Why are so many employers becoming more concerned about effective knowledge transfer? After all, there have always been retirements within organizations, and employee turnover is nothing new.
Moreover, it has always been the case that much of the institutional “know-how” within organizations is never committed to paper but instead resides within the brains of its most experienced senior staff, who – ideally – pass it on to those who will follow them. Essentially, that is the definition of knowledge transfer: training or learning that passes on the knowledge of an organization’s most experienced people. Continue Reading
While there are basic legal principles that apply to employee termination, the law does not remain static as it is continually being reinterpreted by the courts.
This reality was made clear to those who attended a presentation by John Carruthers which was hosted by Verity this past May: “Remember the Bear: Five New Traps to Avoid in an Employment Termination”. John is a lawyer with Cattanach Hindson Sutton VanVeldhuzen LLP. His practice focuses on litigation, dispute resolution and dispute prevention. Continue Reading
Verity is known for our high-touch, face-to-face approach to career transition, and today’s technological advancements allow for useful supplemental support as well. We invite you to read “Blended Outplacement Support Buoyed by Human Touch” which is written by our fellow VF Career management member, Peter Saulnier. Originally published on HRVOICE.org on May 25, 2016 this article demonstrates VF Career Management’s shared philosophy in all our offices across Canada. It shows the importance of embracing technology, but understanding that to get maximum effect, it is a supplemental tool to face-to-face support – a blended approach!
While technological change has a lengthy history of disrupting the workforce, the scope of our current technologies is facilitating the career transition phase as never before. Continue Reading
With graduation season now in full swing and twentysomethings entering the workforce, and on the heels of our recent Student Job Search Workshop, we thought we’d share a very timely article written by our fellow VF Career Management member, Eileen Dooley. Originally published in the Globe & Mail on May 2, 2016.
Realistic expectations. This seems to be a focal point of many discussions today involving Generation Y and millennials, specifically those entering the life of independent adulthood. These are twentysomethings who want a good paying job, and a great place to live – and all at once.
Today, many parents are involved in their adult child’s life more than ever. They don’t just help them pick a post-secondary school, but do the research for them, and even talk with academic advisers and individual instructors. Some take that to the next step, engaging career coaches to work with their adult child, or talking with friends who may be potential employers. They even scour job boards to find roles for their adult child to apply for. Continue Reading
True ingenuity and innovation require organizations and their people to have the courage to fail. Albert Einstein once said, “A person who never made a mistake never tried anything new”. To continually fear making mistakes is detrimental to success and progress.
Most of us are comfortable with the notion of experimentation under controlled conditions, “in the lab” where the archetypal great inventor works amongst his or her test tubes, the contents of which sometimes must blow up on the road to producing the perfect formula. Yet, outside of the science lab or classroom setting, where not every experiment is expected to succeed, people tend to want to avoid the potential for failure. Continue Reading
Why do many middle managers feel so disconnected and unhappy? This is an important question for companies to address because middle managers, who may already suffer some prejudice regarding the importance of their role, play an essential part in the success of any organization.
Despite the fact that many people feel as if September marks the true beginning of a “new year” in the sense of returning with fresh energy to work or to one’s studies after a relaxing summer vacation, January is still the time when people traditionally form new year’s resolutions.
On a personal front, we may resolve to become more fit, to read more “serious” books, to spend more time with family and friends, or to finally clean out the basement. The resolution bug usually hits around January 1st but, with the possible exception of one or two positive new habits which may be formed, by February or March our busy lives overtake our good intentions and it is business as usual once again.
Business as usual may be the preferred option for those of us who would just as soon put off eating more vegetables or going to the gym, but it is not a sound option for any organization that aims to stay on the competitive cutting edge in its field. Business leaders know that good intentions are never enough. Continue Reading
Nearly 30 years after the introduction of pay equity legislation, it is apparent that Ontario still has a significant gender wage gap. The gap in question is more complex than the original 1980s-era proposition of equal pay for work of equal value, and it will be more difficult to address.
But the Ontario Minister of Labour is on record as saying that there is a need to “close the gender wage gap and eliminate inequality for women in the workforce”. New policies affecting private sector organizations as well as government departments and agencies are likely to be developed as a result of this initiative, and your organization should be prepared to offer its input. Continue Reading
In the previous blog on how to show good judgement by preventing age discrimination in the workplace, these three tips were covered: (1) define age discrimination, develop a policy and distribute it to all employees; (2) emphasize your policy’s importance by having senior leaders facilitate training sessions; and (3) nurture a culture of non-discrimination, support and mutual respect. We continue with a few more tips. Continue Reading
The word “discrimination” has what seems like conflicting definitions. It can mean the unjust or prejudicial treatment of people on grounds such as their age. But it can also mean having the ability to exercise good judgement and taste. If one considers that engaging in discrimination based on older age reflects both prejudicial treatment and bad judgement, then the definitions can be easily reconciled.
The following are three practical tips on showing good judgement by preventing age discrimination in the workplace. A few more suggestions will be addressed in the next blog. More detailed discussions regarding legislative and regulatory requirements are left for another time (though the tips will help to meet such obligations).
The aim is to enhance everyone’s experience in the workplace. The increase in the average age of the overall workforce makes age discrimination a critical issue for most organizations. Since aging is inevitable, younger employees also have a stake in the matter. Young workers may also have parents or other people in their life who are dealing with getting older while still working. (The issue of discrimination based on youth, while possibly less of a problem in the workplace, is something that may be considered in a future article). Continue Reading