Human Resources Issues for Senior Management
Issue link: https://digital.hrreporter.com/i/343811
15 Vision and values: Corus has maintained the same values and vision since its inception in 1999 and through more than 20 acqui- sitions. In a business known for volatile change and diva-style per- sonalities, these values have set behavioural expectations and con- tributed clarity and continuity during rapid and disruptive change. e balanced values of accountability, knowledge, initiative, innovation and teamwork are inputs for success. Divas who value only their own skills and results-only leaders are not a cultural fit. Leadership and people: ere are a number of ways Corus invests in its people, such as training, mentoring, open job op- portunities and town halls. Two examples stand out as specifically supporting integration across the organization. e first is a birthday breakfast with the CEO. On the arbitrary basis of month of birth, a group of people from different ages, genders and departments get to know each other and the CEO better and share opinions and insights. e second is the concept of hiring tough to make managing easy. While the individual is valued and recognized, the expecta- tion is skilled individuals work within the broader team to achieve overall success. Process: Oen in the context of people and culture, consid- eration of process is restricted to those related to people man- agement, such as performance, succession and talent. is keeps employees in the dark — they do not know what to expect. Having a proactive, regularly scheduled and known business and strategy process with ongoing participation and outcomes communicated helps employees cope with flux and change. Even in tough times, employee survey results showed Corus employees appreciated hearing about the situation first, rather than reading about it in the Globe and Mail. Place: Corus recognized space is a luxury and expense and should not be wasted. Instead of massive studios and rows of high- walled cubicles, Corus's location represents its values, vision and brand in a very tangible way. e facility is light and open, with glass or low-rise walls where possible, gathering areas for groups, displays of employee art, units recognized in naming and decorating meeting rooms, nearly any spot useable as a studio, and a built-in fun slide. It is designed to create a sense of community, promote pride in both company and individual accomplishment, and to facilitate teamwork. While there are interesting practices in each of the categories above, what stands out is the CEO, with the assistance of human resources, is a key integration resource, choosing not to focus on just one area. For the business to be successful, it must direct all of its resources (cultural, people, budget and business strategy, and real estate) in ways that support its vision. is integration focus at Corus has nurtured a culture that has supported growing through many acquisitions, weathering changes in an uncertain industry, and successfully developing a business niche. Karen Gorsline is SCNetwork's lead commentator on strategic capability and leads HR Initiatives, a consulting practice focused on facilitation and tailored HR initiatives. Toronto-based, she has taught HR planning, held senior roles in strategy and policy, managed a large decentralized HR function and directed a small business. She can be reached at gorslin@pathcom.com. Faculty of Education Centre for Adult Education and Community Outreach