And, of course, there are many plusses
for HR professionals serving as direc-tors:
it’s a great way to learn new skills,
build your network and give back to the
community by providing your time and
expertise to organizations that are doing
good work.
I have been involved with two boards,
including my current role as chair of
the Human Resources Professionals
Association (HRPA), and I can attest to
the career-boosting benefits of serving on
boards.
Networking: Serving as a director
means you’re working alongside other tal-ented
individuals from many different
professional backgrounds. It’s a great way
to quickly expand your network and make
meaningful connections and friendships
with people who share the same passions
as yourself.
Learning: Gain new skills – including
management and leadership. If you don’t
have an opportunity to lead and influence
at work, serving on a board is a great way
to develop leadership capability and oth-er
important skills. For example, HRPA
chapter board directors are provided
with enhanced training in volunteer man-agement,
chapter budget planning and
analysis, chapter website management and
chapter elections.
Governance training: Serving on a
board will give you a fast education on how
boards operate both within themselves (elec-tions,
committee work, meetings) and with
the organizations they advise and support.
Doing good: There are also the rewards
of feeling great about yourself by putting
your skills and knowledge to good use for
a good cause.
If you’re interested in using your HR
skills to help out a not-for-profit organiza-tion,
you can search for board positions at
Boardmatch.org.
And I hope you do. As the above re-port
suggests, many boards are realizing
they need to diversify their ranks with HR
talent as they face more human resources
complexity. You will be helping to spread the
word that organizations need effective HR –
and designated HR professionals to devise
and execute human resources strategy.
And most importantly, you will be add-ing
one more HR professional to one more
board – and that’s good for everyone. ■
Brenda Clark, CHRE is chair of the Human
Resources Professionals Association (HRPA).
tips FROM DispUtE
REsOLUtiON EXpERts
kNOW YOUR hOT BUTTONS, AVOID ThEIRS
Knowing your hot buttons is the first step to managing
your reaction. Smilarly, if you can anticipate what might
trigger negative reactions from the other person, and avoid
those triggers, conflict can be minimized or avoided. For
example, if you know that you get really hot under the
collar when people interrupt you, you can think about
why you react that way and how you might manage your
response if it happens in your next meeting. If you know
that your boss does not like having his/her authority
questioned, you can think about whether and how to raise
an issue that may make him/her feel questioned.
ALTERNATIVE DISPUTE RESOLUTION WORkShOP
“The workshop provided an excellent opportunity to become comfortable with the
mediation process, via role play scenarios, on the spot coaching and feedback.”
- Rita Mizzi-Gago, Human Resources, TD Bank, Toronto
Contact us to speak to an instructor
1.800.318.9741 | adr.ca | contact@adr.ca
GROUP
Toronto: July 19-22, September 27-30
Ottawa: October 18-21
“The ADR Workshop was by far the best course I have attended in my 30+ year
career in HR. A must attend for HR Professionals. I have used the tools on a
regular basis.”
- Dan Heard, HR, Ministry of Community & Social Services, Bleinheim
10 ❚ JULY/AUGUST 2016 ❚ HR PROFESSIONAL