Canadian HR Reporter

July 11, 2016

Canadian HR Reporter is the national journal of human resource management. It features the latest workplace news, HR best practices, employment law commentary and tools and tips for employers to get the most out of their workforce.

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CANADIAN HR REPORTER July 11, 2016 2 NEWS Recent stories posted on Check the website daily for quick news hits from across Canada and around the world. WEB O N T H E ACROSS CANADA Supreme Court finds in favour of medical workers claiming workplace cancer WCB originally denied applications for compensation benefits Ontario considers mandatory work experience programs for all students High school, post-secondary students may see mandatory co- op programs Bullying, harassment alleged in case of UBC professor Process used to investigate complaints criticized Canadian businesses, economists weigh impact of Brexit vote U.K. one of Canada's top trading and investment partners Cap on proportion of TFW program employees in workforce remains at 20 per cent More changes to be announced later this year: Labour Minister AROUND THE WORLD U.K. politicians say no sense of financial crisis developing Encouraging policymakers 'not to overreact' Arbitrator: Town justified in firing man mourning son Father used up sick, vacation and personal time and leave French police bans Paris protest march amid fears of violence Labour unions set to leads tens of thousands through streets U.K.-dependent U.S. companies downplay 'Brexit' worries Britain fifth-largest buyer in the United States Chile's government, in major defeat, will cease work on key labour reform Some provisions, such as those around striking workers, will go into effect Canadian HR Reporter Roundtable: Drug plans — Past, present & future Canadian HR Reporter recently moderated a roundtable, sponsored by Sun Life Financial, that brought together several experts to discuss the challenges of drug plans and provide possible solutions FEATURED VIDEO Performance management given overhaul by Deloitte 'Millennials find it very stale, bureaucratic, administrative' BY LIZ BERNIER IT can be hard to find an HR professional who is completely happy with his organization's performance management sys- tem — probably because employ- ees dread the process and, quite often, so do managers. Deloitte is no stranger to the is- sue. And since the company was having problems with its perfor- mance management, it smashed the system and completely rein- vented it. e company, which has 8,135 employees in Canada, researched the issue, reinvented it and then shared its insights at a recent To- ronto event. e arrival of millennials in the workplace has really reshaped a lot of different aspects of the workplace, performance manage- ment included, said Patricia Sal- verda, associate partner, national talent and consulting, at Deloitte in Toronto. "Our millennials have com- municated very clearly to us that they're not happy with how we operate our performance man- agement system. ey find it very stale, very bureaucratic, very ad- ministrative, and really not what they're looking for which is all about coaching and develop- ment," she said. "Millennials in our organization represent 49 per cent of our Cana- dian practice… so there are a lot of people who want to see change, and we need to respond to it in order to provide them with an en- vironment that (will retain them)." In sending out engagement sur- veys and constantly doing focus groups, Deloitte received valu- able, constructive feedback from employees, said Salverda. "They can't see the link from performance to career aspirations, they don't under- stand why it has to be done twice a year," she said, adding the company was spending way too much time on all the wrong things. Employees — and millennials in particular — found the per- formance management system impersonal and disengaging, she said. "(ey said), 'You're not talking to me — you're talking about me. And I want you to talk to me,'" said Salverda. at feedback really resonated and made it sound like a huge cul- tural change was in order instead of just a systems change, she said. "Right now, they don't feel like they have any power over the rat- ing that they get — it feels bureau- cratic to them." Time for a redesign e new performance manage- ment design will launch in early September, said Salverda, and it will use technology to provide real-time data to leaders. "What performance manage- ment should really be about is understanding our people… and recognizing and rewarding our folks," she said. But to redesign the system, Deloitte threw away everything it knew or thought it knew about performance management, which allowed the company to start fresh and ask, "What do we really want this experience to be like?" said Amanda Mackenzie, associate director, talent experience at De- loitte in Toronto. "We tried very deliberately to speak in terms of an experience because it is meant to be, day-to- day, very personal," she said. "We've really sort of broken this down under the general guidance of we wanted to fuel performance, we wanted to see performance and ultimately rec- ognize performance. So recog- nizing those overall objectives, it was really about how manage- ment could enable those objec- tives to come to life. So with re- spect to the opportunity to fuel performance, this was all about: How do you continue to keep great people great?" Traditional performance man- agement seems to assume that people have problems, that they LEADERS > pg. 7 Credit: Chris Helgren (Reuters) A worker guides part of a Deloitte sign before its installation on a new office building in downtown Toronto on May 3. The firm is revamping its performance management system to better meet employee preferences — particularly millennials.

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