Search results

HR leaders need to see their role as one of building and valuing personal networks that bolster their organization’s effectiveness.

This paper discusses three primary ways that HR departments can bolster their organization’s effectiveness, namely, harnessing social power, empowering alpha employees, and influencing organizational design.

These three focuses will give HR leaders’ opportunities to further contribute to the overall effectiveness of the organization.

In the conceptual literature, the author’s own viewpoints and other ideas are weaved together to present a unique perspective on HR’s role in creating effective organizations.

The article aims to describe the reasons that rest is an important part of leadership.

The benefits of rest to the organization and to the individual are explained. The article advances practical strategies that leaders can implement in their teams to replenish the energy levels within them.

The article details the importance of creating mandatory “no smart‐phone” times with teams; ensuring and enforcing a mandatory “no contact” practice between employees and the office while they are on vacation; finding ways to creatively praise employees who ask for time off for special family events, rather than praising those who sacrifice family events for the sake of work projects; and finding reasons, when possible, to send employees home early at random times with the mandate to relax at home.

It is explained that rest is essential to success as leaders. Leaders cannot perform at maximum efficiency 100 percent of the time.

It is argued that society reveres leaders for their work ethic, but rarely for their “rest ethic”, and that a better balance between the two is needed.

The article focuses on how leaders regenerate energy after expending it.

This paper aims to describe how Covenant Health has developed an ongoing talent pool of health‐care aides (HCAs) to staff its health‐care facilities at St Therese Villa (STV), a designated assisted‐living (DAL) seniors' care facility in Southern Alberta.

The paper explains the reasons for the initiative, the form it takes and the results it is achieving.

The paper reveals that the STV training program starts with 15 days in a classroom dealing with proper lifting procedures, medication delivery and caring for dementia patients. Each candidate then job shadows other experienced HCAs for 12 shifts. They are evaluated by their future peers and the experienced HCAs submit written evaluations. Successful candidates are then offered a casual HCA position and begin covering shifts. They then serve a 500‐hour probationary period and complete a recognized HCA certificate through an accredited Canadian college.

The paper explains that the program allows STV consistently to have a pool of people available who are trained exactly how the facility wants them to be. It anticipates turnover and provides recruits in advance of that turnover, who can step into a position immediately. This process also allows employees to learn and grow in a safe environment with constant supervision around them.

The paper highlights how a similar type of training program could be adapted in some other high‐labor‐turnover fields.

The paper provides the inside story of a successful succession‐planning initiative.