Published Articles


  • The Cost of Disengagement

    Disengaged employees may be making a deal with the devil

    By Evert Akkerman


    We often read about high levels of disengagement among employees and the resulting cost to the economy. HRDCanada magazine recently reported that despite seven out of 10 employees in North America feeling disengaged at work, just under 35 per cent of employees are planning to switch jobs. This means that only half of disengaged employees are willing to actually do something about it and make a change.

  • Support for  the Unexpected

    Suicide not only impacts family members, but also colleagues across the company for which the individual worked

    By Danny Weill 


    People don’t often talk about suicide. It’s a difficult topic that, for many, is both awkward and frightening. Talking about it only after it happens is too little, too late. When it happens to someone in the workplace, the mental well-being of other colleagues can be at stake and have a negative, long-term impact on the company’s productivity.

  • Enhance Culture, Enhance Growth

    Linking culture to tangible organizational growth

    By Brett Richards, PhD


    Research has shown that an organization’s culture is linked to its performance. James Heskett and John Kotter, in their book, Corporate Culture and Performance, make a compelling case. They demonstrate that organizational cultures that facilitate adaptation to a changing, disruptive world are associated with stronger financial performance than those that don’t.

  • Innovate the Business

    How transformational leadership really works

    By Mostafa Sayyadi


    The characteristics of transformational leaders, when used appropriately, represent a leadership model that can be effective to improve a knowledge-based workplace by developing and managing intellectual capital within organizations. Building on the transformational leadership model, organizations can attempt to continuously innovate and create new and valuable services or products by applying new ideas and knowledge.

  • Most Wanted Competencies

    It’s important to not confuse skills with competencies when seeking top talent

    By Tallys Moreth


    In the business and labour market context, there is the term competency which indicates a set of characteristics of an individual that helps them perform their job duties. It is an element of differentiation and companies usually seek to hire talent with already developed professional skills. However, many companies invest in training their employees, so that new skills are acquired, which contributes to the success of the company. What are competencies and skills?

  • Working Happy

    Secrets to building a satisfied workforce

    By Sandra Lavoy


    It’s no secret that employers across Canada are currently having an especially challenging time finding and keeping skilled workers. Low unemployment rates are indicative of a particularly tight hiring market, where job seekers have more career options than ever. Translation? Organizations are competing for talent – and recruiting and retention should be top of mind.

  • Managing Millennials

    While supporting all generations

    By Patrick Williams


    Younger generations coming into the workforce are suffering more from mental health issues than their older counterparts. In fact, millennials are near the top of the list for groups vulnerable to mental health woes.

  • The Power of “Both/and” Thinking

    Either/or thinking is sabotaging your leadership

    By Tim Arnold


    Either/or thinking is effective at certain stages of life, like protecting toddlers from touching a hot stove or helping young students develop basic math skills. Sometimes it’s also necessary during the development and enforcement of processes, formulas and policies. However, what happens when this mentality is no longer enough? Or even worse, if it starts to sabotage a leader’s ability to lead?

  • Coach Emerging Leaders

    Accelerate their development

    By Susan Power, MBA, CHRL


    Many organizations have traditionally considered coaching a high cost investment dedicated almost exclusively to developing high potential executive talent. This view has taken a 360-degree shift and now leading organizations are offering coaching programs across their talent pools, with a focus on coaching young emerging leaders to attract and retain top talent.

  • The Future of Leadership

    Business is in the midst of a revolution. Is your organization’s leadership keeping up?

    By Melissa Campeau


    Those of a certain vintage will remember the era of resumes in the mail, strict dress codes and urgent (printed) memos delivered by mail trolley. In just one generation, the way Canadian companies do business has undergone nothing short of a revolution – or two.

  • Future Skills 101

    Five critical components of a successful upskilling strategy

    By Sashya D’Souza


    Increasingly, HR leaders are being tasked with building their organization’s future workforce – one with the skills needed to effectively leverage rapid advancements in technology, to propel their business forward in today’s progressively competitive environment.

  • Meet the HR Influencers: Mary-Jo Hewat, CHRE

    By Lisa Gordon


    As Canada’s largest private mortgage insurer, Genworth Canada specializes in helping people achieve the dream of home ownership.

    It’s a worthy pursuit, and it’s one reason Mary-Jo Hewat decided to come on board as the company’s senior vice-president, HR and facilities, in May 2016.

  • Sorry You’ve Chosen to Be Fired

    Performance management during periods of organizational change

    By Bruce Mayhew


    What should a leader do when an employee continues to not accept the change happening within the company? Has the employee chosen to quit? This is an uncomfortable subject – but one all leaders face at some point – so here is an examination of these questions from legal, leader/company and employee points of view.

  • Pre-employment Assessments

    Four ways assessments help make the most of limited training resources

    By Trevor Shylock


    No one wants the skinniest slice of the budget pie, but most learning and development or human resources professionals should know who’s getting it. In other words, organizations can kiss their training initiatives goodbye.

  • A Workplace Complaint  Has Been Made

    What’s next?

    By Peter V. Matukas, BA, LLB, AWI-CH


    An employer has a legal obligation pursuant to section 32.0.7(1) of the Occupational Health and Safety Act, RSO 1990, c O.1 (OHSA) to investigate a complaint or issue once it becomes aware of one. How the employer becomes aware of the complaint, incident or issue is irrelevant as the obligation to investigate is triggered once the employer has knowledge and/or is aware of the complaint, incident or issue.

  • Private Arbitration

    There are many factors to account for when considering this alternative to the over-burdened justice system

    By Jack Zwicker


    It is probably just as well that many formal employment contracts contain arbitration clauses. Given the shortage of superior court judges and lack of funding in Canada’s largest cities, the timelines for civil litigation can easily run five years before actions reach trial. In the meantime, legal costs mount for both sides, together with the uncertainty of not having a decision.