muniBLOG: Training

Pandemic/Epidemic Business toolKIT

We are deeply focused on keeping your employees, customers, and suppliers safe while working, visiting, or conducting business at your facilities and supporting your business operations.

The Michael White Group International and Hilt International Security have partnered together in order to create a dynamic resource that is continuously growing, developing, and being  revised to keep you informed of the latest requirements, new best practices, and procedures.

As we all continue to navigate our  ‘new normal’, we have tapped into our global resources to develop a toolKIT that lays out processes to raise awareness of new health and well-being protocols and potentially helpful practices for cross-functional teamwork, operating discipline, and training for employees.

While it is not a one-size-fits-all approach, the Pandemic/Epidemic Business toolKIT includes practical recommendations, based on guidelines from Health Canada and World Health Organization, that could be tailored for different  businesses (when required) to address various scenarios they may face when returning to work. Regular updates will be made to the toolKIT based on real-time feedback. The toolkit covers a wide range of topics, including:

•      Step-by-step guides for setting up a pandemic response team

•      Cleaning and disinfection procedures

•      Staggering shifts and lunch breaks and other physical distancing strategies

•      On-site health screening

•      Protocols for isolating employees who become ill at work

•      & more.

This has been a difficult time for everyone, and re-establishing a workplace where employees feel comfortable performing their jobs safely is a multi-faceted challenge. It is our hope that by developing and providing this resource we can help your organization accomplish and adapt to the new operating protocols in today’s still ever challenging conditions.

Should your Municipality be open to exploring the need, whilst accessing our  toolKIT to assist you during  the re-opening, and re-populating of your facilities, contact Michael White Group International today, and in partnership with Hilt International Security we will be happy to assist.

 

 

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Understanding & Managing People from Different Cultures

During the past 20+ years, Canada’s demographics have change significantly and now we are one of the world’s most multicultural societies.

Toronto is the most multicultural city in the world. Ontario has the largest number of foreign-born residence (29.1%). British Columbia is the most ethnically diverse province in Canada. (Source: 2016 Census).

Canada’s 2016 Census also reported that the country’s multicultural population is slightly larger than the French-Canadian population.

Canada’s rich large multicultural mosaic of residents means that increasingly municipal employees find them interacting with individuals from different cultures. However, the only culture most of us really understand is our own culture.

Culturally different individuals can have different expectations, values, beliefs, communication styles, etiquette rules, etc.

Therefore, as municipal employees, understanding individuals from different countries and cultures can be a relevant and an increasingly valuable skill.

An individual’s cultural background is a very powerful force which shapes them into who they become as an adult.

An individual’s cultural biases and predispositions are automatic. They are usually unconscious to them until they interact with someone from a different culture.

An individual’s cultural background is their “way of life”; how they “see things”; how they feel comfortable or uncomfortable being treated; and it can stir positive and negative emotions when someone else is seen as being respectful and culturally sensitive ….or lacking that interpersonal skill.

Cross-cultural awareness and sensitivity skills can be an important skill for municipal employees in today’s multicultural Canada.
For example, mainstream Canadians usually value individuals who are informative and “to-the-point”. However, to people from some Asian countries being “to-the-point” is seen as being overly aggressive.

Another example is that mainstream Canadians tend to feel more trusting to someone maintaining eye contact while speaking with them. However, to individuals from some Asian cultures, such as Japanese people, direct eye contact is seen as rude an intrusive.
Mistakenly a mainstream Canadian would think they are having a good conversation with good eye contact.

Please join my Zoom webinar “Understanding & Managing People from Different Cultures” at 10:00 am on Wednesday, April 29th. *Meeting ID: 530 952 397

It will explain a number of key cross-cultural area such as the “visible” and “invisible” culture of a culturally different individual; how being a “good manager” to a mainstream Canadian can be seen “poor management” by people from a different culture; etc.

Thank You,

Bill Dennis, B.Com., MBA, CSP(Distinction)                                                                                                                                    President & CEO,                                                                                                                                                                       Cultural & Generational Training                                                                                                                                                Burlington, Ontario
Tel: 905-599-6365                                                                                                                                                                       e-Mail: [email protected] or [email protected]
Website: crossculturalconnecting.com or culturalselling.com

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Ensuring Due Diligence and Cost-Effectiveness While Working on a Budget and Under the Public Microscope.

Staff Training – Bylaw Officer Training and Accreditation.

Ensuring due diligence and cost effectiveness while working on a budget and under the public microscope.

As a court recognized “Subject Matter Expert” (S.M.E.) in the training of Provincial Officers, Bylaw Officers and Police Officers, I am often called to testify as to what is or isn’t an acceptable level of training and give opinions on policy and procedural issues surrounding enforcement.

In a series of coming articles I will discuss a number of different issues surrounding the training and operational deployment of Bylaw Officers, particularly Parking Bylaw, Animal Control and General Duties Bylaw Officers/Inspectors within Municipalities. This will include comments on standards (best practices) and what constitutes proper due diligence.

To train or not to train; this is the question!

In the words of the ancient Huna tradition: “In all things you must pay attention, or you will pay later with pain.” Ouch.

My quote is this: “There is only one thing more painful that training someone and they leave; and that is that you don’t train them and they stay.” Free advice from a guy who in court a lot and seen the outcomes.

Here are a few facts before we start just for context:

1. There is NO mandatory training required by legislation in most Provinces or Territories in Canada
to become a general duties Bylaw or Municipal Bylaw Enforcement Officer appointed to enforce Parking,
Property Standards or Animal Control. (Building Inspectors and other specialty trades do have standards and
training.)

2. There is also NO government mandated course training standard for “certification,” or “accreditation” for
non-college delivered courses. Colleges must meet the requirements of their legislation in order to issue
“certificates of achievement” to graduates. There is no consistency within college programs and courses can
vary in length and cost. No two courses deliver the same identical content even if they carry the same
module/content names.

3. Bylaw Officer training courses are currently offered to the public via Colleges or by *private vendors in
addition to any job specific courses delivered in house by the employer. (* Provincial Associations training
programs are included as private vendors as they are not a sanctioned arm of the government nor usually
listed as private career colleges.)

4. ANY training is only as good as the credentials of the instructor who teaches it and the content they teach.
Beware of anyone who calls themselves an “expert.” Only the courts can designate someone as a Subject Matter
Expert. If credentials are questioned, they must be proven credible to be accepted.
Content that is not kept up to date by a qualified person can be both useless and get officers into legal
trouble. Content updates should take place annually.

5. Beware of labels and semantics. The term “Municipal Law Enforcement Officer” or M.L.E.O. is a term that is
sourced within the Ontario Police Services Act. It is used in Ontario only. Other Provinces use the term
“Bylaw Officer” or use other terms. Legal terms are found within each Province or Territories enabling
legislation. “Provincial Offenses Officer” (P.O.O.)is a term sourced in the Ontario Provincial Offenses Act.
Officers that we train for Provincial Ministries or other agencies who are not necessarily Municipal Bylaw
Officers, get their appointments from this Act.
Changing the name does not change the facts surrounding their duties. “Regulatory Compliance Officer,”
“Inspector,” or any other made up term to describe a Bylaw Officer or M.L.E.O. doesn’t change their
appointment status or their authorities to act within law.

6. All Police Officers are also appointed as P.O.O.’s and M.L.E.O.’s in Ontario. In some cases they are the
only source of Bylaw enforcement in smaller communities but in others this is left entirely to the local
Bylaw officers or even outsourced, contracted, security guards or private agencies. It is therefore common
sense that the same academic content taught to the police should be taught within a properly vetted course
to Bylaw Officers in context.

Regardless of which Province or Territory you live in, staff need a core level of academic knowledge and
skills competencies that a properly vetted course can provide. In many cases, but not all, Municipalities
offer further training or supply additional certification specific to appointments. Some only accept Law and
Security or Police Foundations college graduates then don’t give them any further training at all. I can’t
begin to tell you how dangerous a practice this is for many reasons.

For further details regarding accreditation within your area, please visit our website https://burgessandassoc.com/courses/municipal-provincial-officers/bylaw-officer-core-competency-training-course or https://burgessandassoc.com/courses/municipal-provincial-officers/parking-enforcement-officer-course

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Three steps from Surviving to Thriving!

Three steps from surviving to thriving!

Do you enjoy change? Does the unknown of tomorrow thrill you with anticipation and excitement for the surprises that await you? Are you eager and prepared for whatever the day throws at you?

I’m not.  There, I’ve said it.  Sometimes I’d rather just close my eyes and wake up in the morning and take whatever life tosses my way, one thing at a time.

As an entrepreneur, I don’t have that luxury.  Just as I’m sure you have days where you’d just rather…not. But you have to, because of responsibilities.

We do the best we can, we try to plan ahead, accounting for every eventuality and contingency, and hope that things go according to plan.  But they don’t always, do they? When things go awry as they have with the Coronavirus outbreak, we all are facing changes unlike any we’ve experienced before, and we have decisions to make.

For some people though, change is particularly hard. Making a decision with so little clear direction or reliable information can be daunting, even if you’re pretty comfortable with change. For others, it’s almost impossible to make a decision. Fear can lock them into a cycle of analysis-paralysis which is great for procrastinating, but unhelpful for decision making.

This simple 3-step process can be applied to almost any situation where change is evident or required. It can be applied organizationally, individually, whether you’re a leader or a follower. This universal approach is the first step in improving your ability to deal with change: Identify, Pivot, Adapt.

Identify

The first step is to identify the problem, and the source of the problem as best we can. In my business, classroom-based training and consulting services, the problem is obvious. Nobody wants to sit in a classroom (neither do I), and employers are actively laying off consultants first.

Identifying the source of the problem is also important because that’s how you can determine what your level of influence is. What part of the issue are you able to control? I know for example that the outbreak is like to come in waves over the next 1-2 years until a vaccine becomes available to the public at large. I know that it’s got a widespread infection rate which has resulted in businesses shutting down, mass layoffs, and an upsurge in people working remotely and self-distancing. I don’t need to know every detail, but this information alone helped me pivot.

Pivot

Pivoting is an intermediary action. When a basketball player is blocked, they pivot on one foot to shift their body in a different direction. We have 360 degrees of pivoting available to us, so choosing the direction you want to aim for really depends on the information you have available.

To help me make a direction-based decision, I use the hand method. I lay my hand flat on a surface and spread my fingers. My middle finger is the undesired direction I’m currently heading in, and that I know needs to change.  Each of the other four fingers represent four different options for changing direction.

I don’t worry that I don’t have all the information to make an informed decision…pivoting is about making a quick decision to evade trouble by retargeting myself to aim for a different outcome. Keep it high-level, broad strokes. The details come later. Can you think of four ways you can respond to the problem you’re facing?

Will one of those four “finger options” represent a higher chance of success for a better outcome? If none of the options is particularly better, then choose one randomly and prepare to pivot again. This may go on until more informed decisions can be made, or one direction becomes clearer than the others.

Adapt

Once you set a direction, make a list of all the things you need to adjust to make that direction work. 

Maybe you’re suddenly working from home 100% of the time. If you have a spouse, can you work together in the same house? What about the same room? Are you competing for resources? Do you have a quiet area for phone calls? How will you adapt your schedule? Do you have a support system in place?

For Get Up and Learn, I’ve adapted by delivering training virtually instead of in classrooms. Also, because it’s online, I’m delivering all training in 1-hour segments, which can be linked together to fill a morning or a day, delivered as lunch & learn virtual group sessions, or provided on a pre-scheduled basis for example.

Three steps from Surviving to Thriving

By following the Identify, Pivot, Adapt approach, I was able to determine the problem I was facing including a general idea of the scope, duration, and probable impact.

By pivoting I was rapidly able to determine the most at-risk direction (which was to stay the course and do nothing) as well as four other reasonable options. The best of those was to move everything online and virtual.

A lot of work went into adapting and will continue over time. The training material & resources, delivery methods, website content – all of it needed adapting as a result of the Coronavirus.

The best part is my business is well-positioned for the future and I can see many opportunities to grow that weren’t available to me under the old model. Following this three-step process not only helped me navigate the emerging crisis, but it also strengthened the business potential for the future.

Identify, Pivot, Adapt helped me determine what was right for my business, and it can help you make choices too!

Necessary Sales Pitch Section

Jim Longman, through Get Up and Learn provides consulting, contract, and training services for employers in all industries. Our soft skills training helps people develop new thinking and skills when it comes to handling change, making better decisions, and much more. For more information, click here.

 

 

 

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The pandemic is here. The luxury of time to plan has passed. We can help you stay operational…and stay safe.

The world is drastically changing and the Pandemic is now here. Municipalities no longer have the time to prepare. We are providing this information to help you Get Ready.

Get Ready is an Ontario-based company. Since 2011 we have been providing cloud-based Emergency Management, Business Continuity and Infectious Disease Outbreak programs to Municipalities, Healthcare and businesses across Canada.

Our Infectious Disease Outbreak Program has 4 main components:

  1. Cloud-based application with IDO best-practice policies, procedures, forms, signage, and communications
  2. Real-time Absence Reporting Tool
  3. Online employee Pandemic training
  4. Individual “Get Ready – Emergency” mobile App for all staff

Get Ready Programs meet CSA Z1600, Office of the Fire Marshal and Emergency Management, Ministry of Labour, PHAC and Health Canada standards.

Our cloud service maintains Federal government-protected B clearance, as well as, SOC2, ISO 27001, ISO 27017, ISO 27018 and PCI certifications.

The IDO Program is available for immediate deployment (onboarding takes 12-24 hours). The ROI is estimated to be 4 to 5 times the initial cost within two weeks of implementation.

Please contact us to learn how we can keep your staff healthy and safe and your municipality operating.

 [email protected]

1-888-217-2329

 https://getreadyglobal.com/programs-and-apps/infectious-disease-outbreak-program/

people with masks

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Canada Job Grants Program

keyboard key with the word Learning

For the last number of years, each fiscal year, (April 1st to March 31st), the Canadian government provides funding to employers to invest in training for their employees. 

The Canada Job Grant provides direct financial support to individual employers or employer consortia who wish to purchase training for their employees. It is available to small, medium and large businesses with a plan to deliver short-term training to existing and new employees.

The federal government works with each province to roll out these grants.  The particular programs we were able to locate were; the Canada-Alberta Job Grant, the Canada-Ontario Job Grant (COJG) and the Canada-Saskatchewan Job Grant. 

Generally, employers can get up to $10,000 in government support per person for training costs. It is important to note though, that in the Ontario program at least, municipalities are not eligible for this funding.  So while each program is similar, eligibility criteria can vary from province to province so be sure you check the program offered in your province. 

If you’re a Canadian employer with a particular skills demand, the Canada Job Grant might be right for you. 

And, if you’re a muniSERV member don’t forget you’re eligible for member discounts off any of muniLEARN’s digital training solutions that ensure your investment in training is aligned with today’s expectations for your people and your organization.

Contact us and we’ll help you find the right courses to address your needs.

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Is Road Salt Really Worth the Risk?

If you live somewhere that has a snowy winter, there is no doubt you are familiar with ‘ice-melts’ or ‘road-salts’ being used to create traction and melt ice build-up. Using an ice melt or salt makes it safer to get around outside, both on foot and while driving during these cold, snowy months. You can pick up a bag of salt at most corner stores, hardware stores etc. When a storm is coming, you’ll see fleets of large trucks spreading salt across the city streets and parking-lots alike. But – What is the ‘salt’ being used to melt the snow? Is it safe? Below we will outline 3 of the most common ingredients of ice melt products, and the potential effects on humans, children, pets and the environment.

Sodium Chloride:

Sodium Chloride is the natural mined mineral form of table salt – rock salt or halite as it is sometimes referred. Sodium Chloride is “one of the most abundant minerals on Earth and an essential nutrient for many animals and plants. It is naturally found in seawater and in underground rock formations.” Source Sodium Chloride is generally inexpensive in comparison to other types of ice-melting products, however its “lowest effective temperature [is] 20°F (-7°C), [making it a] relatively slow and ineffective ice-melter when temperatures are coldest.” Source

Section 6 from Sodium Chloride or Salt Safety Data Sheet from Compass Minerals showing accidental spill measures

Every year in Canada, “5 million tonnes of road salt is used to de-ice roadways.” Source This salt “dissolves into sodium and chlorine ions” which often make its way to waterways, posing risks on aquatic life.  Other negative side effects can include “harm […] to plant life, so it shouldn’t be used near vegetated areas.” Rock salt is also “similarly dangerous to pets [and wildlife] since it causes disorders when ingested.” Source

Calcium Chloride:

Unlike Sodium Chloride, Calcium Chloride works in quite extreme temperatures. Calcium Chloride is “able to melt ice at a lower temperature point of -20°F (-29°C) … Over exposure […] can harm lawns and other plants if deicer is over applied.” Source Calcium Chloride not only melts ice at a lower temperature but it also melts it quicker, this is due to the heat it gives off as it dissolves after contact with water. “[A] study found that at -7 C (20 F), [Calcium Chloride] has 22% more penetration after 10 minutes and 38% after 30 minutes than [Magnesium Chloride].” Source

Section 6 from Calcium Chloride Safety Data Sheet Revere Pioneer RIM showing accidental spill measures

Magnesium Chloride:

Similar to Calcium Chloride, Magnesium Chloride also releases heat when it encounters moisture. It can work in temperatures as low as -5°F (-20°C). Unlike other forms of salt or deicer, Magnesium Chloride dissolves quickly when it is on ice, making it effective for a shorter period, in turn causing it to be more expensive. Source  However, the water created from the rapidly melting ice also dilutes the magnesium chloride at a quicker rate than other products, making it less corrosive on roads, parking lots and other surfaces.

Section 6 from Magnesium Chloride Safety Data Sheet from Innovative Surface Solutions showing accidental spill measures
Dogs playing and walking in the snow with their owners above a list of the dangers road salt and ice melt & dogs

Each of the three ice-melt products listed above have PROS and CONS when it comes to their impact on human health and the environment. While Calcium and Magnesium Chloride were oftentimes in my research being described as less harmful to the environment – as shown on the Safety Data Sheet sections above – in large quantities they can all be dangerous, especially to pets, wildlife and aquatic life. When it comes to choosing which product to use, it is best to consider your specific scenario before deciding on your ice-melt product. Location, quantity, temperature as well as checking for other toxic ingredients are all things to consider when making your decision. Many cities, businesses and environmentalists have experimented with alternative solutions; everything from pickle brine to molasses to volcanic rock! Until an alternative replaces the use of road salts altogether be sure to take the appropriate precautions when working with ice-melt/salt products this winter.

MySDS Inc. can assist you with hazardous material compliance in your workplace… contact us for more information! 1-855-282-4537 | www.MySDS.ca

Sources:

 

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10 Golden Rules for First-Time Managers

One of the biggest challenges we see new first-time managers come up against is changing their mindset when they first take on their new role. As an individual contributor, they were mostly concerned about their own performance and success. As a Manager, they now need to shift their thinking to help other people succeed. And not just their direct reports, but also those who contribute to their team’s success, such as internal and external suppliers to their team.

It’s not an easy shift, because we become habituated in our thinking. So, it’s really about changing our focus and habits.

How do we do that?

By consciously selecting what we want to focus upon, and what new habits we want to develop.

It takes effort, but it’s worth it. We decided to put together a list of things to do, ten in total, to help you achieve that mindset change. Here they are:

  1. Avoid the Expert Syndrome – Your role as a manager is to help other people succeed. When they succeed, you succeed. Many first-time managers make the mistake of thinking that they are the manager because they are the most accomplished person on the team – they are the expert. This is the biggest mistake I see new managers make. Action: You need to give away your expertise.
  2. It’s Not About You, It’s About Them – Your first duty as a manager is to better understand your team members – their goals, career aspirations, strengths, and weaknesses. Even their fears. This also applies to a better understanding of your own manager.
    Actions: 1) Help your team succeed by focusing on their professional and personal development. 2) Seek to understand your manager. 
  3.  Don’t Try This Alone – Gone are the days when managers worked out what needed to be done, by whom and by when, and then gave out the orders. Times have changed and people expect to be included in the planning of their work. They also have higher expectations when it comes to greater freedom in how they do their work. You need to be able to balance the need to get work done safely, on time and on budget with these new expectations.
    Action: Develop collaborative based planning, problem-solving and decision-making processes.
  4. Delegate to Coach – When you engage in collaborative planning, you will discover many opportunities to delegate tasks to your team members which will stretch them. They need your support in developing the competencies to perform these tasks. That’s where your role as a coach plays a big part in their success and also yours.
    Action: Learn the skills of coaching.
  5. Build Up Your EQ Muscles – Emotional Intelligence (EQ) is just as vital as General Intelligence (IQ). It’s now a well-established fact that how you manage your emotions plays a vital role in how you build strong relationships. EQ is not about becoming “softer” in how you handle interactions with others, especially in emotionally intense situations. It’s about stopping your emotions from taking control of your behaviors. Actions: 1) Learn more about E.Q. 2) When faced with intense emotions, say “I can’t help feeling the way I feel right now, but I can choose how I will respond.” 
  6.  Live Your Beliefs and Values – Organizations have core beliefs and values, so do you. As a manager, there will come a time when you will need to defend your team. This is when your core beliefs and values will be put to the test. If you back away from such confrontations, you will lose the respect of your team and also your fellow managers, and probably even your own manager. This does not mean defending the indefensible. When a team member commits an offense, you have to be the first person to call it and deal with it.
    Action: Do the internal work to discover your core beliefs and values, especially as they apply to your role as a manager in helping other people be successful. 
  7. Find Good Role Models – Research has shown that we learn most from watching others perform. The same is true of learning to manage and lead. The three core processes of daily management are planning, directing/delegating and coaching. Other managers have taken the same learning journey as you, and many of them can be good role models for you to learn from.
    Action: Find good role models to learn from for planning, directing/delegating and coaching. 
  8. Find a Mentor – A mentor is uniquely positioned to help you progress in your career as a manager. Their role is to provide you with emotional and psychological support on your journey. In addition, a mentor will help you see the bigger picture and not get trapped in the minutiae of day to day organizational drama.
    Action: Find a mentor who is willing and able to support you. 
  9. Seek Out Mastery Experiences – Every managerial position has limitations in terms of time and resources. While you will need to develop many competencies, you will not always have the opportunity to practice them “on-the-job”. That’s where, working with your manager and mentor, you can identify opportunities where you can step away from your day to day duties and perform roles that will broaden and deepen your skills. These could be special assignments, volunteer opportunities and even shadowing a more experienced manager.
    Action: Talk with your manager about your development and craft a personal learning plan with the support of your manager. 
  10. Solicit and Act Upon Feedback – Without feedback, you won’t know if you are improving. Leadership 360 feedback systems have matured to such an extent that now they are an indispensable tool in your management toolbox. Keep in mind that your manager, staff, and others want to help you improve, so take advantage of that willingness by providing them with the opportunity to support you on your journey. Action: Seek 360 feedback

You don’t need to go it alone. You have assets and resources available to you if you just ask. So many first-time managers simply don’t get the training they need to succeed, and as a consequence, the majority fail at reaching their true potential as a manager and leader. Don’t make that mistake.

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A Sobering Thought – Is Your Succession Planning Underway?

How’s this for a sobering thought?

According to Statistics Canada’s – Canadian Demographics At a Glance – by the year 2030, deaths are expected to outnumber births in Canada. In addition, Statistics Canada projects that by 2021, one in four members of the labour force could be aged 55 or older.

This means there won’t be as many young workers entering the workforce – plus the current workforce is going grey as we speak.  The result of these two merging factors is labour shortages in many professions Canada-wide.  

Municipalities are no different.  In fact it may be even more difficult for municipalities to attract youth to these roles because youth do not really understand what municipalities do or what it means to work in a municipality. It’s therefore imperative for municipalities to find ways to reach secondary and post-secondary students to educate them on the merits of a municipal career in order to attract them to becoming tomorrow’s leaders. 

What is Succession Planning?

 

Simply put, succession planning is getting the right people with the right skills in the right roles at the right time.

In the words of one of our professional members, “Succession planning and development should be like a well- run relay race. The transitions should be smooth.” (Prism Group International, Sophie Mathewson, President & Coaching Practice Leader)

Many municipalities are proactive and have succession plans in place, but there are still many others that do not give it much thought or consideration until key personnel leave and there’s a scramble to replace them. Sadly, the exodus of one key person often sets off a domino effect that just results in another municipality needing to hunt for a replacement.  Again, there’s a real need to bring youth and new candidates into the municipal stream.

For those who have not given it much thought yet, here are few things to think about as you start to develop your succession plan.  

In broad terms, succession planning starts with a sound assessment process;  

  1. Identify key areas and key positions you will be losing (number of pending retirements, which year, etc.) so you can identify future needs. Create an inventory of sorts.
  2. Take a look at the key competencies the incumbent has now and determine whether or not these are the same competencies you need in that position in the future.  
  3. Create programs for pre-retirees and if they don’t already track their processes, have them start doing so.
  4. Assess the skills you have in-house and compare them to the skills you need in the future
  5. Determine if there are any interested employees in-house and assess their ability to fill any of the upcoming vacancies. Your performance management program will help with identifying if there are qualified in-house staff to fill positions.
  6. Match the skills and capabilities of your current employees to their career ambitions
  7. Identify any training needs and create customized development plans to develop talent.
  8. Evaluate whether or not you will need to move to an external hire and if so, set the wheels in motion to ensure that you can have the position filled by the expected vacancy date.
  9. Monitor and measure success. 

Don’t forget that using early retirees from the municipal world and municipal consultants can also form part of your succession plan.  These experienced veterans can often get you past the hump until you can find permanent employees. They can also be utilized to mentor your new hires and they can pass the relay race baton of knowledge and experience on to tomorrow’s leaders. 

The competition to replace retirees and fill vacant positions will no doubt be challenging over the next decade but by initiating a sound assessment process today you will be well on your way to having the right talent in the right positions by 2021!

 

Susan Shannon is the Founder & Principal of muniSERV.ca and muniJOBS.ca

[email protected]

 

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3 Potentially Deadly Injuries to Avoid this Winter Season

  With the cold weather here and only getting colder, it is important to remember some safety tips around the workplace for the changing seasons. Below we outline some of the increased risks that come with the winter weather, how to prevent them, and what to do if you suspect them in yourself or a co-worker.

1. Slip and Falls

– although this may seem obvious, slip and falls are still a major cause of workplace accidents in the winter. In Canada over 42,000 workers get injured annually due to fall incidents. With around 17,000 of them resulting in lost-time injuries. With 67% of these being falls “on the same level” (with the remaining 30% being falls from heights). Source It is clear that ice and snow will increase the likelihood of these incidents.

Preventative Measures:

  • It is crucial that snow be removed from walkways and areas used by workers, and that ice be treated with some form of anti-slip coverage – whether it be sand, rock salt or something of the sort.
  • Non-slip footwear – many workers will have to work with slippery surfaces while out on the job. The right footwear choices can help prevent slipping on icy surfaces, such as work boots with a heavy tread, or even a removable tread can be placed over your footwear for added traction (please ensure your winter footwear meets your workplace standards prior to purchasing)

Protect your body – with the cold temperatures it is imperative that workers wear the appropriate clothing to stay protected. Layering your clothing allows you to remove and add layers as you begin to warm up or cool down. Wool is an excellent material to include in layering as it stays warm even when it gets wet. It is easy for workers to forget the potential dangers of working in cold temperatures when they are working hard, and their body has warmed up from physical labour but Hypothermia and Frostbite are very real dangers.

2. Hypothermia

– caused from a dangerous drop in body temperature. Hypothermia accounts for approximately 8000 deaths per year in Canada “Normal body temperature averages 98.6 degrees Fahrenheit. With hypothermia, core temperature drops below 95 degrees. In severe hypothermia, core body temperature can drop to 82 degrees or lower.” Source

Warning signs:

  • Shivering, one of the first warning signs that your body is getting too cold and you should seek warmer shelter, when shivering becomes violent or stops, cause for worry increases
  • Grogginess, inability to pay attention or think clearly
  • Slow, shallow breathing leading to little or no breathing as severity increases
  • Slow, weak pulse leading to weak, irregular or non-existent pulse

What should you do:

If you suspect yourself or someone is suffering from hypothermia get them to a warmer/dry location as soon as possible and call for emergency help. Keep the person in a horizontal position and warm them with blankets or skin to skin body heat. If they are conscious give them something warm to drink. When hypothermia is severe people can actually appear to be dead so it is important to keep warming them until help arrives! Source

3. Frostbite

– is caused by the freezing of your skin and the underlying tissues. Source Frostbite most commonly occurs on hands, feet, noses and ears. Frostbite can range in severity but it is never something to be taken lightly. In severe cases nerve damage, blackening of skin and skin infections can occur.

Warning signs:

  • a prickly burning sensation, leading to numbness
  • discolouration of skin – blueish/white or grayish/yellow, hard or waxy-looking skin
  • clumsiness due to joint and muscle stiffness
  • blistering after rewarming, in severe cases Source

What should you do: (as recommended by the Government of Canada)

Passive warming – move to a warm room, wrap yourself in blankets or reheat your body by skin-to-skin contact with another person

Active warming – this can be done along with passive warming. Add heat directly to the frostbitten area. The idea is to thaw the injured skin as quickly as possible without burning yourself. Thawing frostbitten skin is very painful so the injured skin should be placed in water that is just above body temperature. Do not rub, massage or shake the injured skin because that can cause more damage.

Severe frostbite requires immediate medical attention. While you are waiting for help to arrive begin treating it with passive and active warming. Source

The Ontario Government's legal requirements for employers to train staff of hazards specific to weather conditiions

Winter weather brings the fun of many winter activities but also the risk of the injuries listed above. It is important to remember these safety tips while at work and at home this winter. With the proper care taken all three causes of injury can be greatly prevented.

Stay WARM and SAFE this winter season.

For assistance with Workplace Safety Training, Safety Audits and more – Call MySDS Inc.

Sources:

https://www.canada.ca/en/health-canada/services/healthy-living/your-health/environment/extreme-cold.html

https://canadasafetycouncil.org/the-cold-facts-on-hypothermia/

https://www.mayoclinic.org/diseases-conditions/frostbite/symptoms-causes/syc-20372656

https://www.webmd.com/a-to-z-guides/what-is-hypothermia#1

https://www.wsps.ca/Information-Resources/Topics/Slips,-Trips-and-Falls.aspx

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