The Management Trilogy

During the Covid-19 Pandemic, managers have been hard-pressed to pivot to a virtual style of leading their teams. Even where the work of their teams does not lend itself to ‘work at home’ strategies, nevertheless a greater reliance on the use of virtual tools has emerged. So how are you doing with that?

Managers have to provide leadership for their teams across three domains. We call this The Management Trilogy, consisting of three overlapping areas:

Daily Management is a set of management processes whereby you and your team control and improve your mission-critical processes and cultivate your team values. This is where you, as a manager, LEAD WITH VALUES.

Crisis Management is a set of management processes whereby you and your team plan for, deal with and manage the aftermath of disruptive and unexpected events. These events threaten to harm the organization, its staff, customers and stakeholders, and the communities it serves. This is where you, as a manager, LEAD WITH VALOR.

Strategic Management is a set of management processes whereby you and your team plan for, move towards, and create your future. This is where you, as a manager, LEAD WITH VISION.

Of course, it’s rarely as simple as that. Whilst engaging in Daily Management, you can be hit with a crisis or indeed crises, such as Covid-19 and more. And at the same time, your team’s vision of a desirable future gets shelved until things ‘get back to normal’, whatever that is! And you have to manage all of this virtually!

It’s simple, but not easy. Here are a few tips to help you navigate these challenges:

TIP #!: Know yourself – in the intersection of these three domains, you will experience many different emotions. Managing your emotions will be key, as will leading with values. Knowing your personal and professional values will create a strong foundation for helping others understand their emotions and values.

Tip #2: Know your team members – Understanding what motivates your team members, and how they deal with the pressures and conflicts that arise between you, they and other team members will be crucial to maintaining a balanced and cohesive team.

Tip #3: Know your manager – Understanding your manager and their stressors will go a long way towards creating a strong working relationship between the two of you, which will stand you in good stead when you need your manager’s support.

If you would like to learn more about The Management Trilogy and the tools and techniques you can utilize virtually to achieve success, contact me at [email protected] or by calling 1-877-432-8182 (local in Edmonton 780-432-8182).

Brian Ward,

CEO, Affinity Consulting and Training

Edmonton

 

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Feedback is the key to Engagement

We live and work in an age where feedback is necessary to secure employee engagement.  Study after study demonstrate up to 68% of the American workforce is disengaged.  Approximately 50% are unengaged and an incredible 17% are actively disengaged.[1]   Yikes.

Disengagement means lower levels of productivity, less revenue and higher incidents of weaker culture.  As noted by Gallup: Organizations with higher rates of “…engagement realize substantially better customer engagement, higher productivity, better retention, fewer accidents, and 21% higher profitability.”[2]

Disengagement is an illness that spreads rapidly when tolerated or left unaddressed. 

Why?  Several reasons:

1.   People that “pick up the slack” and generate the work product compensating for the lack of production by the disengaged feel underappreciated.  These employees are, essentially, punished for others being disengaged.  Employees who make up for the productivity of their disengaged colleagues eventually get frustrated and, not altogether unsurprisingly, tend to leave their employer.  Losing disengaged people is one thing, losing hard-working, go-getters is unacceptable for any organization;

2.   Disengaged employees are permitted to continue such disengagement – thus, repeating a vicious cycle where such behavior is encouraged if not altogether promoted.  Obviously, no organization wants to see this happen and yet it does. (As discussed above, such behavior requires the engaged workforce to over-work and drives up rates of attrition); and

3.   Management and ownership experience increasing levels of frustration, anxiety and concern over lower productivity, less revenue and higher levels of attrition.  81% of companies report turnover is a “costly problem” and 63% say retaining employees is actually more difficult than hiring people.[3]

How can ownership stem the tide?  How does an organization encourage and develop engagement?

One, simple word.

Feedback.  Gather feedback.  Analyze feedback.  Appreciate feedback.  Employ feedback to make more effective and objective decisions.

Feedback falls into three general categories – positive, negative and somewhere in between (often referred to as “constructive criticism”).  Management and ownership might not like all the feedback (especially the negative) received, but the process of gathering, analyzing and utilizing feedback helps strengthen culture within the workplace and improve rates of engagement.

A word of caution – if an organization is going through the valuable exercise of gathering meaningful feedback from their people, the organization must use it.  It is also important to gather enough feedback to make it statistically relevant (no need to act immediately after first gathering feedback).  When trends are identified in a given employee’s conduct and interaction with, or net impact on, others on a team or organization-wide level, action must be taken by management.

For an organization to preach the importance of feedback, stress participation in gathering feedback and then do nothing with the data collected can be more damaging than not caring about feedback at all.

Gathering and using feedback effectively can change the face of any organization.  Ripple Analytics Inc. is a cloud-based platform that empowers companies to gather and analyze feedback from their people.  Check us out at www.ripplecrew.com.  Give us a try!

 

Why we are qualified to write the blog:   Noah L. Pusey – [email protected] – is the President & CEO of Ripple Analytics Inc.   For over twenty (20) years, Noah has been building teams and developing employees at various companies.  As a result, he has participated in corporate America’s flawed annual review process and has set out to fix it.  He knows what works, what doesn’t and why.  See more about Ripple at www.ripplecrew.com.

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Code Enforcement with AccessE11

The mandate of municipal government is to provide access to civic amenities and to ensure that residents follow the local laws and ordinances adopted by City Council.

In general, there are operating processes in place to monitor and enforce these municipal codes. However, it is often the residents themselves that witness and report code violations, at which point the municipality’s responsibility is to initiate an investigation and resolve the situation. When this occurs, there are additional complexities involved, with many municipalities struggling to track and meet their service targets to address citizen-initiated complaints. Any departments responsible for code enforcement must triage citizen complaints across a diverse range of property maintenance, parking, noise, nuisance and other issues. Then, activities must be coordinated with officers in the field, all actions tracked, and any documents consolidated until compliance is reached.

Using the AccessE11 service request management platform, multiple municipalities have streamlined and automated their code enforcement approach, making it effortless for staff to capture citizen complaints, assign the right team, resolve the underlying issues, institute centralized tracking and record keeping, and easily report on issues individually or on an aggregated basis.

Capturing Code Issues

Increasingly, residents expect to be able to interact with their municipality in the same way they do private-sector organizations via multiple channels, and this applies equally to code enforcement.

In light of this, AccessE11 has created a platform that allows citizens to report their concerns online, by email, and using integrated mobile apps. Categorization of each violation by category (permit issue, graffiti, trash & debris, noise etc.) is completely flexible, and geolocation of the issue and inclusion of pictures/other details is simple.

Once reported, the software automatically creates a case to track the issue, acknowledges receipt to the citizen, sets follow-up and due dates, and routes the case to a specific staff member. Moreover, it immediately makes the information available in configurable dashboards, embedded maps and reports to provide a centralized, cohesive view of all past and ongoing code enforcement activities.

Processing Citizen Issues

Inspections are an integral part of the resolution process and, to that end, code enforcement officers are provided with an up to date and prioritized view of the complaints they need to follow-up with the AccessE11 mobile app for staff. Depending on whether or not a violation is observed, an officer on location can close the case immediately, or further document it with corrective actions and a date for a follow-up inspection if required.

Some municipalities also use code sweeps within delimited geographical areas as a proactive means of enhancing the safety, cleanliness and conditions of a neighbourhood. In this scenario, officers can create cases for tracking purposes directly using the mobile app. All relevant information is seamlessly and centrally logged with no need for the officer to visit the municipal office simply to enter data.

From the time an issue is reported through to closure, departmental managers, assigned staff and, to an appropriate extent, the reporting citizen are kept informed with automated, real-time notifications. Code enforcement teams are able to work seamlessly and avoid crossed wires. The reporting citizen can also get updates on their concern at any time by visiting AccessE11’s citizen-facing portal.

Operational Effectiveness

Citizens demand services from municipalities, but they also expect them to use tax dollars wisely. Authorities have a duty to avoid waste wherever possible and act in the public interest.

To that end, they need systems that allow them to make informed decisions and measure the success of their activities. AccessE11’s platform allows code enforcement departments to visualize and report on valuable data, letting them make evidence-based decisions. Managers can prioritize tasks, collect data on current and historic trends, measure against service targets, and gauge the effectiveness of the municipality’s response to issues. This data-driven approach enables managers to get a better handle on the overall efficacy of their teams, as well as the productivity of individual members.

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Ontario State of Emergency Returns – What You Need to Know

Municipal Employer Update – State of Emergency Returns

Further to Premier Ford’s announcement January 12th, the Province is returning to a State of Emergency, effective Thursday, January 14th. Though public health measures and restrictions have been in place throughout the pandemic, Ontario has not been in a State of Emergency since July 24, 2020.

 

We note below only the changes that will come into place Thursday (all current Grey Zone lockdown measures remain in effect as now).  These measures will continue until at least February 11, 2021: 

  1. Employers must ensure that employees who can complete their work from home do so.  Employees are not to attend work unless the nature of their work requires them to be on-site at the workplace (for example manufacturers, retailers offering curbside pick-up etc.)
  2. For employees that must attend work, face masks are mandatory in all workplaces even in instances where physical distancing can be maintained.  Masks must be worn outdoors if the workplace does not allow for 2m (6’) of distancing.
  3. Outdoor gatherings are reduced from a maximum of 10 people to 5 people.
  4. Schools will remain closed until February 10 in Windsor, Toronto, Peel, York and Hamilton regions.
  5. Previously announced school re-openings remain as scheduled until further notice.
  6. Daycares remain open to non-school age children.
  7. Retailer and restaurants may provide services as they do now but may only remain open from 7am to 8pm (liquor, beer stores, 9am to 8pm).  Reduced capacity restrictions are being applied to big box stores.
  8. The 7 a.m. to 8 p.m. restriction does not apply to grocery stores, pharmacies and health care facilities.
  9. Car dealers may remain open by appointment only (as now) but only between 7am and 8pm.
  10. Non-essential construction is restricted, including below-grade construction, except for surveying.

Importantly, Ontario has not imposed a general curfew on citizens (as Quebec elected to do by forbidding citizens from being outside their home after 8pm without an essential reason).



As always, if you have questions or need assistance, please contact our offices anytime (while we are working virtually, emails and phones are being monitored at all times).  New developments are expected and we will continue to keep you updated.



SHRP LIMITED

925-550 Skyway Drive (Airport Road)

Peterborough,  Ontario  K9J 0E7

705-400-714 | [email protected]

www.savinohrp.ca | www.hrlive.ca

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Covid-19 Increases HungerCount

 

The Covid-19 economy has reduced quality of life for many impacted by the pandemic. Individuals struggling with food security and mental health will increase. Innovative digital solutions can help collect data and apply data science to provide guidance on how best to manage the crisis with the resources in your community using proactive strategies that cost less and deliver better outcomes.

The Institute for Smarter Government can show you how.

Food Banks Canada monitors hunger across Canada each year with data collected from 4,934 organizations. There were over 1 million visits to Canadian foodbanks in 2019 delivering over 5.5 million meals. This was an increase of 47% over 2018. The pandemic will accelerate visits to the foodbank in 2020 and 2021 with an increase in mental health concerns at the same time.

In 2019, 57% of those requiring help with food were on social assistance, 48% came from a single adult household. One in eight were unemployed.

When Food Banks Canada annual survey HungerCount 2019 asked agencies what their clients’ main reason was for accessing a food bank, clients shared that their social assistance or benefits were too low. They had low or delayed wages. Some had lost their job and were unemployed or did not have enough hours. These four areas of concern accounted for 80% of those individuals requiring assistance from a food bank.

That was in 2019. With Covid in 2020 and now 2021, the economy will hit those living on the edge the hardest. Many families and single adults have less household income. Unemployment and reduced hours with lower pay will greatly accelerate the number of single adults and families arriving at the food bank in 2020/2021.

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Foodbanks HungerCount 2019

There are over 1.1 million Canadians receiving welfare and over 2 million if you include those with disabilities and mental health issues. The Canada Community Health Survey shows food insecurity has a statistically significant relationship with mental health variables.

The connection between food insecurity and mental health is greater with single person households now accounting for 48% of all households served. One in three of the single adults lives in poverty. Since 2016, seniors over 65 mostly with fixed incomes requiring an expansive array of expensive medications have increased visits to the food bank by nearly 30%.

Close to one in five single adults experiences food insecurity and many of those need support from a food bank to make ends meet. Many within this group have mental health issues that are exacerbated by poverty and low income. Many have mental health issues that go untreated for lack of supports available to them, are stuck in a cycle of inadequate social assistance or disability-related supports, or have lost a job and have nowhere to turn for new training and education programs to re-enter the workforce.

When the rent and wage subsidies transition back to the pre-covid economy, the need for food bank support will increase. Mental health and a range of other human service issues will surge.

Food Banks Canada will conduct research March 2021, across the nation to collect data from each community. Short term solutions will help address the immediate need for food while longer term solutions will focus on policy and try to address the question why. #BellLetsTalk offers some great Covid 19 resources to help everyone get through this together.

Canada is now seeing over 8,000 new case of the coronavirus each day. This is four times the rate when the pandemic started in 2020. Vaccines will help reduce transmission. This will take time.

Each community needs to understand how best to serve their population with the resources at hand. Innovative digital solutions can help begin collecting data in a client centric manner that makes it easier to apply analytics and create prescriptive programs that deliver better outcomes for less.

The Canada Healthy Communities Initiative makes it possible for every community to apply for Infrastructure Canada funding starting January 2021.

Be smart and get ahead of the Covid crisis. #Buildbackbetter Find out how to submit your proposal for funding at February webinar. Details will be posted shortly.

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Our 2021 Wage Outlook

A Challenging Year Ahead

While Canadian and global stock markets reach new records week, after week (at least at the time of this writing!), employment, inflation and interest rates tell a very different story.

Employment insurance claims at of the end October were up 200% versus the same timeframe last year.  Interest rates are negligible, and the Consumer Price Index, while rising modestly in November (+1.0%) was a mere +0.7% in October — a reference point used in many collective agreements and other compensation plans as a benchmark for 2021 wage increases.

Despite overwhelming government stimulus, it appears that some employers will face cost pressures and may have difficulty maintaining their budgets as the economy slowly recovers. Downward revisions to pay increases in the coming months is expected.

In the last quarter, more than 36 per cent of Canadian organizations froze salaries for 2020, compared to a pre-COVID forecast of just 2% per cent, and this trend is likely to hold true for the coming year.  In fact, almost half of employers are uncertain about what to do in 2021 and 13% plan to continue salary freezes in 2021, while 6% of employers will be looking to reduce wages.

Not since the 2008 financial crisis have we seen average base salary increases drop below 2%.

Union workforces are being hit particularly hard. Negotiated wages for 2020 came in at 1.7 per cent, compared to 1.9 per cent in 2019. Looking to 2021, negotiated wage increases are expected to fall further to 1.6 per cent or lower.

Alberta, historically a region with the strongest wage growth, will also continue its slide below trendlines at 1.7 per cent, the lowest among Canadian provinces and territories.

Not all employers are freezing salaries. Many sectors are experiencing strong demand, and recruitment in a number of job classifications remains competitive.  Among employers who are considering wage bumps, the average pay increase for non-unionized employees in Canada is projected to be 2.1 per cent next year, according to the Conference Board of Canada.

Other bright spots include those working in waste management and remediation services where projections are a rosy 3% cent increase while those in utilities will see a 2.4 per cent increase. Professionals in finance and insurance, scientific and technical services as well as wholesale trade can expect increases of 2.2 per cent.

By sector, salary projections for 2021 are highest among Crown corporations at 2.5 per cent.

The recovery will be uneven. Industries that lend themselves well to remote work, or that were shut down for only short periods, will recover quickly. Other sectors, such as recreation, accommodation and food services will recover much more slowly, with employment levels not returning to their pre-pandemic levels presumably until vaccine campaigns are more widely available in late 2021.

 

We Are Your HR Department

We look after your Policy Manual, Employment Agreements, government-mandated compliance training and more.  We have you covered – we are your HR Department.  SHRP provides full-service HR support including Job Evaluation and Pay Equity planning in addition to best-in-class Human Resources solutions on a project or ongoing basis with our exclusive HRLive platform.  Contact us today for a free demonstration and start the development of a results-oriented HR strategy for your municipality.

 

Matthew Savino, B.A. LL.B., C.H.R.E.

Managing Partner, SHRP Limited

925-550 Skyway Drive, Peterborough, ON K9J 0E7

[email protected] | www.hrlive.ca | 705-400-7145

————————–

Sources:

-Statistics Canada

-Morneau Shepell “Salary Projection 2021” Survey

-Conference Board of Canada “Compensation Planning Outlook 2021”

-Canadian Payroll Association

-Willis Towers Watson

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How Will You Deliver Effective Training in 2021?

What is the most important HR training topic for 2021?

If you are an HR Leader or CAO, how will you invest your Learning and Development budget to get the maximum benefit for your team? Read on to see how over 1000 HR and L/D professionals answered this question. Their answers may surprise you.

graph on training topics for 2021

 

These topics are crucial to the well being of organizations and their staff. There is an underlying challenge that many HR professionals face. This is, in part, due to the challenges presented by COVID-19 and the various restrictions and changes brought about by the pandemic.

The Blanchard survey found a number of themes emerging among HR Professionals. These are:          

  • Successfully making the shift to virtual and online learning
  • Helping a workforce struggling emotionally with implications of COVID-19 and working remotely
  • Concerns about their L&D jobs

Do you agree with these, and the ranking order?

In many ways, these challenges can create a ‘Perfect Storm”. Many organizations were unprepared to make the shift to online learning, and as a result, the effectiveness of this mode of Learning and Development is suspect. In fact, the respondents indicated that while 53% of their training is now done virtually, many felt that it was less effective than in-person training.

How do you feel about the effectiveness of your transition to online training?

Given the constraints and challenges many smaller Municipal HR Departments face, it raises the question of how to effectively provide the training necessary. Many HR Departments are already facing the challenge of providing basic training, without the added challenge of having to pivot this online. Over 60% of the respondents said that a lack of the resources, and proficiency in developing eLearning resources, would be major constraints.

How will you pivot your training, and ensure that you continue to provide the best results?

One solution is to look to support professionals who have the training material and are equipped to provide high-quality online resources to help meet your targets for 2021.

If you would like more information, feel free to contact me to see how we can help you deliver top-quality training during this challenging season.

Email me at [email protected]

*Statistics and other information taken from The Ken Blanchard Company’s Report 2021 Trends: Learning and Development in a COVID World

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Physical Security Risk: know how to assess it

 

Many small to medium sized business (and even large enterprise businesses)  and government, have limited budgets, let alone spending a lot on risk and security.

Before you do go and spend a lot of capital on risk and security mitigation measures (aka security cameras, access control, bars and locks, lighting, training, fencing, etc.), you need to know what you’re buying for.

That is, you need to know what risks you are addressing.

Risk dial

Having a Risk Assessment completed on your municipality narrows the focus of your spending and aligns your purchasing with the specific types of risk and security mitigation measures you need.

To get a little technical…Risk assessment is the overall process of risk identification, risk analysis and risk evaluation. It involves the process of identifying internal and external threats and vulnerabilities, identifying the probability and impact of an event arising from such threats or vulnerabilities, defining critical functions necessary to continue the organization’s operations, defining the controls in place necessary to reduce exposure and evaluating the cost of such controls.

That is a mouthful. Let us break this down a bit.

If you have a threat, but there is no vulnerability, then there is no risk.

If you have a vulnerability but no threat, no risk.

Perhaps something many can relate to, you went online and purchased some products, and they are set to be delivered to your home. And no, we are not going to discuss online security…a topic for another day perhaps.

The packages are delivered to your home. But because of your daily routine, errands, off to the office, or shop, you are not always home. The shiny object is the packages just delivered. The vulnerability or sometimes referred to as a gap, is you are not home, and the packages now sit on your front step unattended. The threat, someone will take those packages right from your front step.

So, going back to the assessment. The key is once you know what your largest threats are (and yes you need to be able to determine that), it is important that you take action (implement risk and security mitigation measures) to lower your vulnerability.

Why not eliminate the vulnerability?

Great question, thanks for asking.

Eliminating the vulnerability may not always be possible.

Some business sectors and industries simply have built-in threats. But, if we focus on lowering the vulnerability, we lower the risk of a loss.

The assessment is complete, and we have identified risks. The next important step is finding the risk and security measures that are going to be the most effective in mitigating the identified risk. These measures come in all different shapes and sizes, video surveillance, locks and safes, lighting, security focused training, etc.

Where in doubt, reach out to us or find your trusted Independent Risk and Security consultant.

Yes, we highlighted Independent. That is definitely a topic for another day.

It all starts with a conversation.

We can Help.

Plan the Work. Work the Plan.

Should your Municipality need assistance, contact Michael White Group today, and we will be happy to answer your questions or provide quotations.

 

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Are You In the Zone?

Interpreting the Province’s Covid-19 Safety Zones

Everyone is becoming more familiar with the Ontario government’s colour-coded system to illustrate the level of restrictions being implemented in each region’s public health unit to limit the spread of Covid-19.

The province and public health units are doing a great job providing guidance, communication, and online resources to understand these requirements. However, it can still be confusing to navigate as each health unit independently moves its region through different restriction levels and in some cases adds additional requirements beyond the baseline measures established at the provincial level.  This is creating a changing landscape of restrictions which will vary based upon industry and/or location. 

In the case of municipalities with community centres, recreation facilities and arenas, additional distancing, safety plan and hygiene measures are required. And in some instances, a regional health unit may issue additional ‘recommendations’ that are not otherwise required in equivalent safety zones but are urged to promote safety.  For example, some health units are now recommending that municipalities introduce measures to prevent attendance by organizations and persons from areas with higher rates of COVID-19 transmission than their own region.  For example, the Peterborough Public Health unit (currently a Yellow Zone) has issued such an advisory to municipalities in its region urging such a restriction on organizations booking facilities from outside their Zone (this would cover anyone looking to book a facility who is coming from a Zone currently designated by public Health authorities as Orange, Red or Grey).

A common requirement for employers in Yellow or higher levels of restriction is the implementation of a “Safety Plan”. While it is only required if your organization fits into a specific category (namely, restaurants, bars and food or drink establishments, sports and recreational facilities, meeting and event spaces, retail businesses located in malls, personal care services, gaming establishments, cinemas and performing arts facilities), we have already seen this requirement expanded in some regions.

For example, if your organization isn’t within one of the above categories, a Safety Plan is not strictly required, however some public health units (such as Durham Region) have required Safety Plans for all retailers in their Red Zone, not just those within shopping malls.  This is a higher standard than the provincial baseline but one that employers must remain informed about.  Of course if your region enters a Grey (Lockdown) Zone you must have a Safety Plan in place regardless of sector.

For these reasons, you may want to draft a Safety Plan even if your organization does not require one at this point in time.  While health authorities always try to give advance warning, sometimes the rapid development of a region’s transmission rate or transmission pattern requires action with very little notice. A downloadable Safety Plan template is available here: https://www.ontario.ca/page/develop-your-covid-19-workplace-safety-plan.

While the recent arrival of vaccines brings hope, the road to safe recovery still remains long.  In the meantime, we are all well advised to follow the Scout’s motto.  Be prepared.

Not sure if your Municipality is Protected?

We look after your Policy Manual, Employment Agreements, government-mandated compliance training and more.  We have you covered – we are Your HR Department.  SHRP provides full-service Human Resources support including Job Evaluation and Pay Equity planning in addition to best-in-class HR solutions and management consulting services on a project, or ongoing basis.

Contact us anytime.

Matthew Savino, B.A., LL.B., C.H.R.E.

Managing Partner & Senior Consultant

SHRP LIMITED

925-550 Skyway Drive (Airport Road)

Peterborough,  Ontario  K9J 0E7

705-400-7145

[email protected]

www.savinohrp.ca | www.hrlive.ca

 

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A Municipality’s Culture: Performance-Values Management

This cloud-based Human Resources Information System (HRIS) platform is two dimensional.  Specifically, the municipality’s Performance Expectations and also the municipality’s Cultural, Behavioural, and Values Expectations.

This HRIS platform measures and focuses on an employee and/or manager successfully achieving the municipality’s performance expectations and also their alignment with the culture, values, behavior expectations of the organization.

This, information-rich HRIS provides a centralized, user friendly, comprehensive system of employee information to provide managers and employees with several dimensions of support and develop progress information such as their individual action plan and goal management; 360 degree feedback; individual modifications required; recognition and celebration of their achievements; and several other key performance indicators (KPI) critical to achieving one’s fullest potential in the organization as an employee and/or manager during their employment journey or during onboarding.

The result is to achieve continuous feedback to facilitate clarity of purpose, understanding, and the integration of a plan of action between a manager and an employee; inspiring staff since they feel engaged, supported, and coached on becoming more successful; employees feeling that their viewpoints are respected during a development and coaching process; increases employee workplace satisfaction; increases retention of high performers; identification of areas where an employees needs support to become more successful within the organization; and provides a “Performance-Values Matrix” diagram showing an employee and their manager where the employee is positioned on achieving the performance expectations and the cultural/values/behavioural expectations of the municipality.

 

 

If you would like more information, feel free to contact me or visit the Cultural Tools tab of our website https://crossculturalconnecting.com where additional information is provided as well as a link to a demonstration video.

Bill Dennis, B.Com., MBA, CSP(Distinction)

President & CEO, Cultural & Generational Training                                                         

Burlington, Ontario     

[email protected]    https://crossculturalconnecting.com   

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