tips FROM DispUtE
REsOLUtiON EXpERts GROUP
hOW DO yOU CONVINCE SOmEONE ThAT yOUR PROPOSAL IS ‘fAIR’?
Fairness is a subjective concept and people have different ideas of fairness.
One suggestion is to look to comparables, objective criteria, because people
are more persuaded by an objective standard than by you saying that you think
something is fair.
hOW CAN yOU bE ASSERTIVE WIThOUT DAmAgINg RELATIONShIPS?
The trick is to be soft on the people, hard on the problem. It doesn’t have to
be “me against you”; it can be us against a problem and we can be rigorous in
trying to solve the problem. Just because we disagree, it doesn’t mean we have
to be disagreeable with each other.
ALTERNATIVE DISPUTE RESOLUTION
WORkShOP DATES:
Toronto: September 29 - October 2, November 3-6
NEW
COAChINg fOR A bETTER WORkPLACE WORkShOP:
TORONTO, NOVEmbER 18-20
“The ADR Workshop was by far the best course I have attended in my 30+ year
career in HR. A must attend for HR Professionals. I have used the tools on a
regular basis.”
- Dan Heard, HR, Ministry of Community & Social Services, Bleinheim
“Each day was packed with information. The role playing method of instruction
was much more effective than the normal lecture format of other seminars.”
- Gerry Walsh, HR, AOC Resins and Coatings Company, Guelph
Contact us to speak to an instructor
1.800.318.9741 | adr.ca | contact@adr.ca
– that is, using past data to predict what
will happen going forward – is where I
think the HR leader can make a value added
difference for their organization.
Consider talent management: using information
gathered during an employee’s
recruitment could allow you to create the
best onboarding experience for the employee
– setting them up for success in
the organization by finding and filling any
training/development gaps or enhancing
what they already have in their toolkit.
Or consider the example of how an
organization used analytics to find and
fix a serious retention issue. A British
Columbia credit union discovered high
turnover among its younger staff after
it began monitoring retention and turnover
rates. While the metrics showed
overall turnover was within the expected
range for the industry, a high turnover
among workers aged 25 to 35 indicated
that young people did not view the credit
union as a long-term career choice and exposed
problems in the organization’s flow
of management talent. The credit union
corrected the problem by concentrating on
what they offer young people and engaging
them with learning and development
opportunities. They also began identifying
people with management potential earlier;
this enabled the company to assist their
employees develop long-term careers with
the institution.
BUILDING METRICS SKILLS
However, there is much work to be done
among HR professionals, regulators/associations
and educators if the HR
profession is to embed analytics and
metrics into its skillset. Previously, HR
did not require the same level of quantitative
skills as, say, accounting, but
we need to move on this. We need to
change the required curriculum for HR
professionals to build these quantitative
skills. We need to get really competent
at working with data and applying techniques
such as predictive analytics. As
an HR leader, I encourage you to take
up the challenge now; the rewards are certainly
“predictable.” n
Brenda Clark, CHRE is chair of the
Human Resources Professionals Association
(HRPA).
8 ❚ SEPTEMBER 2015 ❚ HR PROFESSIONAL
