coming of age, they are finally arriving into the real world, officially as grownups, to realize the rest of their exciting, mysterious futures. Uniquely equipped with tech-nology, they bring to the market new demands that need to be met. This generation drives the demand for inno-vation while possessing the creative

ditional mentoring is an amazing way to facilitate development, but can also allow for a two-way sharing of ideas and offerings. Reverse mentoring allows the younger group to take its own unique experience with technology to the workplace, and share its knowledge with other generations. This creates development on both sides that ben-efits the workforce as a whole.

All the members of a good team must cooperate to help one other improve upon weaknesses and optimize strengths. For strong and effective teamwork in the workplace, all voices must be heard. Technology is moving quickly, and so must the technologi-cally adept. Millennials have great skills and ideas that are relevant in today’s world, and it is an ideal time to be open to them.

Fresh into the real world with so much still to learn, we’ve got a lot to offer. The workforce might just be able to learn something worth-while from us too. w

Tech-savvy generation benefits the workforce

Gillian Leask, Commerce Student, UOIT

Gillian Leask

profile the employer determines it wants or needs to track. For example, an employer may determine that it should be alerted every time the organization’s name is mentioned in a public tweet, blog or social media forum.

In both cases, whether tracking activity from within or outside the organization, it is important to implement methods that are the least intrusive necessary to achieve reasonable business ends.

Step 3: Implement and enforceEven the best written policy is of little significance if not implemented properly. In our experience, a well-implemented policy has four key components:

3. Relevance: Management and employees should be educated on how and why the policy is relevant to and will apply to their day-to-day responsibilities.

4. Proportionality: The impact of the policy must be reasonable and ratio-nal—neither overreaching nor attempting to attain a ‘gold standard’ that may not be necessary.

5. Consistency: The policy must be applied consistently and fairly so as not to lose credibility within the workplace.

6. Flexibility: The policy must be a living document, able to adapt to and reflect the organization’s business realities, as they may change from time to time.

Final ThoughtsFor better or for worse, the Internet and social media have become a work-place reality. The objective for human resource professionals is to harness the benefits of this exciting technology, while at the same time protect the busi-ness from the dangers. This can be accomplished by having a clear and unambiguous Internet and social media policy, monitoring Internet and

social media usage as it relates to the workplace, and enforcing the Internet and social media policy consistently and fairly.

To learn more and/or for assistance developing and implement an Internet and Social Media Policy tailored to your organization, contact a member of the Sherrard Kuzz LLP team.

Sherrard Kuzz LLP, is one of Can-ada’s leading employment and labour law firms, representing management. Our lawyers can be reached at 416-603-0700 (Main), 416-420-0738 (24 Hour) or by visiting www.sherrardkuzz.com.

The information contained in this article is provided for general information purposes only and does not constitute legal or other profession-al advice. Reading this article does not create a lawyer-client relationship. Readers are advised to seek specific legal advice from Sherrard Kuzz LLP (or other legal counsel) in relation to any decision or course of action contemplated. w

CORRECTING LABOUR MARKET 'MISMATCHES' – At the 2016 HRPA Conference, Benjamin Tal, Deputy Chief Economist at CIBC, spoke compellingly about concerns with the current labour market and its effect on HR. The disruptive trends he is seeing in the financial services industry include the increase of value-adding services, self employ-ment and transformative technology. Canada's employment quality index is on a downward curve. We are the most educated country in the world, however while we have the most MBAs we also hold another record: most of our highly educated people are unemployed. He believes that two things need to change drastically in order to improve this predica-ment—colleges and universities must work together, and our present immigration policy needs revamping. He believes that we have all the talent we need, but we're setting up unnec-essary obstacles to acquiring it.

Resource: Shaping Organizational Excellence · April 2016 · 17

of technologies, fostering innovation and embracing collaboration.

Collaborative LeadershipTraditional leadership models have been based on position, hierarchy, command and control. Whilst leader-ship remains essential, the styles of leadership to which the emerging generations respond best will be those that foster a context for them to connect, create and contribute. Effective leaders of the future are those who can effectively create a culture of collaborative innovation.

A culture of collaborative innovation requires focusing on the people, not only the process, and on shaping a team, not just spending on technologies. It requires building upon a foundation of shared values such as humility, respect and honesty. Productivity and outcomes will continue to be high priorities in the workplace of the future. Leaders and managers in the Durham Regions will continue to shift their focus from the process to developing people, with trans-formational leadership. This will create vibrant healthy, dynamic workplace com-munities, with employees thriving in a culture of collaborative innovation. This is how productivity, innovation and desired output will be generated.

View Claire Madden’s TEDx Talk on Creating a culture of collaborative innovation. w

Follert, J. (2012). Almost one third of Durham's population is baby boomers. Retrieved Feb-ruary 13th, 2016 from www.durhamregion.com/news-story/3505644-almost-one-third-of-durham-s-population-is-baby-boomers/Hughes, T. J. (2015). The Future of Work-place Culture Is Collaborative Innova-tion. Retrieved February 12, 2016 from www.linkedin.com/pulse/future-workplace-culture-collaborative-innovation-tony-j-hughes?trk=pulse-det-nav_art.

Jesse can be reached at: ProfessionalDevelopment-Director@hrpadurham.ca.

...continued from page 15, Workplace culture...continued from page 9, Employee Internet misuse

The HRPA board of directors enjoys the HRPA conference in January.

UOIT students interview Morgan about HR.

Morgan congratulates Ernest on his election

to vice president of the Durham Chapter.

HRPA Durham out and about

Morgan and Ernest attend the Connect Women event sponsored by the Whitby Chamber of Commerce.

Durham Chapter donates funds to HR Student Associations.

Linda Morgan presents Communicate to

Motivate at the February Breakfast Series event.