Working World - Organizational

Document dilemma

Managers often confused, ignorant about privacy rules, regulations

By: Barbara Bowes
Date: August 28, 2010
The Winnipeg Free Press

Many organizations use the quiet summer period to purge their cupboards of long collected papers and documents.

While larger organizations have moved to the use of computerized human resource information systems (HRIS), this too is included in the annual summer purge. Yet, don't be too hasty, especially with personnel records. In fact, personnel records as well as other important documents may have a "legislated" life cycle and specific protection requirements that you need to be aware of and abide by.

Personnel records are created to help ensure good decision making, monitoring and accountability with respect to the life cycle of a staff person in an organization. Typically, these files include documents relating to the hiring process as well as personal address, social insurance number, next of kin, pay and benefit information, attendance and leave notations, performance reviews, training, transfer, promotion, disciplinary actions and grievance proceedings, as well as termination information.

The information needs to be accurate and since it is sensitive and private, it must be kept confidential with restricted access. Access may have been easier to manage in the paper-based world, and must be even more carefully managed now that information technology has taken hold of our lives.

As a professional HR consultant, I frequently meet many managers who are confused and/or ignorant of many regulations pertaining to personnel records. This can easily be overcome by reviewing the various pieces of legislation that govern these documents, such as the Employment Standards Code, the Canada Labour Code as well as PIPEDA (the Protection of Personal Information and Electronic Documents Act), FIPPA (the Freedom of Information and Protection of Privacy Act) and PHIA (the Personal Health Information Act). Corporate managers and HR professionals need to be fully aware of all the requirements under these statutory instruments.

As well, I often find managers are confused about how many personnel files there should or could be. According to Tracey Epp, a labour relations lawyer with Pitblado, LLP, organizations may maintain two types of personnel files -- that of a "master" file typically kept by an HR manager and a medical file, should this be required. Some employers also maintain supervisory files containing routine day-to-day work information that is typically unrelated to an employee's contractual relationship. However, collective agreements may prohibit having more than one personnel file.

Medical files, on the other hand, require special attention. Once an HR manager receives any medical information on an employee, they become a trustee and are fully responsible for securing the safety of the information. This means controlling both storage and access. Epp suggests that the medical file be "sealed" and whenever the seal is broken that entry is documented with the name and date of who had access. Finally, she suggests returning the medical information to the employee once there is no longer a need.

However, Epp says any and all documents, be they paper-based and/or electronic including email, transcribed voice mail or Facebook/Twitter messages, are considered valid documents and can be entered as evidence should litigation take place sometime in the future.

Another area of confusion with respect to personnel files is how long to keep the documents. While legislation does outline specific retention dates of six to seven years, Epp goes further to suggest that personnel files be kept as long as is practical, even after a person departs from the organization. This retention practice serves as a protection for the organization should any litigation arise in the future where former project team members need to be contacted and/or if an individual applies for re-employment but is unknown to new HR staff.

Personnel files and documentation are only one common area of confusion for many HR and general managers. Another area of confusion and a growing concern, for that matter, is social media and how this may create liability for both employees and their organization. Whereas social media have moved from innovation to mainstream application, we are learning about a growing number of stories on how an organization's reputation has been damaged by the social media antics of a disgruntled employee and/or an activist group that may oppose an organization's products or services.

To overcome the potential risk of reputation damage and other litigation risks, all organizations, be they public or private sector, need to ensure that employees are well aware of the fact there is no such thing as privacy in social networking. Employees need to know their employer has the right to monitor staff Internet use while employees are at work and/or using employer-owned equipment or systems, but also that the employer expects that employees will be respectful in their use of social media. Finally, employees need to know that all HR policies and principles that guide employee behaviour including harassment, discrimination and ethical behavior also apply to social media communication. There are no exemptions.

At the same time, Epp suggests that organizations need to have clearly defined policies and practices for the use of all social media avenues. This would include defining who is authorized to speak on behalf of the organization as well as defining the type of material considered appropriate and/or inappropriate for broadcast.

In addition, Epp suggests that employees be given training on general communication principles to help make them aware of the risks they might create for themselves. They need to think about who their audience is, where the lines lie between personal and professional, how they can protect themselves and their own privacy, to focus on facts rather than opinion and to always use their best judgment.

Finally, employees need to be aware and accept that no matter whether they are at work or not, their behaviour can affect their career reputation as well as that of their employer.

While the issue of personnel documents and file policies and practices has been a mainstream issue for decades, policies are essentially "living" documents that must be changed and upgraded to confront the issues of the times. Thus, developing policies for the electronic storage and protection of today's HR files as well as developing policies for employee communication through social media must be addressed. You cannot leave this issue to chance and the goodwill of employees; there is just too much risk.

Barbara J. Bowes, FCHRP, CMC is president of Legacy Bowes Group, a Manitoba based talent management solutions firm. She is also host of the Weekly BowesKnows radio show and is the author of the newly released bestseller, Resume Rescue. She can be reached at This e-mail address is being protected from spambots. You need JavaScript enabled to view it .

Building a Model

Innovation, creativity and out-of-the-box thinking, combined with hard work and quality service have put a Manitoba construction company on the fast track to success

By: Barbara Bowes
Date: August 14, 2010
The Winnipeg Free Press

The construction industry is probably one of Canada's oldest industries and according to the Construction Sector Council, it is also one of the largest in terms of both value and employment.

Today, for instance, construction represents a $168-billion industry and approximately 13 per cent of Canada's economy.

Construction-sector activities include new-home building and renovation, and heavy industrial, institutional and commercial and civil engineering. In other words, everything from houses to hospitals, power stations, mines, dams and pipelines. In fact, more than a million men and women are employed in a diverse number of trades while there are over 150,000 firms operating in the area of trade contracting.

Being a well-established industry, one might wonder if there is room for just one more construction company. Especially a firm led by an up-and-coming, 37-year-old Generation X-er in conjunction with his longtime, trusted childhood friend. Is there room for a firm that applies Gen-X ideals, not only questioning authority as well as the status quo, but who asks that employees seek a bigger meaning in life and work? Well, Jamie Saulnier and his construction firm, Connotec Inc., are doing just that.

Saulnier grew up in the small town of Ignace, Ont., where he absorbed the small-town values and learned to respect hard work as well as the beauty and abundance of nature.

When his dream of becoming a conservation officer was crushed, his best friend's father offered an opportunity to "job shadow" and experience several different trade occupations, which led him to choosing to become a journeyman welder. This, in turn, led to 15 years of work opportunities in mining, pulp and paper, shipyards and pipelines throughout the country.

While his reputation for hard work, excellent technical skills and relationship-building soon became well known, Saulnier never forgot the value of his job-shadowing experience, which he nicknamed the "Manfred" approach, after his mentor.

Although he is leading one of the fastest-growing firms in Manitoba, one could say Saulnier was initially a reluctant entrepreneur. After years of hearing the voices and whispers from employers literally begging him to start his own firm, he finally took the leap. Working both in the business and on the business, Saulnier soon developed a reputation for his special team of talented professionals, high-quality work, and exemplary customer service.

Saulnier laughs at himself as he recalls working out of his home basement, looking up at a whiteboard scribbled with staff names, work schedules, flight schedules and, of course, payday schedules. But his efforts paid off. Not only did he garner multiple contracts, former colleagues from all the trades fields were calling him and asking to be part of his team.

Finally, after five years of spectacular growth, Jamie knew he needed help. So he called his best friend, Kliff Lengwenus, to join his leadership team.

By now Lengwenus, a skilled millright, was a successful senior operations manager working out of province. Thankfully, the opportunity for ownership, the call for adventure and their long-term friendship convinced him to join.

Together, the two principals have created a company that reflects Generation X thinking. Saulnier wanted to be different than other traditional firms. To do this, he involved his employees in defining the best organizational culture and work environment that would serve to create the best place to work. They brainstormed past lives and jobs and defined the most desirable traits they could find. And then they put them into practice.

As a result, the company has not only become known for its quality work and high levels of customer service, but it has also become known for high employee morale and the sense of individual pride. While it is difficult to create a sense of family amongst employees at the best of times, Connotec Inc.'s employees do indeed feel like they're family and it's Saulnier's goal to ensure they are treated like family.

For instance, work rotation shifts are balanced so that employees get quality time with their family.

As well, growing up in a small northern community enabled Saulnier to recognize and appreciate the value of a local aboriginal labour force. Yet, more and more frequently, he began to question the lack of First Nations individuals in Manitoba who were trained as journeyman trades professionals. He discovered there were numerous barriers to entry, as well as gaps in the traditional training systems. So he decided to do something about it.

He reached out to First Nations organizations and the various government officials involved with the trades and single-handedly facilitated the conceptual development and creation of a unique pre-apprenticeship program.

Following a brief but intense period of training and pre-employment assessments, selected participants are then hired as labourers and offered the "Manfred job shadow" approach to experiencing the various trades' professions.

This model has many benefits, including the fact that individuals are earning an income while they are gaining experience. Following approximately five to six months of working alongside various trades, individuals select their occupation. And, once an individual chooses their preferred trade, they are then placed in Connotec Inc.'s formal apprenticeship program.

Today, after 10 short years, Connotec Inc. employs more than 100 people and specializes in providing a full range of services in mining, right from construction to shut-down maintenance.

Persistence, hard work, quality service and the development of trusting relationships with a wide variety of key stakeholders has certainly paid off for Connotec Inc. But it is also the innovation, creativity and out-of-the-box thinking that has helped this firm develop at such lightning speed.

In fact, it's their refreshing philosophy of personal caring and their attitude of giving that make this young company so unique and has enabled it to create business, social and economic success for all concerned.

Source: Construction Sector Council website, interview with Jamie Saulnier and Kliff Lengwenus, Connotec, Inc.

Barbara J. Bowes, FCHRP, CMC is president of Legacy Bowes Group, a Manitoba based talent management solutions firm. She is also host of the weekly BowesKnows radio show and is the author of the newly released bestseller, Resume Rescue. She can be reached at This e-mail address is being protected from spambots. You need JavaScript enabled to view it

Professionals or pretenders?

Many occupational groups are regulated by associations that don't have the legislative teeth to properly protect the public

By: Barbara Bowes
Date: August 21, 2010
The Winnipeg Free Press

The recent spate of news announcements relaying incidents of unprofessional conduct by lawyers, doctors and financial professionals has been downright unnerving. Thankfully, there are a wide variety of professional associations that focus on protecting the public by monitoring the safe practice of their members.

The earliest professions of law, medicine and divinity are sometimes known as the "true" professions. Over the years, these occupational groups have been joined by others, such as accountants, engineers, pharmacists, nurses, dentists and, more recently, social workers.

What a so-called "true" profession means is that certain professional associations are regulated by legislation or statute. This legislation or law gives the organization the power to set competency requirements and to license members who qualify as professionals under their guidelines. This also gives the professional association the right to formally discipline its members and to decertify them from practising, if need be.

However, over the past number of years, the government has been reluctant to legislate other occupational groups such as those in the social and human sciences, as well as several of the business fields. This means that human resource professionals, project managers, business consultants, executive coaches and/or management consultants do not have any authority under law. Yes, they can prevent membership and decertify an individual, but they cannot prevent people from practising in their fields. In other words, they cannot afford the protection to the public that the regulated and legislated associations can offer.

So how are these occupational groups attempting to overcome this dilemma? First of all, the associations attempt to "professionalize" through other means, such as developing specialized education and experience requirements, offering examinations leading to certification either provincially or nationally and developing codes of ethics for members. All of these efforts are combined with public relations initiatives that strive to develop a sense of trustworthiness and altruism.

Typically, the standards of an unregulated professional organization will be similar to those of a regulated organization. They will direct members to place the best interests of the client above all others while applying integrity, competence and objectivity in the use of their technical skills.

But, does a professional code of ethics guarantee professionalism? My answer is, definitely not. Does a professional designation guarantee professionalism? Absolutely not.

Let's face it, people will be people. There will always be individuals who hide behind a professional designation, but who are consistently unprofessional. They engage in conflicts of interest, take advantage of client innocence and deliberately attempt to damage the image and reputation of competitors or anyone else who stands in their way. Self-centred and narcissistic, these people often don't even recognize their behaviour as unprofessional.

As mentioned, unfortunately the unregulated professional associations can only block membership and decertify an individual; they cannot prevent the individual from practising in a given field. Therefore, in most cases, there is no way for the public to be made aware of any issues with a particular individual. However, although it will take time, the reputation of these people will eventually be sullied by their own doing. The saying "what goes around, comes around" will eventually ring true.

On the other hand, the public needs to pay more attention to the growing number of so-called "professions" and the proliferation of certifications and designations. A really good example of current market confusion is the sudden growth of executive coaching. This profession is in its early developmental stages. In other words, there is no consistent body of knowledge and no one group that represents the profession.

Universities, colleges and the private sector are all offering coaching certificates and/or opportunities to be "certified." The problem is that an individual can be certified as an executive coach through a two-day course, a 10-day course or a one-year course. Each offers a different methodology and a different focus. So, which program is superior? What consistency is there between the learning elements? What is the designation and what does it mean? And once again, does a professional designation guarantee professionalism? It will more than likely take 10 or more years before this profession is solidified into a cohesive whole, but again, will it ever be a regulated profession? That's up to our governments.

I guess that's the crux of the challenge facing the public clientele. It doesn't matter what profession, human resources, management consultant or project manager, the designation, while helpful does not guarantee professionalism. There will always be unscrupulous individuals who lose touch with the goal of professionalism and instead focus on ways and means to gain individual benefit.

This certainly puts more onus on clients, business owners and organizational leaders to be more diligent in their initial and ongoing assessment of their professional service providers and/or new employees. Check references, comparable assignments and ensure there is a cultural and ethical fit with your corporate goals and objectives. If the individual claims a designation, ask for confirmation from their professional association.

If the individual does not have a designation, enter into a discussion about their experience and professional ethics and how they apply to your organization. If your projects are large and complex, requiring a team of professionals, ensure that roles and responsibilities start and remain clear, and that the technical expertise of each is respected. There is nothing more damaging to any project than power conflicts and political manoeuvring between your technical professionals. Keep an eye out for danger signs such as time delays, meeting cancellations, report rejection and excessive critique and blame. Typically, these issues point to underlying conflicts among your professionals that must be addressed.

Professionalism today is a complex issue. Neither local nor national designation nor certification can guarantee professional behaviour. Laying a complaint that leads to an individual being decertified as a member of an unregulated professional association does not prevent an individual from practising their trade. So where does that leave the general public? Where does that leave business owners and organizational leaders? Once again, the onus is back on your shoulders. Due diligence is one key, while ongoing performance management is another. Be sure to do both.

Barbara J. Bowes, FCHRP, CMC is president of Legacy Bowes Group, a Manitoba-based talent management solutions firm. She is also host of the Weekly BowesKnows radio show and is the author of the newly released bestseller, Resume Rescue. She can be reached at This e-mail address is being protected from spambots. You need JavaScript enabled to view it .

Take steps to avoid post-vacation blues

By: Barbara Bowes
Date: August 7, 2010
The Winnipeg Free Press

I haven't yet had much of a vacation this summer but I can tell you, I almost feel as though I have "pre-vacation blues."

Actually, it's probably a sign that I really need a vacation, real time away from work. And yes, time away from that blackberry; I confess, I'm hooked.

I'm just craving an opportunity for some personal time to read a book that isn't related to business; to sink my teeth into a real exciting mystery. And spend time with family. I'm longing for a relaxing time sitting in a cottage, looking at beautiful blue water and listening to the lapping of the waves.

While I'll soon get my turn, I'm surprised at how my longing for a vacation is so psychologically and physically real. It has certainly made me realize that the concept of "post-vacation blues" at the end of a vacation is a lot more real than people realize. Post-vacation blues occur when people return from holidays, especially after a break of three or four weeks.

While some people dread the thought of returning to work, others begin the day with a bright, cheery smile only to later arrive at home feeling exhausted, disgruntled and angry and confused as to why they are feeling that way.

The blues represent a sense of sadness or inexplicable feeling of anxiety, restlessness, irritability or impatience. Although most of us will bounce back within a short time, it is a rather odd feeling to experience sadness right after a nice vacation.

At the same time, if we expect some sort of psychological adjustment when returning to work, we can take several steps to help us through the process. Some ideas for making the adjustment back to work include the following:

Pre-filter your email: In addition to placing that "out of office" auto reply on your email messages, sanction someone to review all the messages during your absence and to prioritize critical ones that you need to see immediately upon your return. That will reduce much of your frustration during the first hour back to work.

Schedule a transition day: Plan to spend at least one day at home prior to returning to work. Be sure to use this day for personal relaxation rather than trying to catch up on all the yardwork or housework that's waiting to be done. Get to bed early and have a good night's rest.

Bring a photo or souvenir to work: Bring one photo or a complete album to work and share it with your colleagues. Talk about the highlights of your travel. Post at least one photo at your desk so that you can periodically look at it. If possible, also bring a holiday souvenir, something physical that you can put on your desk and touch.

Discuss happenings with your boss: Meet with your boss and find out what has occurred during your absence. Are there critical issues that need your immediate attention? Learning about organizational priorities will help you to sort your own work priorities for when you get back to your workstation.

Go easy: Get yourself organized. If you can, start with the tasks that can be completed quickly or at least within one day so that you will feel a sense of accomplishment. Feeling a sense of achievement will give your mood a boost and will ward off the onset of the blues. Plan out the rest of the week, moving toward more complex tasks that will require more time. The more control you can have over your first week back at work, the better you will feel.

Take a break: If it isn't raining, then go outside for a walk during your lunch hour. Head for the closest park bench, sit, enjoy and absorb the energy around you. Pay attention to the birds, the grass, the flowers and the sunshine. Let nature touch you once again. Spend a bit of time reflecting on your vacation but also recognize the beauty right there in front of you.

Think positive: Going through personal change, even something as simple as returning from vacation, causes us to go through a very normal grief cycle. Recognize that your feelings are normal and that you will get over this sensitivity within a few days. Write out some positive messages for yourself, then post them on your computer at work and your mirror at home.

Go for an evening walk: If possible, do something relaxing at the end of your first day. This could represent an evening walk, a bicycle ride or a drive around your neighbourhood. Getting re-oriented will help to get you back into routine both at home and at work. -- Post photos at home: Post your vacation memories on the fridge, on your computer screen or in one of those electronic photo albums that allow your photos to circulate and revolve through your entire vacation experience. Spend a few moments every day reviewing the photos, smile with the memories and then return to your home tasks.

Share memories with family: Family members are always curious about your vacation. Give them a call and/or pay them a visit. Elderly family members, in particular, would welcome a visit, good conversation and a review of your photos. If you met friends or family on your vacation, send thank-you cards accompanied by photos.

Power up your exercise routine: As soon as you can, adopt your personal exercise routine, as this is a healthy means to maintain good spirits. If you have been away for a while, start slow and don't overdo it. Pace yourself.

Take it easy: One of the things you are probably guilty of is getting involved in too many activities. You are working all day, driving kids to multiple games and practices in the evening and volunteering here and there. In other words, too many obligations and too little time; soon you won't even know you had a vacation. Stop; get off the roller-coaster of busyness!

In summary, if pre-vacation stress is real, then guaranteed "post -vacation blues" are very real as well. Yet there are many small steps you can take both at home and at work to mitigate the stress of returning to work.

Barbara J. Bowes, FCHRP, CMC is president of Legacy Bowes Group, a Manitoba-based talent management solutions firm. She is also host of the weekly Bowes Knows radio show and is the author of the newly released bestseller, Resume Rescue. She can be reached at This e-mail address is being protected from spambots. You need JavaScript enabled to view it

More than money: Make your employees feel secure, satisfied in job

By: Barbara Bowes
Date: July 24, 2010
The Winnipeg Free Press

It wasn’t that long ago that self-employment was a fast-rising phenomenon in the marketplace.

Many unemployed individuals of all ages were establishing their own small businesses and then often quickly providing job opportunities for others. Professionals, especially, were at the very least acting as "free agents" -- contracting themselves back to former employers and/or new clients.

It seemed that people were seeking the same sense of Freedom 55 that was often touted by the investment industry.

Yet, as many new entrepreneurs soon found out, there are many challenges to running your own business, not least of which is the challenge of surviving a downturn in the economy. As you might expect, many of these new businesspeople did not survive but instead, had to fold their tents, so to speak, and return to the regular workforce as best they could.

So, it is not surprising that the latest 2010 employee job satisfaction survey is showing that once again, job security is the most important element of job satisfaction. And with aging demographics, it is also not surprising that the second most important element of job satisfaction is benefits, especially those related to health care and retirement. Next, we see that employees want to have good opportunities to use their unique skills and abilities followed by interesting work, financial stability of the employer and, lastly, compensation.

As a leading management consultant and human resource professional, I have always maintained that money is not a true or long-lasting motivator. In fact, my experience has shown that individuals who are motivated solely by money simply don't stay in one place. Instead, they job hop, always looking for the next big raise. These individuals are typically quite selfish and self-centred and are not the kind of employees who will develop any kind of long-term loyalty. It's best to avoid them at all costs.

Since most corporations, not-for-profit agencies and small business owners alike want to recruit and retain high-quality employees, the question for employers, then, is how do you help employees feel more secure about their jobs? Just what human resource strategies can be applied to make this happen? The following suggestions might be applied to your organization.

Mission/vision -- Individuals who stay with a firm are typically those who feel there is a good fit with their employer. They understand the organizational purpose, they believe in the vision and they can see how they can contribute to it. A feeling of belonging is critical. Involve staff in the development and/or revision of your mission/vision.

Job structure -- There has been much research that proves individuals are more apt to excel when they have responsibility for a whole job, from start to finish. This gives individuals a sense of control; it increases their sense of personal ownership because they can see the results of the end product. Check out your jobs to see if individuals just doing part of a work process. If so, restructure the job to create more job satisfaction.

Challenge and opportunity -- Cross training of employees has been successful in creating job satisfaction in organizations. This gives employees the opportunity to expand and/or learn new skills. It also reduces the risk for employers when someone is ill or leaves the firm. Cross training creates flexibility for employers and opportunity for individuals to offer more generalist skills. Finally, conduct an examination of all the skills your employees possess. This will not only create a few surprises but will make you aware of hidden skills that can be put to immediate use.

Coaching/mentoring leadership -- Gone are the days when the role of a supervisor is to police for failure. This top-down, heavy-handed approach no longer works. Employees want to be respected for their intellect and ideas and believe me, they have a lot more to offer than they are given credit for. The approach today and for the future is to apply a coaching/mentoring style of leadership. People will feel more respected and will work harder.

Drive down responsibility -- You have probably heard me say it before but I need to say it again, the old top-down hierarchy won't work any more, either. Having to ask permission and/or seek approval for every task is cumbersome, inefficient and downright dissatisfying. Teams and team leadership is one of the key means of establishing job satisfaction, and these teams are responsible for whole jobs. In many cases, teams are now responsible for entire departments. The difference in motivation, synergy, energy and job satisfaction is spectacular. Give it a try.

Management training -- Supervisors and managers need to receive training in how to be a participative leader engaged in coaching and mentoring instead of directing. They need ongoing personal coaching as they begin applying this new way of working. It is best to use a training program that allows these individuals to apply their learning directly back to the workplace over a six-month time frame. After all, change takes time and needs reinforcement. Be sure to include managers at all levels of your organization in the training, as support from the top is critical.

Open communication -- Once again, employees want to have some sense of control over their life. Therefore, knowing what is what with the direction of your organization is important to them. If rumours arise, dispel them immediately. At the same time, keep in mind that communication is a two-way street and sometimes you need to get feedback from your employees.

Employee benefits -- Employee benefits are often the last thing employers think of; after all, they have typically had benefits in place for many years. But things change. Your employee demographics have changed and benefit offerings have greatly improved. It is probably time you undertook an assessment of how to update your plans.

As you have learned, job satisfaction is not just about money. It's about job security that only comes from employee involvement, being appreciated, and being given opportunity to use and build on skills. Finally, it's about belonging to an organization that respects individuals for who they are and how they can contribute.

Source: 2010 Employee Satisfaction Survey: Exploring what matters most to employees, SHRM, 2010

Barbara J. Bowes, FCHRP, CMC is president of Legacy Bowes Group, a Manitoba-based talent management solutions firm. She is also host of the weekly Bowes Knows radio show and is the author of the newly released bestseller, Resume Rescue. Bowes can be reached at This e-mail address is being protected from spambots. You need JavaScript enabled to view it .