Human Resources Issues for Senior Management
Issue link: https://digital.hrreporter.com/i/699912
CANADIAN HR STRATEGY/23 ployees to reach a breaking point, says Thomas. "I marvel when I go into a workplace where labour relations are really bad and management can't believe it, they're just as- tounded that workers don't like them. Workers resent them," he says. "It's like people don't matter anymore. Everywhere you go, employees are saying, 'They don't care about us. They don't give a s--- about us.' Employers are turning a blind eye to workers' needs, to workloads." In the current labour market, more and more employers are relying on precarious, part-time work, says Thomas. Young em- ployees are becoming disillusioned and these feelings of being unsupported and unvalued by management have a negative im- pact on productivity. Joint labour-management training is a huge step employers can take to improve labour relations and, as a result, improve workplace culture and productivity, he says. Joint training in issues such as effective communication and relationship-build- ing — as well as the development of joint objectives for future improvement — are a concrete way management can address negative feelings in the workplace. If employers are serious about addressing these deep-seeded issues affecting productivity, however, a genuine commitment must be made, says Thomas. "When you reach an agreement, there's got to be a com- mitment on the management side to stick with it and not slide backwards." bonus systems goes a long way to ensure basic needs are met. WORKPLACE CULTURE As engagement and productivity rise, she says, these recognition and bonus programs can be enhanced to further increase employee output. In pushing to understand its workforce, an employer should also continually examine its culture and the role that plays in productivity. "What is your culture? What do you stand for? What is your vision, mission and values? That's another piece that employ- ees will attach themselves to," says LaMere. "If you can engage your employees on this level, it will lower the rates of turnover and absenteeism and really lead to increased productivity and, ultimately, revenue." Managing workplace culture is the most crucial piece of protecting and improving productivity, according to Warren (Smokey) Thomas, president of the Ontario Public Service Employees Union (OPSEU) in Ottawa. "Over the years, in the public service, we've seen front-line numbers diminish. You're trying to make people do more, with less, with fewer people," he says. "What happens is you start to see burnout. People get tired and they make mistakes or they just start to think, 'The hell with it' and they don't work as hard as they can." Pushing workers to maintain productivity, while resources dwindle and co-workers disappear, will eventually cause em- Join the Strategic Capability Network —Exclusivity Without The Price Tag The Strategic Capability Network is a high-level forum for HR and organizational leaders. Our members enjoy provocative monthly programs with inuential thought leaders, CEOs, academics and authors around our core themes of Organizational Effectiveness, Leadership in Action and Strategic Capability. Our low annual membership fee of $225 provides access to all programs, which can be enjoyed live at the National Club, or viewed in our video library shortly after the event. Membership also includes social media development sessions, vibrant social events, and a host of free professional resources via our afliation with HRPS. As a non-prot association driven by senior volunteers, we offer exclusivity without the price tag. www.scnetwork.ca feature/productivity