Resource Magazine

Shaping Organizational Excellence
JANUARY 2016
ResourceShaping Organizational Excellence
APRIL 2016
Resource
About this issue..........................2
President's message..................3
Durham Region innovates..........4
The new Industrial Revolution.....5
Internet & SM: pros & cons.........7
Social media misconduct............8
Innovation & HR policies...........10
Could your job be automated?..12
MentorCity program relaunch...13
Upcoming events.....................13
Continuous improvement.........14
Collaborative innovation...........15
Learning from millennials.........16
Event Photos............................18
INNOVATION AND
TRANSFORMATION

2 · Innovation & Transformation
Resource Magazine - HRPA Durham Chapter
Mailing Address:
105 Consumers Drive, Whitby, ON L1N 1C4
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Editing: Zoë Waller, Editors Canada
Board of Directors
PRESIDENT
Morgan Kerby
PAST PRESIDENT
Tracey Starrett, CHRP
COMMUNICATIONS COMMITTEE
Catherine Claridge, CHRL
MENTORSHIP AND STUDENT
RELATIONS COMMUNITY
Ernest Ogunleye, Chartered MCIPD
PROFESSIONAL DEVELOPMENT
COMMITTEE
Jesse Martell, CHRP
MARKETING & COMMUNITY
PARTNERSHIPS
Stacy Brough, CHRP
MEMBERSHIP COMMITTEE
Michelle Baker, CHRL
TREASURER
Don Sinclair, CHRL
Shaping Organizational Excellence
HRPA Durham chapter has worked
diligently these past few months to
bring you insightful thought leadership
on the vital subject of workplace trans-
formation. Disruptive technologies are
creeping into the workplace and our
homes, and constantly changing not
only how people connect with each
other, but how they manage their busi-
nesses and households. Now more
than ever, HR professionals must man-
age this change in their own roles while
ensuring the rest of the organization
expertly navigates the transformation
as well.
In this issue, Resource Magazine
brings you several interesting and
informative articles on this relevant and
compelling topic. Our experts from the
board of directors have contributed
their perspective on the effects of tech-
nological innovation in the workplace—
and the necessary transformations that
are taking place. You’ll discover what
a study reveals about the jobs most
and least likely to become automated,
as well as the importance of creating
a culture of collaborative innovation.
You’ll also read about the ways in
which our Durham Chapter is practis-
ing innovation, and how the Durham
Region as a whole continues to adapt
to technological change.
With so much technology swirling
around us in the workplace, our
employment law article from Sherrard
Kuzz discusses the importance of
establishing and following a social
media policy to guard against
employee misuse of this important tool.
Mentoring is highlighted as a key method
of sharing innovative ideas and expand-
ing our professional perspectives in the
face of evolving technologies. We also
share exciting news about HRPA’s new
partnership with MentorCity.
We hope that you will find this issue of
Resource Magazine thought provoking
as well as a source of motivation for
facing innovation and transformation
head on. As always, your comments
and suggestions about this issue or
ideas for content you'd like to see in
the future are welcomed at:
communications@hrpadurham.ca.
About this issue
Catherine Claridge, CHRL, Communications Director
CHALLENGE HIERARCHY – David Marquet, former submarine captain and
author of the book Turn the Ship Around disrupted current naval processes by
treating his team as leaders instead of followers. By eschewing hierarchy in his
role and empowering his team, he was able to transform his low performing
ship from worst to first. He did this, in part, by trusting his team and admitting
when he didn't know how to answer their questions. He challenged them to
change their mindset from 'me' to 'we', and to have group accountability for all
successes and failures. When empowering people in this way, he cautions,
training must be provided; otherwise, there can be chaos. This training becomes
a worthy investment as a greater commitment to the success of the team and
the organization.

Resource: Shaping Organizational Excellence · April 2016 · 3
What an exciting time for our chapter! 2016 has started
off wonderfully—I am very proud to announce that the
Durham Chapter has received the HRPAAward
of Excellence for retention in 2015. Member
retention is a key indicator of member engage-
ment, and this award measures the number
of members who have renewed their member-
ships as of November 30th
.
I believe this is the first of many awards to come,
so I extend congratulations to our new board of
directors, our incredible committee volunteers, and to you…
our members!
HR is essential to making innovation happen in an organiza-
tion. When recall that our theme of Innovation, I am
reminded of the constantly evolving HR landscape. I reflect
about how we were once paper-pushers, referred to as
‘personnel’, whereas today we are strate-
gic partners sitting at the table with senior
leaders, making decisions and shaping
our future. I think about Jim McKinnon,
the first president of the Durham Chap-
ter—an incredible man representing what
this chapter was like 34 years ago—how
the board's role has changed and the way
our chapter has evolved since the begin-
ning. We’ve heard it many times, and it is
practically our HR mantra: “The only con-
stant is change.”
From my perspective, innovation is about
technology, automation and being the first
out to market. Innovation is vital for sus-
taining a competitive advantage. Things
are moving at such a fast pace that it’s
sometimes difficult to keep up. But we can
do it. We are adept at managing change and skilled at
strategic thought leadership. Technology is changing so
rapidly that it’s hard to predict the future. With so many
transformational initiatives, as well as the focus on cultural
change, HR is vital to the success of any organization.
Our designations are evolving with the association’s strategy
of a new Competency Framework defining over 200
required functional and enabling competencies at each
of three levels of HR practice. Our previous certification
From the president’s desk:
HR and innovation
Morgan Kerby
framework was almost two decades out of date, and the ability
to assess these competencies is the standard for a Tier 1
regulator like HRPA.
Relevant designations and credibility are vital in a
profession that will only grow in importance as the
workplace becomes more complex. We have seen this
with similar designations such as the Chartered Profes-
sionalAccountant (CPA) and the Project Management
Professional (PMP). The higher standard of designations
demonstrates to the business and to our stakeholders a
new level of commitment to our field of practice. It also increases
employer confidence, as human resources partners are viewed
as competent, strategic, trusted professionals. In May, HRPA
president and CEO Bill Greenhalgh will be visiting Durham
Chapter to speak with us about our strategy, as well as the
importance of our HR designation and the credibility it has gained.
Stayed tuned to hear more about this!
The HRPA is present in our community through the Durham
Chapter. We are dedicated to making a difference, and have
an incredible service offering with a committed board and
volunteers. Our commitment is to bring you invaluable edu-
cation sessions that will assist you in developing your HR
leadership and keep you abreast of HR trends and best
practices. Come out to our events, talk to us, and give us
your comments and suggestions. When you speak, we lis-
ten, and we want to make a difference for you in this rapidly
changing business landscape.
Morgan can be reached at president@hrpadurham.ca.

Durham Region is no stranger to
reorganization. What was once the
industrial epicentre of the Greater
Toronto Area has gone through its own
massive transformation in conjunction
with the restructuring of General
Motors (GM) that first began in the
1990s. The region went from a pre-
dominance of families living well on
incomes from the automotive giant to
an unemployment rate of 11% in
19961
. In an effort to recoup lost rev-
enue, certain industrial and healthcare
organizations either encouraged their
staff to take early retirement packages
or made reductions to work hours.
GM has responded to this economic shift
by redirecting its focus on innovation.
Ontario has a wealth of engineering and
IT talent, a source of which is right
here in Durham, at the University of
Ontario Institute of Technology (UOIT).
Oshawa has been selected for the
location of GM's new engineering
centre where the technologies for its
connected car will be developed. In
his speech to the Oshawa Chamber
of Commerce last summer, General Motors of Canada Vice President, Corpo-
rate Affairs David Paterson predicted that within the next five years, 75 per
cent of GM customers will be wirelessly connected from their vehicle, with their
connected car facilitating connection across vehicles and roads. If he is cor-
rect, the automotive Internet of Things will mean more STEM jobs for the
struggling automaker and a revival of the GM brand in Durham.
Continuing to embrace innovation, UOIT has developed a roster of massive
open online courses (MOOCs) that any student can download from iTunes, with
no limit on the number of registered participants. This new approach to educa-
tion has significant repercussions on the post-secondary education industry, not
only in allowing students more control over their own course load, but in the
amount of faculty required to be physically on the premises. It also means that
distance barriers to education are virtually non-existent, as students can par-
ticipate in MOOCs from anywhere in the world.
Over the last three decades, Durham has been rein-
vented as a region with a strong focus on education,
manufacturing and nuclear power. The population is
predicted to almost double by 2031, which will provide
more opportunity to reinvent the region as a key player
in the GTA economy. w
1 www.12.statcan.gc.ca/census-recensement/2006/dp-pd/92-596/
P1-2.cfm?Lang=eng&T=CSD&PRCODE=35&GeoCode=18013&
GEOLVL=CSD&TID=0
Healthcare innovations
Recently implemented innovations in healthcare in Durham
have reduced wait times for patients, such as Lakeridge
Health's digital pathology program and Rouge Valley Health
Centre's alert system for hip fracture patients. Other health
care organizations in the province are forming partnerships
with innovations centres to faciliate technologic progression
in the industry, notably Saint Elizabeth Health Care's part-
nership with MaRS Discovery District.
Disruptive
technologies and
transformation
in the Durham
Region

"You cannot do today's job with yes-
terday's methods and be in business
tomorrow." Never has this famous
quote been so relevant as it is today.
Vast technological change is rapidly
transforming entire industries, includ-
ing manufacturing and health care—
both of which are vital to Durham
Region's economy. Due to the hyper-
connectivity of the 21st
century, change
is occurring faster than in any of the
previous industrial revolutions in his-
tory. The pace of change is such that
university students are finding the
skills they are acquiring in school
swiftly becoming outdated by the time
they graduate.
Companies that predict, adapt and
execute on this revolution will be the
ones to thrive and set the pace for
others to follow. Colleges and univer-
sities that develop enhanced, dynamic
curriculums will set the groundwork
for the future workforce. HR profes-
sionals who become well acquainted
with this changing landscape and find
ways to enable this evolution in their
organizations will be perceived not
only as trusted advisors, but as vital
change agents.
Durham Region has seen its share of
change since the downturn of the
automotive industry in the late 1990s.
While GM is busy reinventing itself by
the exploration of connected-car tech-
nology—notably receiving Best in Continued on page 6...
Show at the CES (Consumer Electron-
ics Show) 2016 for its electronic and
fully connected Chevrolet Volt—devel-
opment within the surrounding com-
munity continues. Subdivisions to
house commuters unceasingly sprout
up as the long-planned Highway 407
extension extends its reach across the
northern tier of the Greater TorontoArea
(GTA). Trends are pointing toward
major social and demographic changes
for Oshawa, which is currently known
for its labour union presence within
various light industrial companies and
a largely European-Canadian demo-
graphic. The Durham Innovation and
Technology portal reports an estimated
$30 billion planned in infrastructure
investments over the next five to 10
years across the region, supporting
future expansion and development.
By 2031, the region’s population is
expected to grow to around one mil-
lion people.
We are only at the beginning of this
revolution, which is characterized not
only by mass adoption of digital tech-
nologies but by innovations in everything
from energy to biosciences. Business
communities across the GTAare brac-
ing for impact. The human resources
industry finds itself immersed in its own
rebirth, with changes to the professional
designations and their educational
requirements. Uncertainty abounds,
proving to be both exhilarating and
intimidating in equal measure. More
than ever before, there is an urgency
to stay ahead of this transformation
so as to best support our respective
enterprises while they navigate the
ensuing uncertainty.1
The Internet of Things (IoT) is a new
catchphrase that will soon be part of
the common office vernacular. It is
the term coined to describe a giant
network of connected objects—from
obvious items such as cell phones or
wearable devices to upgraded ver-
sions of previously unconnected items
that could include coffee makers or
washing machines. IoT is reinventing
how work is done, who is doing the
work, and even when and where it's
being done.
According to an Accenture survey, 88
per cent of manufacturing executives
say that they do not yet fully under-
stand the underlying business models
of the Internet of Things and its long-
term implications for their industries.
Further, only 40 per cent of the com-
panies surveyed indicated that they
have developed a digital strategy for
IoT. Progressive-minded executives
across the industrial and healthcare
sectors are seeing the potential of
these new technologies and beginning
to pilot their first generation solutions.
Along with GM's award-winning con-
nected car, some examples are smart
The future is here:
ready to jump in?
Taking on the Fourth Industrial Revolution

Qantas Airways Ltd. feels that this
particular skill set is best suited to his
workforce. Independent groups of
enterprising individuals, such as
CodeAcademy and Ladies Learning
Code, are growing increasingly popu-
lar with the desire to keep up to date
with ever-changing technologies and
the accessibility of such training to the
general public at low to no cost; how-
ever, current data doesn't support the
trend of job losses as a possible out-
come of this change. Accenture's
research shows that 55 per cent of
executives plan to form partnerships
with universities in order to groom the
talent needed. The integration of data
and tools means that much of the cur-
rent industrial software—which requires
users to interact with numerous sys-
tems and screens to accomplish even
basic tasks, creating sizeable time inef-
ficiencies—can now be focused more
on performing core job responsibilities.
Luddites can rest easy. Deloitte econ-
omists recently studied U.K. census
data covering a span of 144 years.
The findings? Over this long period,
technology has actually created more
jobs than it has destroyed. Fewer
people were employed in strenuous
physical tasks or in out-dated sectors,
while more were hired in rising sectors
such as automotive or IT, thus driving
demand for more specialized labour.
Healthcare is a perfect illustration of
this: according to the 2011 census,
there are 26 times as many nurses
now as there were in 1871. Alan Pons,
president at Deloitte France suggests
that artificial intelligence will substitute
routine work and will also enhance
glasses that combine data from various
sources and 3D-viewing to transform
the quality, productivity and safety of
workers on the factory floor, and hos-
pitals that have transformed into acute-
care ecosystems with interconnected
communication and telemetry infra-
structures. Clearly, the implications of
the Fourth Industrial Revolution are
profound—from enhancing efficiencies
to saving lives, and from creating mean-
ingful jobs to providing better steward-
ship of the natural environment.
Out of this interconnectivity arises the
question of privacy—and it is a valid
one. How does an organization employ
these enhancements while preserving
the privacy of its workforce and the
public? Higher and more demanding
standards could ensure that employ-
ees, consumers and citizens have con-
fidence in business models that depend
on the sharing of their personal data.
On June 18, 2015, the Digital Privacy
Act (Bill S-4) received RoyalAssent and
is now law in Canada. The amended
language of the bill holds organizations
accountable for confirming that the
users of its websites, products, and
services fully understand what they are
reading and agreeing to, by ensuring
that clear, simple language is used and
that valid consents are obtained from
‘vulnerable’ users. Read about the
Digital Privacy Act.
Other concerns are emerging with
respect to skill gaps and job losses.
The need for STEM (science, technol-
ogy, engineering, and mathematics)
program graduates is on the increase,
and individuals with skilled talent such
as data scientists are in very high
demand. Another notable trend is the
arrival of university graduates in the
job market with double degrees. Qan-
tas has a relationship with universities
to recruit double-degree majors such
as aero engineering and computer
programming. Bertrand Masson, Man-
ager Aircraft Performance and Fleet,
knowledge workers’ capabilities, thus
allowing them to engage in more com-
plex and value-adding tasks. For
instance, nurses could free up more time
to morally support patients if a cognitive
system would help them observe com-
plex treatment guidelines. In many fields,
advanced analytics will amplify—not
replace—human intelligence for more
effective decision-making.
While this compelling industry meta-
morphosis promises to change the
workplace forever, much of it will be
for the better. The integration of sys-
tems and availability of increased data
will not only greatly improve productivity
and help leaders make better business
decisions, but has the potential to
improve environmental safety. One
such example is the ability to identify
an equipment failure early, before it
becomes a catastrophic event.Another
is a machine that can detect when an
employee isn’t properly trained, and
will shut down in response. The days
of injuries and worker's compensation
issues, as well as compliance breaches
could well be forever behind us.
Change is constant, and the key sectors
in Durham Region are no exception
to this rule. Yesterday's methods will
very soon be irrelevant, but it’s not
necessary to batten down the hatches
and brace for layoffs and sweeping
department eliminations. Instead, it
would behoove attentive and percep-
tive human resources professionals
not only to be ahead of these looming
changes, but to take what is now being
termed ‘disruptive action’. Dramatically
different thinking and approaches to
matters such as hiring processes, per-
formance reviews and role structures
...continued from page 5
The Internet of Things Means Business
How smart services are disrupting the manufacturing industry
Humans-machines: It is not a race but a climbing (and we are roped together)

Internet connectivity is a revolutionary
transformation that has swept through
workplace communications and busi-
ness transactions over the past several
years. Initially introduced to manage
primarily administrative functions such
as electronic filing, computers are no
longer standalone instruments. Today,
a variety of Internet-capable devices
such as smartphones and tablets allow
workers to easily access the web from
anywhere with an Internet connection.
Workplace communications have
evolved in many different ways. Grad-
uating from inter-office mail chutes to
electronic mail, face-to-face meetings
to video conferencing, and the tele-
phone to instant messaging, the way
we connect with one other in the work-
place has never been more efficient.
The Internet has served to streamline
how information is exchanged and how
we perform business-related functions
such as research, media monitoring
and banking.
As such, there is a high risk that this
activity could disrupt both workplace
operations and data privacy unless
employers carefully regulate Internet
use by its workers. Policies for use of
electronic media establish codes of
conduct that workers must follow when
using company systems during work
hours and when offsite. These policies
may include restrictions on specific
websites that aren't deemed to be
work-appropriate, and are prohibited
from being accessed on company
time. They may also cover guidelines
on when, if at all, an employee is
allowed to visit social networking sites
or check personal email while at work.
The need to have clear, strictly
enforced Internet communication
policies in the workplace is no longer
a precaution, but an absolute neces-
sity. An organization without such
policies firmly in place is opening itself
to imminent legal ramifications should
a worker's online activities compro-
mise the integrity of the company's
confidential information or result in
workplace harassment or discrimina-
tion. The scope of employment laws
and employer liability for harassment
and discrimination now extends
beyond a company's physical location
and include information exchanged
on the Internet during a worker's per-
sonal time. The onus lies with the
employer to take any preventative or
corrective action necessary related to
the Internet activity of its workforce at
large, no matter where employees are
accessing it.
HR professionals can act to protect
their organizations by not only imple-
menting policies for Internet and
social media use by employees, but
also by enforcing these policies quickly
and consistently, along with the regu-
lar monitoring of social media and
Internet use. The article in this issue
provided by Sherrard Kuzz offers help-
ful guidelines on how to ensure that
an organization is protected and can
defend the requirement of taking
action to terminate employees who
infringe on the accepted guidelines
for Internet and social media use. w
will be necessary to adapt to how the
Fourth Industrial Revolution recon-
structs workplaces.At this year's HRPA
Annual Conference, several ‘disruptors’
challenged current perspectives on HR
professionals managing human capital
practices.
A paradigm shift is now essential to
not only survive the transformations
we are starting to encounter in the
workplace, but to thrive with them and
take our industries through the 21st
century. Those of us who can antici-
pate and react quickly to adopt and
execute strategies aligned with these
new workplace enhancements will
continue to thrive along with their orga-
nization and achieve the common goal
of preserving the public interest in the
Durham Region and beyond. w
1 www.linkedin.com/pulse/digital-disrup-
tion-has-only-just-begun-pi
Internet and social media: pros and
cons for workplaces
ELIMINATING PERFORMANCE
RANKINGS – Neuroscientist Dr. David
Rock's keynote address at the 2016
HRPA Conference included surprising
data on how employee engagement
levels can drop up to 85 per cent
immediately following annual perfor-
mance reviews and stay at this
reduced level for several months after-
ward. His team's research is focused
on bringing neuroscientific knowledge
into the areas of leadership develop-
ment, management training, change
management, education, consulting
and coaching, to develop better lead-
ers and managers. Eli Lilly, Accenture,
Kelly Services, and other companies
have already eliminated the practice
of performance ranking for employees
who are meeting or exceeding expec-
tations. Dr. Rock suggests that rankings
could be preserved in PIP processes
for lower-performing employees, with
the objective of encouraging better
performance rather than taking a
punitive approach.

nology is positive. Studies suggest that
access to the Internet during business
hours can reduce workplace productiv-
ity by up to 40 per cent, as employees
turn their minds from work to social
interaction and play. Workplace bully-
ing and harassment is also on the rise,
due in part to the ability of colleagues
to reach each other secretly via the
Internet rather than publically at the
water cooler. Further, the anonymity
of the Internet has enabled many a
malevolent blogger and tweeter—often
an employee—to destroy products,
brands, and entire companies.
The Internet and social media have
changed our world. Communications—
which 20 years ago took days if not
weeks to make their way through a
workplace—now take mere seconds
to reach tens, hundreds, and even mil-
lions of people around the world.
Theoretically, this unprecedented
access to information should mean
that we are better informed and more
productive than we were in any previ-
ous generation. But are we?
Human resource professionals know
that not every aspect of this new tech-
Fortunately, much of this behaviour
can be minimized when employees
understand the parameters and con-
sequences of Internet misconduct. To
this end, we can divide Internet mis-
conduct into two categories:
1. Misconduct while on the job (e.g.,
excessive personal use of the Inter-
net and/or accessing prohibited sites
during work hours, etc.), and
2. Misconduct that may take place out-
side of the workplace (e.g., offensive,
irresponsible, defamatory blogging,
tweeting, harassment, etc.).
The first form of employee Internet
misconduct is the easier of the two to
identify and discipline. Relatively sim-
ple technology allows employers to
track time spent online, sites accessed,
Reigning in employee misuse
of Internet and social media
Sherrard Kuzz LLP, Employment & Labour Lawyers

and content downloaded or uploaded.
If misconduct is identified, it can and
should be dealt with appropriately.
The second form of misconduct can
be more problematic. Canadian courts
and adjudicators have traditionally
drawn a line between an employee’s
work and private life, declining to
uphold discipline for ‘off-duty’ conduct
where there is no clear connection to
the workplace. In some cases, that
connection is obvious—for example,
where the company is criticized publi-
cally. In other cases, the line is not as
clear. Consider the case of the tragic
death of high school student Amanda
Todd. In the aftermath of her suicide
following relentless bullying and
harassment, an employee of a retail
store in Ontario, a man with no appar-
ent connection to Ms. Todd, posted to
Facebook the comment: “Thank God
this b---- is dead.” A Calgary woman
tracking Facebook comments about
Ms. Todd saw the posting, and when
she viewed the poster’s online profile
saw the name of his employer. She
reported the posting to the employer
who immediately fired the man because
the posting was contrary to the employ-
er’s values and the poster could be
publicly identified as its employee.
Was the man’s posting sufficiently
connected to the workplace to justify
his termination? We may never know,
as the case has not been adjudicated.
It is, however, a thought-provoking
example of how online comments, even
ones not directly related to the work-
place, can have a workplace impact.
What then are the steps that can be
taken to minimize the risk to business
caused by employee misuse of tech-
nology and social media?
Step 1: Have an Internet Use and
Social Media Policy
A clear, direct Internet and Social
Media Policy is essential as a means
of communicating to employees the
limits of acceptable online communica-
tion and conduct. When and how to
introduce a policy into the employment
relationship (or amend an existing
policy), depends on several factors,
which should be discussed with expe-
rienced employment counsel.
At the very least, an effective Internet
Use and Social Media Policy should
outline permitted and prohibited uses
of workplace technology and social
media. This includes advising or
reminding employees of the following:
• They should have no expectation of
privacy as it relates to the use of
company technology.
• The employer has the right to mon-
itor computer usage within and about
the workplace.
• The employer monitors social net-
working sites (if accurate).
• The limits to Internet use during work
time (Total prohibition is rarely rea-
sonable or practical.)
• Online communications may be
seen by anyone (including the
employer, co-workers and members
of the public).
• The prohibition on publishing negative
comments, not only about the
employer, other employees, or cus-
tomers, but any comments that may
negatively affect the employer’s
reputation (e.g., defamatory, offen-
sive, threatening, harassing, etc.)
Continued on page 17...
• The prohibition on disclosing con-
fidential information about the
company, employees or customers
• Applicable, companion policies,
such as harassment, confidentiality,
conflicts of interest and privacy, etc.
• The process for addressing complaints
• That violation of the policy may result
in discipline, up to and including ter-
mination for cause
Step 2: Monitor usage
An employee who believes that Internet
misconduct cannot be seen has less
of an incentive to behave, which is why
monitoring Internet and social media
use inside and outside of the work-
place is the second essential step.
Inside the workplace requires the
implementation of technology that has
been available for years, and is not
expensive. This technology can track
time spent online, sites accessed, and
content downloaded and/or uploaded
(e.g., confidential company informa-
tion, or personal customer or employee
information).
Outside the workplace, technology
provides the ability to monitor public
social media communications around
the world, identifying those which fit a

mance ratings and promotions—have
far less impact on actual performance
and collaborative activity than tradi-
tionally thought. The Deloitte survey
found that the outcome can actually
be negative. This is where innovation
is needed. Based on the changing
nature of technology and the world of
work, how can innovative policies and
practices be created and adopted to
support employees through this chang-
ing landscape?
Deloitte states that people are the
heart of our organizations, yet many
HR practices remain based on out-
dated organizational designs. The
examination of the current policies and
practices of HR programs should
review the following: the reasons for
developing these policies and
practices, the reasons for
establishing them, and whether
they are still the right fit for the
organization. This begs the
question: Do organizations
have a mechanism in place to
review policies and programs
in order to enable adaptation
to changing employee needs
and industry demands?
The Deloitte report proposes that HR
should take a fresh look at evidence-
T
he ever-changing landscape of
the working environment and the
evolving needs of employees are
becoming increasingly apparent as
technology continues to transform
industries and the way work is per-
formed. The Deloitte Global Human
Capital Trends Survey published in
2015 states that global organizations
today must navigate a “new world of
work”—one that requires a dramatic
change in strategies for leadership,
talent, and human resources. An
important trend revealed by the 2015
Global Human Capital Trends report
is that organizations are recognizing
the need to focus on culture to
improve employee engagement. The
power of intrinsic motivation is
being examined.
HR leaders can improve business
performance by recognizing that tra-
ditional reward-based policies—such
as incentive pay, goal setting, perfor-
based HR. Practices, policies and
programs should be designed to reflect
HR’s best understanding of human
psychology. Human resources pro-
grams, in the manner of all business
programs, should be tested and vali-
dated. This changes the way human
resources professionals have tradition-
ally performed their work. With a shift
in people practices, HR practices must
also shift to adapt. HR professionals
need to arm themselves by being for-
ward thinking and agile, anticipating the
changes and adapting to prepare the
organization for them. This mindset will
further support employee engagement,
and thereby the attraction and retention
of employees.
Flexible work and unlimited vacation
are two common themes that have
emerged with advancements in tech-
nology and the fuzzy lines between
work and home life. The Toronto Star
recently interviewed and reported on
Canadian tech companies that are
introducing unlimited paid vacation
policies. While these progressive
policies are not ideal for all organiza-
tions, certain CEOs are adopting the
model, trusting that employees will get
the work done. CEO Jeff Booth of Build
Direct in Vancouver has adopted this
Work is changing:
Are HR policies
keeping pace?
Intrinsic motivation is an internal form of
motivation—striving toward a goal for per-
sonal satisfaction or accomplishment.
Stacy Brough, Director of Marketing and Community Partnerships

Motivated by the mission to advocate excellence in HR leadership and to
provide opportunities for professional development and advancement, the
Durham Chapter is endeavouring to keep members current on new trends
in the industry. The marketing and community partnerships committee con-
tinues to build the connection into the local business industry and develop
a stronger understanding of the needs of those businesses from an HR
perspective. The committee is working to get out in the community to better
understand the needs of the industry and businesses operating in the region.
That information will help to provide HRPA Durham Chapter members with
professional development opportunities that align with the current trends and
needs of industries within the region. Additionally, building partnerships within
the region will allow the businesses to rely on the many services that
the chapter can provide in support.
• offers them opportunity to learn and
grow, and
• provides colleagues and supervisors
that respect them.
What type of intrinsic motivation might
arise from adopting policies such as
flexible work and unlimited vacation
policies? The role of HR leaders is to
recognize these trends and support
organizations to embrace the new way
of working. It is essential to understand
the needs of companies within specific
industries and to adapt policies to sup-
port changing work environments.
Naturally, questions will arise: Is this
right for the organization? What legal
concerns and implications must be
considered? HR professionals should
keep in mind that each organization
is unique and experimentation will be
required to nail the execution. w
Bersin, J., Dimple, A., Pelster, B., Schwartz,
J, (2015). Deloitte Global Human Capital
Trends Report. Leading in the new world
of work. www2.deloitte.com/us/en/pages/
human-capital/articles/introduction-human-
capital-trends.html
Lu, V., (2016). Go ahead, take all the vacation
you need. The Toronto Star. www.thestar.
com/business/2016/02/16/canadian-tech-
companies-newest-innovation-unlimited-
paid-vacation.html
policy, believing it’s the right thing for
the company’s employees. Instead of
measuring hours of work, Build Direct
measures quality of output. While there
are still rules, and employees are lim-
ited to taking no more four consecutive
weeks, the CEO feels that by trusting
employees like owners, that trust is
paid right back—employees act like
owners. Julian Barling, Borden Chair
of Leadership at Smith School of Busi-
ness comments that the traditional
model of limiting vacation days was
built on fear that people would escape
the workplace. “We need to shift that
traditional mindset to really change the
nature of work and providing trust and
autonomy to our employees.”
Think about what motivates
your employees for superior
performance.
According to the Deloitte Human Capital
Survey, it turns out that extrinsic moti-
vation is not really what drives superior
performance. In fact, it is intrinsic moti-
vation and the desire to do a job for
its inherent rewards that drives such
performance.
Through this survey, Deloitte found
that people want work that
• is challenging and engaging,
• enables them to exercise some dis-
cretion and control over what they do,
By the
numbers
of Canadian enter-
prises had a website
in 2013, virtually unchanged from
the previous year.
of larger enterprises
had a website.
www.statcan.gc.ca/daily-quotidien/140611/
dq140611a-eng.htm
of Canadian enter-
prises completed or
returned tax forms online in 2013.
made an online
payment to a gov-
ernment organization.
applied for grants or
benefits online.
Medium- and large-sized firms were
more likely than their smaller coun-
terparts to have done each of these
activities.
www.statcan.gc.ca/daily-quotidien/140611/
dq140611a-eng.htm
new jobs in computer science and
information technology are expected
to be added between 2008 and
2018, according to the U.S. Bureau
of Labor Statistics. Statisticians pre-
dict the technology field will expand
exponentially because of the
demand for state-of-the-art technol-
ogy products.
smallbusiness.chron.com/technology-impact-
ing-changes-21st-century-workplace-3357.html
Email Stacy for more
information or to get involved:
communityrelationsandmarketing@hrpadurham.ca.
46%
46%
36%
6%
785,000+
91%

for others—which involve empathy—
as crucial job components. Roles
requiring employees to think on their
feet and come up with creative and
original ideas also hold a significant
advantage in the face of automation.
Further, occupations involving tasks
that require a high degree of social
intelligence and negotiating skills,
(such as the managerial positions men-
tioned above) are considerably less
likely to be replaced by machines,
according to the study. So jobs that
involve negotiation, aiding or caring
for others and quick problem solving
do not appear to be on the verge of a
computer takeover.
On the other hand, jobs that are
characterized by standardized and
repetitive tasks are very likely to
become automated, according to the
same study. The occupation of tele-
marketer is the most at risk, followed
A
ccording to a research study
released by Oxford University
and Deloitte in the United King-
dom, approximately 35 per cent of jobs
in the U.K. will be automated in the
next two decades. Using the study’s
analysis model, the position of Human
Resources Industrial Relations Officer
was reviewed for its likelihood of
being automated. This job had only
a 24 per cent chance of becoming
completely computerized, ranking 242nd
out of 366 jobs1
. The study also found
that HR managerial jobs, along with
managerial jobs in general, were less
likely to be computerized, at 32 per cent
or 225th
out of 366 jobs. These statistics
indicate the unlikelihood of HR positions
becoming completely computerized.
Additionally, the study shows that
health care and social workers are
among the least likely occupations to
be taken over, with assisting and caring
Contact Ernest at:
education@hrpadurham.ca.
by typist/keyboard worker, legal sec-
retary and financial accounts manager.
HR professionals can take from the
study the finding that jobs requiring
the ‘human factor’ will continue to be
performed by humans in the future
workplace. As the service sector con-
tinues to expand and new positions
continue to be invented, human
resources will to play an important role
in navigating and exploring a wonder-
ful and emerging world of new jobs. w
1. The full study originally contained 702 jobs.
Ernest Ogunleye, Chartered MCIPD, Director of Mentorship and Student Relations Committee
How likely is your job to
become automated?
U.K. study reveals trends

This April, HRPA Durham Chapter will officially launch its
partnership program with MentorCity with a goal to have
50 members register for the launch. This technology will
be instrumental in helping members of all levels to learn,
develop and grow more effectively in their HR careers.
To find out more, visit the HRPA Durham Mentoring Pro-
gram page. w
How can the HR profession and the workforce be better
prepared for the ongoing changes and innovations dis-
cussed in this issue? Colleges and universities, appren-
ticeships, on-the-job training, accredited third parties,
self-directed learning and coaching are all options. But
today, technology is assisting in the delivery and scope
of an invaluable learning experience—mentoring.
MentorCity specializes in software for the collaborative
use of mentors and mentees. Through this software, the
need for both parties to be in the same geographical area
has been removed, creating a much wider pool of mentors
and mentees. The likelihood of a more exact match for
both parties is increased. The mentoring duo (mentor and
mentee) can choose to meet face-to-face but can still
work effectively together without doing so—with tools such
as telephone, texting, email and Skype serving to keep
the communication channels open. Participation now
includes HRPA chapters in Ottawa, Durham Region, York
Region and Cornwall and District.
HRPADurham Chapter is extremely happy to announce
its participation in the MentorCity program, beginning
in April 2016.
HRPA forms a partnership with MentorCity
Wednesday, April 13, 2016
10:00 a.m.
Career Networking Group:
Self Branding Using Social Media
Wednesday, April 27, 2016
5:00 p.m.
Career Networking Group:
Interview Prep/Coaching
Wednesday, May 11, 2016
5:00 p.m.
Annual Business Meeting and
Recognition Event
Friday, June 10, 2016
Employment Law Full-Day Conference
Registration coming soon!
Follow this link for more information and to register for any of these events.
UPCOMING EVENTS

Among its goals this year, the member-
ship committee aims to working closely
with HRPAto collaborate on best prac-
tices already in place at other chapters,
and to network with other membership
directors to share innovative strategies
for increasing membership and retain-
ing members. In addition, the commit-
tee will look for ways to directly target
local businesses, by forming partner-
ships with the chambers of commerce
and boards of trade in the region to
promote the value of HRPA member-
ship.
The committee has also adapted to
the membership's needs by now offer-
ing the Career Networking Group
(CNG) in four intensive sessions, as
opposed to the previous offering of six.
Each session is two hours in duration,
Innovation has emerged as an important
business strategy for any company
attempting to stay ahead of the compe-
tition, especially in an era of fast-paced,
constantly changing technology. Innova-
tion is embedded in many corporate
cultures through the company’s core
values, competency profiles and recog-
nition programs. It may also be reflected
in the company’s mission and vision
statements. For example, The Walt
Disney Company’s corporate mission
and vision statement is:
“…to be one of the world's leading
producers and providers of enter-
tainment and information. Using
our portfolio of brands to differ-
entiate our content, services
and consumer products, we
seek to develop the most cre-
ative, innovative and profitable
entertainment experiences and
related products in the world."
This mission statement speaks to
innovation while informing consumers
about the company's products and
services and how they differ from their
competitors. It also signals to the job
seeker the company’s main objectives:
building the employer’s brand and
reputation and supporting the goal to
attract top quality talent.
In the spirit of innovation, the Durham
Chapter aims to be recognized as a
thought leader on human resources-
related issues within the region's
business communities. To accomplish
this in the year ahead, the membership
committee will embrace innovation and
consider new and different ways to
increase the membership and volun-
teer base. The chapter was recognized
in 2015 by HRPA with the Chapter of
Excellence Retention Award—an
accomplishment certainly to be proud
of and to strive for in the years to come.
covering all the same topics as the pre-
vious six sessions, but delivered in a
more timely fashion for job seekers. The
sessions are designed to help you be
innovative in your job search and set
you apart from the rest! To register for
a CNG session visit Durham Chapter’s
website.
Each volunteer on the membership
committee looks forward to the busy
year ahead. The Durham Chapter is
committed to continuous improvement,
and is well positioned to provide extra
value to our membership by harnessing
the power of innovative thinking! w
Contact Michelle and
the membership
committee at: member-
ship@hrpadurham.ca.
Innovation and continuous improvement
Michelle Baker, CHRL, Membership Director

percentage of population over 65.
Baby Boomers, born between 1946
and 1964, make up 25 per cent of
today’s workforce and are reaching
retirement. They will make up just 8
per cent of the workforce by 2025. This
is very relevant in the Durham Region.
According to the 2011 census, boom-
ers (those adults between the ages of
45 and 64) made up 29.3 per cent of
Durham's population—the largest
demographic by far. Durham's propor-
tion of people in this age group is
slightly higher than that of the other
GTA municipalities and the provincial
and national levels. York Region had
the GTA's second highest percentage
of boomers at 28.9 per
cent. There are six gen-
erations in this society
today, and the workplace
is undergoing significant
intergenerational transi-
tion with Gen Y and Gen
Z set to comprise over
60 per cent of the work-
force in the next decade.
Participation
Female participation in the workforce
has been increasing in the Durham
Region, and this trend will continue in
the years ahead. Everyone will also
be working later in life, with the retire-
ment age being pushed later. Due to
the impact of our aging population,
however, the overall participation rate
Arecent TED Talk by social researcher
and a next-gen expert Claire Madden
suggests that we are living through a
rare period in history in which massive
demographic and social shifts are
combining with huge technological
advances that will change society dra-
matically. The speed, scale and scope
of change will, within just a few
decades, render the workplace forever
different. The machine age and artifi-
cial intelligence will have monumental
consequences, but Madden adds
another dimension that is important
for all leaders to understand. Despite
technological disruption, people will
still live in a human-to-human (H2H)
world, while the workplace of the future
will be transformed from what is famil-
iar to us today.
Here are insights and staggering facts
that every leader in the Durham Region
needs to know: Individuals of Gen-
eration Z, today’s school and university
students, are projected to have an
estimated 17 jobs across five careers
in their lifetime—and many will be
working in jobs and sectors that don’t
even exist yet. In addition, there are
overarching demographic and social
trends that will influence the workplace
of the future—population, participation
and productivity.
Population
Many nations are on the brink of mas-
sive aging, with acceleration in the
The future of workplace culture
is collaborative innovation
Jesse Martell, CHRP, Professional Development Committee Director
of people aged 15 to 64 will decline in
the years ahead, from 65.1 per cent
today to 62.4 per cent in 2055. The
impact of this aging population is
reflected in the ratio of workers to retir-
ees in our nation. In 1975, there were
15 people of working age (aged 15 to
64) for every retirement-age couple
(aged 65+). Today there are just nine
people of working age for every retire-
ment-age couple, and by 2055 it is
projected to be almost 5.4 people of
traditional working age for every retire-
ment-age couple.
Productivity
With the declining workforce ratio, there
will be greater demands for productiv-
ity from our labour force and the need
to do more with less to support an
ever-increasing aging population. Pro-
ductivity and output have been
increasing—the Intergenerational
Report outlines that for every hour an
Australian works today, twice as many
goods and services are produced than
in the early 1970s. A key contributor to
this has been technology, which has
enabled greater efficiencies.
The intersection of technology, innova-
tion and collaboration, and productivity
will be maximized not only by the effec-
tive utilization of technol-
ogy, but by organizations
and people who can inno-
vate, and communities
that collaborate. From the
accommodation sector
being transformed by
AirBnB, to transport by
Uber, and higher educa-
tion with Durham College
and UOIT offering
MOOCs (massive open
online courses), it is the intersection
of these three factors—technology,
innovation and collaboration— that is
transforming sectors in the Durham
Region. Effective organizations, brands
and workplaces of the future will under-
stand the opportunity of optimizing use
Continued on page 17...

and technical skills that can help the
workforce to keep up.
A new era is approaching in the work-
place. With Baby Boomers about to
retire in large numbers, many positions
will become vacant, leading to a vast
reorganization within workplaces
across the country. This situation pres-
ents an opportunity for growth and
development that cannot be missed.
The workplace needs to embrace the
younger generation because of its
special relationship with technology.
The rapid growth of the societal depen-
dency on technology will only continue
to progress in the future. Those who
have had technology engrained into
their way of life since childhood hold
the keys to creative and exciting ideas,
solutions, and innovations.
As narcissistic as this generation is
described to be, its members definitely
don’t have all the answers—being still
young, inexperienced, and in need of
the guidance and development that
comes from the more experienced
senior colleagues and managers. Tra-
Millennials, Gen Y, Echo Boom-
ers… whatever you want to call us,
we’re here, we’re many, and we’ve
got lots to bring to the table. We
have grown up with technology,
and therefore have a relationship
with it unlike any other generation
in the workforce. In our relatively
short lives, we have not only wit-
nessed incredible technological
advances, but have experienced
them personally, as they have be-
come effortlessly integrated into
our daily routines.
Millennials are now at the pivotal point
of completing studies and entering the
workforce. With this coming of age,
they are finally arriving into the real
world, officially as grownups, to realize
the rest of their exciting, mysterious
futures. Uniquely equipped with tech-
nology, they bring to the market new
demands that need to be met. This
generation drives the demand for inno-
vation while possessing the creative
ditional mentoring is an amazing way
to facilitate development, but can also
allow for a two-way sharing of ideas
and offerings. Reverse mentoring
allows the younger group to take its own
unique experience with technology to
the workplace, and share its knowledge
with other generations. This creates
development on both sides that ben-
efits the workforce as a whole.
All the members of a good team must
cooperate to help one other improve
upon weaknesses and optimize
strengths. For strong and effective
teamwork in the workplace, all voices
must be heard. Technology is moving
quickly, and so must the technologi-
cally adept. Millennials have great
skills and ideas that are relevant in
today’s world, and it is an ideal time
to be open to them.
Fresh into the real world with so much
still to learn, we’ve got a lot to offer. The
workforce might just
be able to learn
something worth-
while from us too. w
Tech-savvy
generation
benefits the
workforce
Gillian Leask, Commerce Student, UOIT
Gillian Leask

profile the employer determines it wants
or needs to track. For example, an
employer may determine that it should
be alerted every time the organization’s
name is mentioned in a public tweet,
blog or social media forum.
In both cases, whether tracking activity
from within or outside the organization,
it is important to implement methods
that are the least intrusive necessary
to achieve reasonable business ends.
Step 3: Implement and enforce
Even the best written policy is of little
significance if not implemented properly.
In our experience, a well-implemented
policy has four key components:
3. Relevance: Management and
employees should be educated on
how and why the policy is relevant
to and will apply to their day-to-day
responsibilities.
4. Proportionality: The impact of the
policy must be reasonable and ratio-
nal—neither overreaching nor
attempting to attain a ‘gold standard’
that may not be necessary.
5. Consistency: The policy must be
applied consistently and fairly so
as not to lose credibility within the
workplace.
6. Flexibility: The policy must be a living
document, able to adapt to and
reflect the organization’s business
realities, as they may change from
time to time.
Final Thoughts
For better or for worse, the Internet
and social media have become a work-
place reality. The objective for human
resource professionals is to harness
the benefits of this exciting technology,
while at the same time protect the busi-
ness from the dangers. This can be
accomplished by having a clear and
unambiguous Internet and social
media policy, monitoring Internet and
social media usage as it relates to the
workplace, and enforcing the Internet
and social media policy consistently
and fairly.
To learn more and/or for assistance
developing and implement an Internet
and Social Media Policy tailored to
your organization, contact a member
of the Sherrard Kuzz LLP team.
Sherrard Kuzz LLP, is one of Can-
ada’s leading employment and
labour law firms, representing
management. Our lawyers can be
reached at 416-603-0700 (Main),
416-420-0738 (24 Hour) or by visiting
www.sherrardkuzz.com.
The information contained in this article is
provided for general information purposes only
and does not constitute legal or other profession-
al advice. Reading this article does not create a
lawyer-client relationship. Readers are advised
to seek specific legal advice from Sherrard Kuzz
LLP (or other legal counsel) in relation to any
decision or course of action contemplated. w
CORRECTING LABOUR MARKET
'MISMATCHES' –At the 2016 HRPA
Conference, Benjamin Tal, Deputy
Chief Economist at CIBC, spoke
compellingly about concerns with the
current labour market and its effect
on HR. The disruptive trends he is
seeing in the financial services
industry include the increase of
value-adding services, self employ-
ment and transformative technology.
Canada's employment quality index
is on a downward curve. We are the
most educated country in the world,
however while we have the most
MBAs we also hold another record:
most of our highly educated people
are unemployed. He believes that
two things need to change drastically
in order to improve this predica-
ment—colleges and universities
must work together, and our present
immigration policy needs revamping.
He believes that we have all the talent
we need, but we're setting up unnec-
essary obstacles to acquiring it.
of technologies, fostering innovation
and embracing collaboration.
Collaborative Leadership
Traditional leadership models have
been based on position, hierarchy,
command and control. Whilst leader-
ship remains essential, the styles of
leadership to which the emerging
generations respond best will be
those that foster a context for them
to connect, create and contribute.
Effective leaders of the future are
those who can effectively create a
culture of collaborative innovation.
A culture of collaborative innovation
requires focusing on the people, not only
the process, and on shaping a team,
not just spending on technologies. It
requires building upon a foundation of
shared values such as humility, respect
and honesty. Productivity and outcomes
will continue to be high priorities in the
workplace of the future. Leaders and
managers in the Durham Regions will
continue to shift their focus from the
process to developing people, with trans-
formational leadership. This will create
vibrant healthy, dynamic workplace com-
munities, with employees thriving in a
culture of collaborative innovation. This
is how productivity, innovation and
desired output will be generated.
View Claire Madden’s TEDx Talk on
Creating a culture of collaborative
innovation. w
Follert,J.(2012).AlmostonethirdofDurham's
population is baby boomers. Retrieved Feb-
ruary 13th, 2016 from www.durhamregion.
com/news-story/3505644-almost-one-third-
of-durham-s-population-is-baby-boomers/
Hughes, T. J. (2015). The Future of Work-
place Culture Is Collaborative Innova-
tion. Retrieved February 12, 2016 from
www.linkedin.com/pulse/future-workplace-
culture-collaborative-innovation-tony-j-
hughes?trk=pulse-det-nav_art.
Jesse can be reached at:
ProfessionalDevelopment-
Director@hrpadurham.ca.
...continued from page 15, Workplace culture...continued from page 9, Employee Internet misuse

The HRPA board of directors enjoys
the HRPA conference in January.
UOIT students interview Morgan about HR.
Morgan congratulates Ernest on his election
to vice president of the Durham Chapter.
HRPA Durham out and about
Morgan and Ernest attend the Connect Women event
sponsored by the Whitby Chamber of Commerce.
Durham Chapter donates funds
to HR Student Associations.
Linda Morgan presents Communicate to
Motivate at the February Breakfast Series event.

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