Canadian HR Strategy

28 executive Series digest hrreporter.com Successful Companies Begin With Successful Leaders . Give Your Leaders the Skills They Need to Succeed 1-800-663-7305 info@NiagaraInstitute.com NiagaraInstitute.com • Public Programs • Client Solutions • Executive Coaching • Applied Research • Advisory Services Contact us to get your copy of the Public Program schedule! FREE DOWNLOAD ! Leverage the strengths and skills of your workforce—learn the dynamics of knowledge transfer. Bridging the Gaps: How to Transfer Knowledge in Today's Multigenerational Workplace outlines 15 methods for facilitating the flow of information and insight from those who have it to those who need it. Download your FREE copy today (value of $695) at www.e-library.ca. paN am GamES strategy — about 30 per cent of the work- force meet at least one employment eq- uity category — combined with a rigorous performance management system, salary increases and thorough training and devel- opment keep engagement high. e organizational culture is a positive one — very collaborative, with a focus on on-the-job professional development, said Osutei. "It does give staff an opportunity to ex- plore opportunities outside of their typi- cal box," she said. "We want to make sure that leadership opportunities within the Games… are spread to the broadest num- ber of people possible." To get involved in the games, visit www.toronto2015.org/volunteer. For strategy, run your own race (Strategic capability) By Karen Gorsline o rganizing and operating the Toronto 2015 Pan Am and Para- pan Am Games presents a unique challenge. e sheer scale, the variety of the sports events and the countries represented, the visibility and the fi xed timelines are enough to impress any plan- ner. But emulating the strategy — and applying it to your own orga- nization — should be approached with caution. As impressive as the eff ort around the Games is, it's important to consider that some things just don't transfer well. Sustainability: e Pan Am Games and Parapan Am Games operation has a limited timeframe — from start to fi nish, it's about three years. While the Games organizing commitee is concerned with building capability in the local and sports community, they do not have to take into consideration longer lifespan issues such as ongoing employee engagement during day-to-day operations and ongoing fi nancial well-being. In organizational terms, the Games are basically a project: ey have a beginning, a middle and an end. Contingent workforce: Most organizations today have some form of contingent workforce. e prediction is this will increase as organizations evolve into becoming more virtual. However, no organization anticipates the contingent talent will work for free. e profi le of the Pan Am Games and the culture of volunteerism in sport makes this possible. ere are a few organizations such as hospitals or charities that can and do tap into this type of arrange- ment but — as seen with recent developments and reactions with regard to unpaid interns — there is less tolerance these days for un- paid work. Talent and career: Organizations can't and don't want to rely on

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