established itself as a Tier 1 regulator in
Ontario. With the introduction of a new
competency framework and three new
tiered designations in 2014, it introduced
more rigorous professional standards as
well as updated the knowledge requirements
for certified HR professionals
in areas such as – you guessed it –
employment law.
Requiring HR professionals to have a
thorough knowledge and understanding
of employment law is not just something
that’s nice to have – it’s mission-critical
for any organization that wants to succeed
and thrive in today’s ever-shifting
business landscape.
And a thorough knowledge of the ins
and outs of employment law not only protects
employers from legal risk, human
rights tribunal complaints, lawsuits and
potential reputational backlash, it also
protects employees, contractors, clients,
customers – really, anyone the employer
has dealings with – from discrimination
and human rights abuses.
In essence, HRPA’s status as a regulatory
body and its enhanced competency
model isn’t only about protection of the
public in the general sense – it also serves
specifically to help protect human rights in
the workplace.
Many employment lawyers will attest
that a well-written employment agreement
can help guard against all manners
of legal ills; prevention is the best cure,
as it were. And an HR professional with
a strong, grounded understanding of employment
law and the protected grounds
under the Human Rights Code is the best
cure of all when it comes to protecting human
rights in the workplace.
Requiring HR professionals to undergo
rigorous study of employment law
means that there’s no longer an excuse
for gender discrimination, age discrimination,
exclusion on the basis of race,
ethnicity or sexual orientation, sexual
harassment or discrimination based
on disability. HR professionals are the
first line of defense for protecting diverse
groups from mistreatment and, at the end
of the day, for safeguarding human rights
at work. And what could be more important
than that? n
Brenda Clark, CHRE, is the chair of the
Human Resources Professionals Association.
how to deal with
difficult people GROUP
DON’T bLAmE UNLEss yOU NEED TO
Determine whether your primary goal in exploring the past is to lay blame and
punishment or to develop understanding and improve the situation in the future.
If your goal is to develop understanding, it is important to try to put aside the need
to be “right”. Instead, focus your energies, and those of the other person, on
identifying all of the factors that contributed to the present situation.
DON’T CONFUsE jUDGmENTs FOr FEELINGs
We often think we are sharing our feelings when we are sharing judgments.
Saying to someone that they are selfish is not a feeling, it is a judgment. The
feeling is that you are being overlooked or under appreciated.
DEALING WITH DIFFICULT PEOPLE WOrksHOP
Toronto: October 26-28 or November 30 - December 2, 2016
Ottawa: February 14-16, 2017
CUsTOmIzED TrAINING ALsO AvAILAbLE
“The workshop addressed the exact issues I need help with. I love the role
plays. The instructors are very knowledgeable, listened extremely well, and
knew how to handle tough questions. They genuinely seem to care about our
learning. Great scenarios.
- Bruno Cervini, HR, Halton Regional Police, Oakville
“Lots of opportunities to test drive strategies. All of the instructors were great.
Real life examples were effective and funny.”
- Valerie DeSouza, HR, VDS Cosulting Services, Ajax
Contact us to speak to an instructor
1.800.318.9741 | adr.ca | contact@adr.ca
10 ❚ OCTOBER 2016 ❚ HR PROFESSIONAL