Highly skilled office workers spend an alarming portion of their work week managing email and other digital communications. Moreover, they spend a substantial amount of time trying to get “back on task” after dealing with countless electronic and personal interruptions throughout each work day. But they cannot escape by simply leaving the workplace. Digital communications follow people wherever they go, from morning to night, meaning that many employees – whether by necessity or by choice – are never disconnected. Continue Reading
Canada is turning 150 in 2017. Looking back to Canada’s centennial year, 50 years ago, one can only marvel at how much has changed since 1967. There was no digital technology. No email; no internet; no cellphones. There was no truly globalized economy. White-collar offices operated on a “9 to 5” schedule, and tended to be relatively stable, homogenous, and hierarchical. Blue-collar workers still dominated the workforce with factories and manufacturing plants often operating three shifts each day. Career progression was more defined, commonly taking place within a single organization.
The drivers and realities that shape the workplace of today would be unrecognizable to someone magically teleported here from our centennial year. As business models have changed and technology has begun to dominate, the nature of the workforce itself has altered. A “non-traditional” workforce now plays an important role in influencing the way in which employers manage talent. Continue Reading
In our previous blog, we discussed a survey by VF Career Management on Termination & Severance Practices In Canada (2016), which was presented at an event hosted by Verity on September 30, 2016.
In this blog, we will discuss another presentation from that event by guest Speaker Madeleine Loewenberg, co-founder of Loewenberg Psarris Workplace Law LLP. Madeleine reviewed some of the statutory and case law in Ontario regarding notice of termination and severance pay. In the process, she also responded to questions from the attendees which reflected specific real-world concerns. The following are only selected points from Madeleine’s well-considered review of the law. Continue Reading
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
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
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