By Isabelle St-Jean, RSW, ACC

Learning. Leading. Legacy.
Those three words underscore the efforts of all those seeking solutions in a changing workforce; they also served as a welcoming lens of focus on October1-2, 2012 for the 8th Annual Northern Symposium in Prince George.

Organized by BC HRMA and hosted by the Coast Inn of the North, the 8th Annual Northern Symposium marked the change of season with an appeal to reason: new realities mean something new for HR leadership.

Welcome to the New Reality: (Diverse) Help Wanted
From economic duress to demographic stresses, business as usual has become increasingly unusual, requiring a rethink of the most fundamental constituents of the workplace.  As addressed by professional facilitator and coach Jennifer Gerves-Keen in the opening sessions of the Symposium, neither “Recruitment for a Diverse Workforce” nor “Building Retention in a Diverse Workforce” is possible with antiquated practices and mindsets.

Instead, the challenge of finding and keeping quality employees is only likely to increase without changing the questions we ask.  How then, Gerves-Keen questioned, are we to keep everyone—across the multiple spans of generation, ethnicity, values and skills—engaged and committed to staying and excelling in their respective positions?

Fortunately, regardless of the differences which make each employee unique, there are a few common elements that have been identified in seeking to understand what matters most to all. Gerves-Keen brought that wisdom forward at the start of the two-day symposium, drawing upon the closing remarks in a study of generations done by the Sloan Centre:
“Everyone, regardless of generation is looking for meaningful work, fair compensation, and good benefits…All generations are also hoping for job security, flexibility, and some autonomy on the job.”

As HR professionals we are reminded that the desire to be respected and valued—understood in our impact upon the organization and provided with opportunities to learn and grow—is one shared by every employee in every organization.

In keeping with calibre of the event, Gerves-Keen’s pair of starting sessions not only ‘got the gears turning’, they meshed seamlessly with the Northern Symposium’s themes of learning, leadership and legacy.  As would presenters to follow, Keen inspired the audience to adapt their management style to the needs of the different generations in the workplace, and make the most of the multi-generational mentoring programs available.

First and Foremost: Safe and Sound
Throughout his session the following morning, Alan Moore, employers’ adviser, Ministry of Labour, Citizens’ Services & Open Government, prompted the audience to consider that any good job offer is grounded in the provision of a safe workplace. While acknowledging the critical support of HR in the success of safe workplace models, Moore reminded the audience that the responsibility, much like the expectation, is one shared by everyone in an organization.

The new expanse of that responsibility, was subsequently explored by Adriana Wills, partner, Harris & Company LLP in her exploration of the more contentious issues surrounding Bill 14. Wills pointed to the development of human rights in the workplace as the point of origin for the proposed change in legislation: which would see mental health matters receive credence akin to physical injury claims.

However, as Mills pointed out, it is not uncommon for a problem to become more  prevalent once widely identified and brought foremost in our awareness. For example, following the introduction of anti-bullying legislation in Australia, cases of bullying at work were estimated to have increased by 30 per cent.

Regardless, as asserted by Gavin Marshall, partner, Roper Greyell LLP,: following legislation such as Bill 14, HR professionals will have the added responsibility of maintaining a culture of respect to help prevent bullying and harassment.

Balancing matters of respect and privacy are unlikely to become less contentious. Through their session, “Employers vs. Doctors”, Marshall and Alissa Demerse, partner, Roper Greyell LLP, spoke at length about the current challenges for HR professionals of managing medical issues and information in the workplace.  They acknowledged that due to increasing emphasis on privacy rights and expanding legalistic approaches, dealing with medical or disabilities issues among employees has become more complex.

Moreover, they addressed the fine balance between the duty to accommodate, privacy obligation and duty to manage: the seemingly contradictory roles that HR is required to fulfil in the process of managing such health and safety issues in the workplace.

Involvement Key to Managing Change
Sean Steele’s session, “Attendance Management Strategies for the New Workforce” was replete with engaging insights about the importance of managing absences and maximizing productivity.  As director of organizational health & development, BC Ambulance Service, Emergency & Health Services Commission, Steele addressed the guiding principles of medical and disability management.

He also identified some of the challenges currently emerging among employers: the increasing cost and duration of disability claims, the prevalence of human rights and duty to accommodate employees, the ageing workforce that includes an increasing number of employees with chronic medical conditions, and the cumulative mental stress claims expected to be on the rise.

By presenting principles to guide medical and disabilities management, Steele reminded us of what is important to keep in mind while addressing such issues:  research indicating that “earlier employer involvement will shorten the duration of absences”.

“It’s all about relationship,” Steele emphasized, affirming the importance for employers to get involved.

Moreover, it has been found that the interaction between the direct supervisor and the employee is central to all case management activities.  By establishing this meaningful rapport, the employer can help to set a framework of accountability within which medical issues can be monitored and set on a course of progress towards the employee’s return to full health and to their work.

A Boom in Flexible Thinking
Fortunately, this is much in keeping with leading HR minds and organizations, already cultured to the profits such thinking merits.  From the imminent Bill 14 to the nullification of the mandatory retirement age, the model of the workplace is changing in British Columbia: flexible thinking is required for all involved, young, old, and where X marks the spot, for what lies ahead.

As pointed out Gerves-Keen, the time for such thinking is now; according to recent research, 83 per cent of Canadian businesses are not well prepared for the upcoming surge of retirement.

While much has been made of Gen Ys demands of flexibility upon the workplace, Gerves-Keen pointed out that the move of mass numbers of Boomers into retirement will make flexibility a mandate. The old model of working excessively until 65 often results in decreased energy and stamina which frustrates one’s desire for an active and exciting “retirement” or re-engagement lifestyle. Besides which, it does little to serve the potentials of knowledge transfer within any organization.

In the years preceding this major life transition, many Boomers will both require and merit more flexible work arrangements to attend to their changing work/life balance.  So too, will the merits of flexible thinking become more prevalent.

Innovative workplace ideas are gradually emerging to provide interesting incentives and perks while offering new ways of balancing work and personal life over such periods of transition.  An example cited was a program in which an employee could choose to work for 4 years at 80 per cent salary and then take a sabbatical year for one year at full salary. From this perspective, we are encouraged to alternate work with time for personal and purposeful interests such as learning, travel or volunteering nearby or abroad.

A Legacy in the Balance
With this new work/life balance model we can extend our involvement in the workplace over a longer time span while at the same time satisfying our needs for personal fulfillment along the way.  While this type of work/life balance model might not be the ideal in every workplace, it is congruent with the new 21st century reality that acknowledges our extended longevity. Economics aside, this affords us all additional years in the workplace.

How we enjoy them, as individuals and organizations, depends entirely upon perspective —and taking the time in our own professional careers to benefit from events such as this, where passionate minds bring information and inspiration to be shared.

In keeping with the theme of the 8th Annual Northern Symposium, the learning imparted only serves to build upon HR’s leadership as the workplace continues to change in years to come.  The legacy is laid in securing health, wellbeing and prosperity among employees, employers and organizations alike.

It’s a tall order. Fortunately, the 9th Annual Northern Symposium is already in the works, and the 51st Annual BC HRMA Conference + Tradeshow is slated for May 1-2, 2013 in Vancouver.

Professional speaker, author, life and business coach, Isabelle St-Jean, RSW, ACC, brings over 20 years of communication, leadership and personal effectiveness experience to her audiences, readers and clients.

(PeopleTalk: Winter 2012)