Jennifer Thatcher, CHRP
director of human resources
inSite, Kelowna

Jennifer Thatcher, CHRP joined inSite in 2012 after 10 years in the manufacturing sector (alcohol/beverage).  With 14 years in HR, she has held generalist roles with some concentration in labour relations and occupational health and safety; however, her passion lies in engagement, strategic planning, and training & development.  With a BA in Political Science and a post-graduate certificate in HR management, Jennifer has been an active HRMA member since 2005 and a member of the Southern Interior Advisory Council since 2014.

We must shift from ‘one size fits all’ solutions to industry specific propositions that align with the strategic organizational objectives. HR professionals must position themselves to be ready to make tough decisions and remain relevant to their overall success.

HR must be able to understand the businesses’ internal and external demands and adapt processes to support these demands. They must become subject matter experts, not just concentrating on functions as they pertain to ‘traditional’ HR.

Finally, we need to think differently.  The role of HR will not be eliminated, but will need to be flexible to structure HR functions that are integrated in a way to adapt to these drastically changing circumstances. The keys will be linking processes. We must cut out the stand-alone processes as we need to ensure that each process links and drives another process.

David Cory
founder,
Emotional Intelligence Training Co. Inc.

David Cory, M.A. is the founder of the Emotional Intelligence Training Co. Inc. (EITC), which develops emotional intelligence skills through assessment, training, and coaching, and certifies HR professionals to do the same. David and his team conduct executive retreats, offer keynote talks, and train managers in progressive organizations globally. The coolest EITC project yet has been to design a leadership course for the Government of Botswana to be delivered to all citizens—a first in the world.

Many HR professionals possess expertise that can measurably improve bottom-line results for their organizations. However, they are not necessarily recognized for this by senior leadership or other employees.

To change this situation HR professionals must strategically use their influence and personal power to participate in discussions with senior leadership. Doing this effectively means having and using emotional intelligence competencies such as Self-Regard and Assertiveness, among others. The reputation of HR must be shifted from something organizations are required to have, to a focus on the beneficial aspects of HR. After all, HR has solutions to improving an organization’s future performance.

HR professionals can improve their relationship with senior leadership by getting seen for their commitment to constant improvement, being active in HRMA and other organizations, increasing their influence skills through coaching and training, using tracking metrics, knowing the business case for HR functions, and understanding the ROI for HR initiatives.

Van Tay, CHRP
HR Manager,
Lake View Credit Union

Since moving to Canada from Singapore 7 years ago, Van Tay, CHRP has worked in various HR roles before relocating to Dawson Creek to take on HR Manager role with Lake View Credit Union. With a bachelor of commerce from the University of Western Australia, Van sits on the HRMA committee for the Peace Region. Van is proud of working with Lake View and in its caring and sharing values towards causes in the local communities they serve.

HR work is political as we strive daily to strike a balance between supporting employees and serving the organization’s best interests. Most employees do not comprehend the dual role that HR plays. Often, employees come to HR confiding private issues, and it can get tricky when not every issue can remain confidential.

What works for me is to establish respectful expectations and boundaries from the beginning. Be upfront. Let the employee know that while you will do your best to maintain confidentiality, there are situations where HR is legally obligated to report the issue.

I also believe in building a culture of accountability through the conversations employees have with HR in private. HR can help the employee think through issues and advise them on a course of action, but letting them take accountability to solve their own problems is sometimes the best way for employee and organization to grow stronger.

Glenn Barned, CHRP
CEO, professional consultant
RGB Enterprises

Glenn Barned, CHRP is the CEO and a professional consultant with RGB Enterprises. He is heavily involved with respectful workplace policy and procedure revisions and development to ensure compliance with human rights and Worker’s Compensation legislation. As a trained investigator for harassment, sexual harassment, conflict of interest and code of conduct violations, Glenn’s non-confrontational style translates into many areas as an effective technique for investigations. Glenn is a seasoned professional instructor and a member of the Vancouver Island Advisory Council.

Bullying and harassment compounded investigations. Investigations previously conducted by HR are now partially legislated to OH&S. Historically, HR would determine whether the complaint was valid, follow up with appropriate interventions and apply progressive discipline when required.

Now, employers are mandated to initiate an OH&S investigation if they become aware of harassment with or without a complaint—even if only suspected. The OH&S investigation is a systemic, multiple-root causes, no-fault/no-blame investigation.

Employers cannot use the results of the OH&S investigation without running the risk that progressive discipline actions may be thrown out in appeals or grievances due to inappropriate use of OH&S investigation material (Worker’s Compensation sets the rules for no-fault investigations). If progressive discipline is part of the interventions, a separate HR investigation should also take place. To complicate matters, when one party complains about another’s behaviour, the accused often counters with a complaint, creating two OH&S investigations, plus additional HR investigations.

Amelia Chan, CHRP
principal, consultant
Higher Options Consulting

As the founder and principal consultant of Higher Options Consulting Services(hr-options.com), Amelia Chan, CHRP is passionate about operational excellence and employee engagement. Her boutique consultancy provides a wide range of human resources and immigration services to small to mid-sized businesses.  While holding her CHRP, Amelia is also a Regulated Canadian Immigration Consultant (RCIC) and a BC Commissioner of Oath who enjoys volunteering with various non-profit organizations to support educational opportunities for training and development.  

As per the recent HRMA Conference, influencing other people to get things done is the main and toughest value proposition of effective HR. How HR presents itself impacts its credibility to deliver.
According to Brad Karsh, our “presence” in commanding a room, keeping it real and simplifying all help to demonstrate effective leadership.  What we say and how we say it is key if we want to be heard.

Leadership often has antiquated notions regarding HR and only HR professionals can change that perception. The HR function should start by demonstrating its own ability to be self-reflective and strategic. This requires the HR mindset to exist at all levels,  up to and including the Board level, to effectively respond to ongoing challenges.

By “owning our HR” expertise, our ability to influence those in key decision-making roles and every other area from top to bottom becomes HR’s biggest “super power” and opportunity.

(PeopleTalk Summer 2015)