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Also, when I first arrived at the OHA, we
had 31 per cent turnover. It took a lot of
time, effort and disciplined focus to turn
that around. But in the last eight years,
we’ve hovered around 97 to 99 per cent
employee engagement! That is phenomenal
when you look back at the 31 per cent
turnover. My biggest learning from that
was the importance of engaging staff and
delivering on your commitments.
What’s key to leading HR during a difficult
time for a client organization?
JG: From my own experience, it’s important
during difficult times to be open and
transparent with staff. Never underestimate
culture – “culture eats strategy for
breakfast!” It really is true. As an example,
when we started repairing OHA employee
engagement, I thought HR could just
lead the way and do it. But that wasn’t the
case. We had to start from the bottom up,
so we put together a staff relations committee
that drove the development of our
values and our behaviours. To this day, this
committee continues to help us maintain
the extraordinary engagement levels we’ve
attained. Finally, I would say that if you’re
asking people for their opinion – for example,
through employee engagement
surveys – you need to embrace the results.
If you’re not committed to sharing the results
and implementing an action plan,
don’t do it! HR will lose credibility immediately,
and it’s so hard to get that trust and
credibility back.
What skills are important for success
in HR?
JG: I think fundamentally you need to
know how to motivate and engage people,
and get them working at an optimal level.
You also need to understand the culture
and strategy of the organization, because
if you don’t understand it you can’t deliver
on the business side. How can you recruit
the right people? We all know recruitment
is an art, and not a science.
What tips do you have for new grads or
those in entry-level HR jobs who want
to move up the ladder?
JG: The biggest tip is to understand the
various aspects of the business beyond
the HR function. Get involved in the budget
and strategic planning processes; this
IN A NUTSHELL
First job: I started off as a summer student receptionist at the Metro
Separate School Board now the Toronto Catholic District School
Board, and there I was able to really develop my interpersonal skills.
Childhood ambition: I wanted to be either a teacher or a ballerina.
Best boss and why: I do have specific people in mind, but I think it’s
several people. I work the best when I work for people who recognize
my potential and challenge me to live up to it.
Current source of inspiration: My mom. She was my first business
coach. When I entered the workforce, she coached me through a time
when I had to face an uncomfortable situation head-on. That’s been
the best counsel she’s ever given me, and that’s how I deal with things
today – I don’t shy away from difficult situations.
Best piece of advice you ever got: At the TTC, I was promoted to a
people leader position within HR. All of a sudden, I had a group of employees
I was responsible for, and a brand new portfolio. My boss
gave me three pieces of advice: “Deliver, deliver, deliver – and you’ll
succeed.” It was true.
Favourite music: Because of my daughter, I’m into modern country
and also pop.
How you spend your time away from work: I prefer to be on vacation:
Barcelona or Sardinia – always in the sun.
hr influencer
66 ❚ FEBRUARY 2016 ❚ HR PROFESSIONAL