Share a small innovation that has had a big impact on your organization.

P&P - Fraser DeaconFraser Deacon, CHRP
Geotech Drilling Services

Fraser Deacon, MBA, CHRP is the manager of Geotech Drilling Services where he is involved with all facets of human resources, but especially recruitment, employee relations, and staffing.  Having worked at Geotech the last three years, Fraser has an array of previous experiences developing links between industry, community partners and First Nation communities in northern BC and northwest Alberta.  He also volunteers time as president of the Northern Interior Mining Group to further contacts between business and resource project decision-makers in northern BC.

One of the challenges of recruitment is identifying candidates equipped for the physical work of drilling. Traditionally, like most employers, candidates are assessed with review of resumes, paper-based applications; telephone or screening interviews, and sometimes hired on spot. However, Geotech’s customers demand higher level employees possessed with safe work practices, an ability to solve workplace problems, and experience moving and supporting all-weather project work.

Demand for labour required Geotech go further afield, so we implemented an Applicant Process System (APS) to identify and prioritize candidates that met Geotech’s basic requirements for work. APS has aided with candidate identification and those located closer to our operations in Vernon and/ or Prince George.  The result of APS has seen reduced waste in over processing, improved recruitment cycle times and better quality employees—all while the business has grown exponentially and HR resources remained unchanged.

P&P - Lisa FullerLisa Fuller, CHRP
HR consultant

Lisa Fuller, CHRP, CCP is a HR consultant currently providing project management leadership to system improvements requiring significant change management.   She has worked as a HR leader for large, complex organizations within the healthcare and gaming sectors, in both union and non-union environments.  She believes in fostering strong relationships with all partners she works with and is committed to the growth of herself and her profession by being involved with BC HRMA and volunteering in her community.

Innovation has been identified as a key strategy in organizations in order to stay competitive.  HR has an opportunity to play a key role to support an environment of innovation in an organization.  This includes culture initiatives, aligning organizational values, and looking at HR programs and policies.

Traditional or rigid HR policies in today’s environment can become an obstacle for a business to move forward, try new things, and implement new approaches.  It can also impede staff from performing their best as it takes a prescriptive approach by treating employees alike.

Although a rule based policy approach can be seen as easier to manage or enforce, a principle based approach supports both the business and employees.  It allows flexibility by focusing on providing guidance and utilizing professional judgment and helps to foster an environment where HR looks for ways to say “yes” versus “no”.

From my experience, when HR demonstrates ways to make things happen, rather than standing in the way, we gain credibility, add value and positively impact the organization.

P&P - David HuckDavid R. Huck
managing director

David R. Huck, MA (leadership), has a passion for developing leaders. As the M.D. of SigmaGroup his area of expertise is in leadership development and human resource management. David tailors every program to suit his client’s needs after extensive research into their unique requirements. David is in year two of Doctoral Psychology program (I/O) and has an MA in leadership. He is certified in several psychometric tools and is a member of the I.C.F, the A.P.A. and the Society for Human Resource Management.

Here is a small hiring innovation with big impact. Your candidate has a great CV, the CRC is clean, their references check out and the interview/s went swimmingly. What more can you do?

Take a walk with the potential candidate! Shake off the office, loosen the tie, and chat!

Use the office only to meet the candidate for initial formalities. A potential candidate interviewing for a managerial position is usually experiencing high levels of negative stress. A brisk walk to the local coffee house may be just the ticket to experience the genuine side of your candidate.

A great CV, clean records and brilliant references are critical, but compatibility with your organization and symbiotic personality traits are the “cherry on top of the cake”. Take that stroll!

That is my nugget, a simple strategy to see the “real” person quickly, saving expense in what could otherwise be potential termination process later.

SONY DSCMarie Gonzales, CHRP
manager, HR Advisory Services
Douglas College

Marie Gonzales is manager, HR advisory services at Douglas College. A Certified Human Resources Professional with over 20 years’ experience in both the private and public sectors at both Canada and the United States, she loves working in an environment of passion and innovation and is focused on the essential levers of individual and organizational productivity and success. Marie is also a member of the BC HRMA Greater Vancouver Advisory Council.

What if while on a project you ask hundreds of employees in your organization for ideas and you get instantaneous responses? What if employees have the freedom to post random thoughts they want senior management to hear?

At Douglas College, a chat between HR and marketing brought about the use of an internal social network, a-la “Facebook”.  From five employees, the network organically grew to almost 600, and is still growing.  Senior management are now all on Yammer, sharing inspiring articles, addressing concerns, joining in on conversations.
Examples of groups created by employees are a “Shout-Outs” group where they can recognize peers, and a “craigslist” group called “Doug’s List”. New employees are invited to join Yammer and get a feel of Douglas College culture. Having an internal social network has enabled us to streamline communication and build connections.

“I finally have a face with the email address!” is a statement that has been reverberating since.

P&P - Barrett HorneBarrett Horne
staff development consultant
Public Service Commission, Yukon Government

As a consultant working with the staff development branch of the Yukon Government’s Public Service Commission, Barrett Horne’s focus is organizational development and facilitation with internal government clients. His passion is enabling leaders and organizations to discover their creative power, tap into their collective wisdom and make real progress toward the vision and goals that matter to them most.  With an MA in philosophy and religious studies (1984) and an MA in organizational management and development (2007), Barrett’s passion and profession are co-joined.

Releasing a group’s collective wisdom is a powerful innovation that benefits all organizations.  As to the how?

Pose a question and direct the participants to reflect silently before discussing.  Encourage use of paper and pen to collect thoughts.  Time can vary according to the gravity of subject; one to three minutes of silence is normal.

Invite participants to find a partner, preferably someone they know less well than others, and have them share their thoughts.  Depending on the subject, four or five minutes is typically adequate.  (If time allows, repeating this step can add value.)

NOW open the discussion to the whole group—and hear the ideas and perspectives which emerge from a rich stew of conversations.

In under 10 minutes, everyone has contributed.  Introverts and extroverts learn from each other. Not rocket science, but it really works.

(PeopleTalk Winter 2013)


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