Canadian HR Reporter

CANADIAN HR REPORTER May 16, 2016 6 NEWS HR Manager's Guide to Employment Files and Information Management: Legislation and Best Practices uniquely addresses the management of all types of employee information throughout the employment lifecycle, from recruitment to termination. Employment information and documentation management carries legal requirements that protect an organization from litigation, and are essential to the creation of sound policies for efficient, effective, and ethical business practices. Easy to read and understand, this new guide provides Human Resources professionals and others who deal with employee files, either electronically or in paper format, with: • Key legislation and emerging case law • Best practices in the areas of privacy, records retention, human resources information systems (HRIS), and information security • Practical guidance, tools and templates, such as sample policies • Information on all Canadian jurisdictions Know your legal obligations in managing employee files Available risk-free for 30 days Order online: www.carswell.com Call Toll-Free: 1-800-387-5164 In Toronto: 416-609-3800 Order # 986618-65203 $70 Softcover approx. 100 pages April 2015 978-0-7798-6618-2 Shipping and handling are extra. Price(s) subject to change without notice and subject to applicable taxes. 00228VC-A49657-E98872 New Publication HR Manager's Guide to Employment Files and Information Management: Legislation and Best Practices A Canadian HR Reporter Special Report Howard A. Levitt, B.A., LL.B., and Tanya Neitzert, B.A., CHRP Brought to you by: don't help them unleash, they're going to go somewhere else." Employees take the lead IKEA was also trying to enhance the connection between perfor- mance and development, and ensure co-workers "take the lead" in their personal development, ac- cording to Bobko. "We talked a little bit about, in this process, 'You do a little, we do a little.' We talked about that from a customer perspective but we also talked about that from our co-worker perspective. We abso- lutely want to commit to all of our co-workers around their own de- velopment and their own oppor- tunities, but it's equally important that they're doing some of the work as well to really understand what it is that they're requiring to further grow their career, or really where their interests or talents, per se, may lie," he said. "We want them to do some of the work in really defining their path and we're happy to support along the way, and we're looking for them to clarify for us what it is that they're curious about or where they need that educational support." In the absence of a clear path within an organization or a clear commitment by an employer to invest in employees, there is this sense in today's gig economy that it's each person for himself, said Hopkins. "And if I'm going to have to manage what gig I get next, whether it's going to be in this company or the next, I'm going to go for what's best for me as an in- dividual as opposed to what's best for me and my company," she said. "Increasingly, employees are being given the message that real- ly it's up to them, and they need to manage their careers. As a young person, I'd be looking for corpora- tions that do have an open-door policy and are investing in me as an employee and are prepared to take that risk because they're confident that they really are the best employer, and they can back that up." It's about being "organization- supported, leader-facilitated and employee-driven," said Kirton. e old days saw people sit back and look to the company to look after them and plan their career with steps and progression, when there was a lot of hierarchy, she said. "In today's world, that's all gone away, and really it's up to the in- dividual to manage their own ca- reer," she said. "Your organization is growing and evolving, and if you're not growing and learning, it's not just that you're standing still, you're kind of going backwards because it's going forward." In the end, if employees are growing and contributing, that's got to drive business results bet- ter, said Kirton. "When you see those teams energized, positive teams, a lot of it is because they are growing and contributing." And there's a growing connec- tion between wellness and the stress and anxiety found in the labour market, said Hopkins. "If employees do feel like they matter to their company as individuals and that they're supported in their advancement, there's a clear impact on wellness as well." IKEA < pg. 2 Paths defined "In today's world, it's really up to the individual to manage their own career." Credit: IKEA Canada

• Cover