By CCHRA

Innovation is not always based on a brand new idea; it can also be the application of an established idea in a new context or territory. Globalization means a more diverse Canadian workplace and more employers needing to “import” workers from other parts of the country, or internationally.

Innovation Key to World-Sourcing
It also means emerging markets and more Canadian companies with operations outside of the country. Increasingly, Canadian HR managers are being called upon to provide advice, direction and plans for people management beyond provincial or national borders. According to a study done last year by Deloitte and Touche, “Canada’s ability to fuel the economic drivers in the decades ahead depends on the strategic involvement of human resources professionals in world-sourcing.” This requires an innovative mindset, assessing the best HR practices from around the world, and applying them in the best interests of businesses here at home.

The Canadian Council of Human Resources Associations (CCHRA), particularly its chair and executive director, travel and network across the country and around the world to bring home contacts and learnings from international HR experts. In 2013 alone, CCHRA  attended and/or presented at HR conferences in Manitoba, Ontario, Chicago (Society of Human Resource Management), Mexico City (North American Human Resource Management Associations), Manchester (World Federation of People Management Associations) and Florida (Institute for Credentialing Excellence).

Diversity of Knowledge and Experience
“I’ve been very fortunate this past year to meet so many people, from such diverse backgrounds, knowledge and experience,” says Sharon Lee, executive director, CCHRA. “Comparing notes, we can evaluate our performance against international standards and discuss various solutions to shared challenges.”

For instance, in Mexico City, Jorge Jauregui, president of North American Human Resource Management Associations (NAHRMA), updated conference attendees on long-awaited labour law reforms.

“Dec. 1, 2012, was a historic day in Mexico as long-awaited labor law reforms took effect and a new president of Mexico was inaugurated,” said Jauregui. More than 100 labour regulations were modified for the first time in more than 40 years. The primary purpose of these reforms is to promote job creation and to attempt to regulate labor relationships that arise informally.

HR Impacts Bigger Picture
Jauregui related how NAHRMA actively participated in the national discussions in Mexico to create a significant reform of its Federal Labour Law, which had been untouched since 1970. The NAHRMA board appealed to Mexico’s Minister of Labour last year to participate in closed-door meetings in Mexico City with government officials and other stakeholders.

As representatives of the HR community, NAHRMA had direct input into this significant new legislation that will affect businesses and workers in Mexico for years to come. “HR professionals for Canadian companies operating in Mexico will need to be fully apprised of these new labour regulations and advise their business leaders accordingly,” says Lee.

Global Mobility Requires Attention to Detail
As Canadian companies look further afield to secure new markets and business opportunities, they are also looking across the nation and around the world to recruit the necessary talent.

“Global mobility is one of the fastest growing areas of HR,” Charlene Kiszczak, global mobility process improvement specialist at Talisman Energy told the Canadian HR Reporter.

Relocations can be very complex, involving immigration, tax considerations, the transfer of professional credentials as well as all aspects of helping relocated employees and their families cope and succeed in their new environment. For Canadian companies operating internationally, this may involve moving Canadians to operations in other countries, as well as recruiting internationally to bring employees to Canada. Even moving employees within the country can be a large undertaking.

CCHRA is doing all it can to ensure our members are prepared for these challenges and opportunities by ensuring the CHRP designation remains credible, valuable and recognized. “Attendance at the annual Institute for Credentialing Excellence (ICE) conference is a key component of ensuring our credentialing process is valid,” says Lee.

CCHRA’s exam coordinator Doug Smith attended many of the workshops and presentations at the 2013 conference in November. “It was my first time at the ICE conference, so I found it very informative and insightful. It also confirmed for me that the credentialing process for the CHRP designation conforms to the highest industry standards,” said Smith.

Four Innovative Strategies
The ICE conference also featured keynote Soren Kaplan, the author of the award winning book Leapfrogging and founder of InnovationPoint. Kaplan outlined four strategies for breakthrough innovation:rethink your role, create new learning modules, expand your offerings, and disrupt yourself.

This last strategy involves “bringing the outside in”—outside talent, ideas and experts—and giving the people inside the company the opportunities to explore, experiment and test innovations.

That’s what CCHRA sees as part of its mandate: collecting ideas from all of our regions and abroad and sharing them with member associations across the country—as well as implementing new trends into the CHRP credentialing process and contributing to the success of all Canadian HR professionals.

Sharon Lee, CHRP is executive director of the Canadian Council of Human Resources Associations (www.chrp.ca).

(PeopleTalk Winter 2013)