BEGIN:VCALENDAR
VERSION:2.0
PRODID:-//CPHR NL - ECPv6.16.1//NONSGML v1.0//EN
CALSCALE:GREGORIAN
METHOD:PUBLISH
X-ORIGINAL-URL:https://cphrnl.ca
X-WR-CALDESC:Events for CPHR NL
REFRESH-INTERVAL;VALUE=DURATION:PT1H
X-Robots-Tag:noindex
X-PUBLISHED-TTL:PT1H
BEGIN:VTIMEZONE
TZID:America/St_Johns
BEGIN:DAYLIGHT
TZOFFSETFROM:-0330
TZOFFSETTO:-0230
TZNAME:NDT
DTSTART:20210314T053000
END:DAYLIGHT
BEGIN:STANDARD
TZOFFSETFROM:-0230
TZOFFSETTO:-0330
TZNAME:NST
DTSTART:20211107T043000
END:STANDARD
BEGIN:DAYLIGHT
TZOFFSETFROM:-0330
TZOFFSETTO:-0230
TZNAME:NDT
DTSTART:20220313T053000
END:DAYLIGHT
BEGIN:STANDARD
TZOFFSETFROM:-0230
TZOFFSETTO:-0330
TZNAME:NST
DTSTART:20221106T043000
END:STANDARD
BEGIN:DAYLIGHT
TZOFFSETFROM:-0330
TZOFFSETTO:-0230
TZNAME:NDT
DTSTART:20230312T053000
END:DAYLIGHT
BEGIN:STANDARD
TZOFFSETFROM:-0230
TZOFFSETTO:-0330
TZNAME:NST
DTSTART:20231105T043000
END:STANDARD
END:VTIMEZONE
BEGIN:VEVENT
DTSTART;VALUE=DATE:20220726
DTEND;VALUE=DATE:20220729
DTSTAMP:20260513T181414
CREATED:20220422T120147Z
LAST-MODIFIED:20220422T120420Z
UID:10000782-1658793600-1659052799@cphrnl.ca
SUMMARY:Managing Unionized Environments (Halifax)
DESCRIPTION:There are three events in the labour relations series\, two in Halifax and the final one to be offered in St. John’s. \nSession Topic\nCollective bargaining may get all the attention of the outside world but smart\, day-to-day relationship management determines the effectiveness of managers and unionized workers. It is the ongoing resolution of issues and problems that arise daily that will either create a culture of success or one of resistance and fear. In this skills-building program designed for both supervisors and union representatives\, the use and application of the collective agreement is placed into an intensely practical context. \nPROGRAM DETAILS\nLearn both management and union best practices on challenging issues such as discipline\, performance management\, and job competition. Develop interest-based skills to help eliminate positional behaviour and engage difficult people\, be they managers or workers. Reduce friction arising from the daily interpretation of the collective labour agreement. Start using the collective agreement as a platform for productivity and achievement. \na) Interests\, Rights\, and Power \nWe first distinguish three related yet distinct concepts in how all of us approach problem solving: \nA focus on interests\, which calls for engaging\, motivating\, and coaching \nA focus on rights\, which involves setting boundaries\, rights\, and obligations \nA focus on power\, which calls for discipline\, accountability\, and enforcement of boundaries\nUnderstanding the distinctions\, and knowing when and how to pull on each of these levers\, is a crucial initial learning. How can managers and union representatives effectively use these processes? How can you get management’s attention on important issues? \nWe then do a deep dive into interests\, using the Triangle of Satisfaction as a means to understand three types of interests. This will help you to better diagnose people’s behaviour in the workplace and resolve workplace issues. In many cases\, union representatives are focused on one set of these interests\, while managers are focused on a completely different area\, often leading to frustration. Managers and union reps will learn how to engage on the full range of key interests. \nb) Understanding Human Rights in the Workplace \nWith the help of a case study\, we examine the law\, rights\, and obligations governing the workplace\, with a focus on both human rights legislation as well as recent developments\, such as Ontario’s Bill 168. We work through the following themes:  \nHow to recognize harassment and discrimination\nThe DNA of a poisoned work environment\nHow to manage issues that arise related to harassment\nHow managing performance is related to human rights in the workplace\nWhat obligations that management and unions have in relation to human rights issues.\nIn this module\, learn how to work effectively to build trust in the unionized environment\, and how to apply power without causing long-term problems. Participate in a spirited discussion of the union’s role in building and maintaining a productive work environment. \nc) Dissecting the Collective Agreement \nYou’ll learn all about the laws\, rights\, and obligations embedded in collective agreements that touch all parties. What are the key provisions and hot spots in the collective labour agreement that front-line managers need to know? \nYou’ll also be briefed on the grievance process. What is the front-line’s role in this process? What is the anatomy of a grievance? What are the best interventions from both a management and union perspective? \nYou’ll have an opportunity to identify the key areas for your own collective agreement\, and develop strategies for starting to address those issues. \nd) Managing Relations in the Unionized Environment \nIn this module\, learn how to work effectively to build trust in the unionized environment\, and how to apply power without causing long-term problems. Participate in a spirited discussion of the union’s role in building and maintaining a productive work environment. \ne) Applying Key Interest-Based Skills – The Dynamics of Trust \nEven when working with “rights” and “power”\, you still need to engage people and build productive and sustainable workplace relationships. Trust is a key component of every relationship\, workplaces included. What creates and builds trust\, both on a personal and impersonal level? When trust is low or broken\, what can help repair and rebuild it? How do we weave trust into everything we do\, even when not everyone is getting what they want? \nYou’ll be given a clear and easy-to-implement template for building and managing trust in the workplace. \nBuild your skills in: \nEliminating positional behaviour\nEffective listening in search of the “why”\nReality testing to engage difficult staff and effect change\nWorking effectively with difficult managers and members \nf) Managing and Applying Discipline \nWhen done properly\, what does progressive discipline look like? How do you set boundaries that are respected? If you’re a front-line manager\, how do you gather the facts and conduct a disciplinary meeting? When does the Human Resources department need to be brought in? \nIn addition\, you’ll learn the best way to represent a member in the discipline process. What is best for the member\, and the membership? How do you sell a result to the member that he or she may not like? \ng) Performance Management that Works \nImproving the performance of workers involves insight and a number of skills. Motivations need to be understood. Expectations need to be set collaboratively. In this module\, learn how to:  \nSet expectations\nGive feedback that is heard\nExecute on the maxim\, “Gentle pressure\, relentlessly applied”. \nh) The View from the Union Hall \nHear the union perspective on discipline\, performance management\, and seniority.  \nWhat does the union look for in “good” supervisors?\nUnion duty to represent – goals and limits \nQuestions? Contact irc@queensu.ca. \nPricing \n\n\n\n Members        \n $3\,310.75 (15% OFF!)\n\n\n Non-Members\n                 $3\,895\n\n\n\nPlease contact admincoordinator@cphrnl.ca for the exclusive member discount code.
URL:https://cphrnl.ca/event/managing-unionized-environments-halifax/
LOCATION:The Prince George Hotel\, 1725 Market Street\, Halifax\, Nova Scotia\, B3N 3J9\, Canada
END:VEVENT
BEGIN:VEVENT
DTSTART;VALUE=DATE:20220531
DTEND;VALUE=DATE:20220604
DTSTAMP:20260513T181414
CREATED:20220422T112937Z
LAST-MODIFIED:20220422T120120Z
UID:10000781-1653955200-1654300799@cphrnl.ca
SUMMARY:Mastering Fact-Finding and Investigation (Halifax)
DESCRIPTION:There are three events in the labour relations series\, two in Halifax and the final one to be offered in St. John’s. This program gives LR Practitioners hands-on training on how to assemble the facts of a case without worsening the situation. \nSession Topic\nAccording to research conducted by Queen’s IRC\, today’s labour relations practitioners are spending an increasing amount of time — up to 25 percent of their efforts — conducting formal and informal investigations of workplace complaints. The complaints may relate to harassment\, conflicts of interest\, discrimination\, whistle blowing\, or many other difficult types of cases\, and are partly a response to tougher human rights and occupational health and safety laws. But research also shows that many HR managers and LR practitioners\, including union representatives\, feel they are inadequately prepared for the rigours of investigating complaints. This program gives LR Practitioners hands-on training on how to assemble the facts of a case without worsening the situation. \nPROGRAM DETAILS\nLearn how to plan the investigation\, conduct interviews\, and properly weigh the evidence. Receive on-the-spot coaching to ensure the skills you develop can be immediately and effectively applied back on the job. \na) Selecting the Right Path \nWhich fact-finding process is best? Your session leaders will discuss the differences between a formal investigation and an informal workplace assessment. \nA formal investigation is held to comply with the employer’s responsibilities under human rights or other legislation.\nA workplace assessment is a non-blaming process that offers generic results and recommendations that may be shared with staff.\nYou’ll be guided through the four stages of the fact-finding process. Learn how to pre-screen complaints and ensure you select the correct process and terms of reference for the issue. Review the legal framework and key procedural aspects and principles. \nUltimately\, the investigation process you’ll follow will depend on several factors: \nWhat are the dynamics of conflict\, in terms of interests and relationships?\nWhat are the applicable policies?\nWhat is the desired outcome: Deterrence or confidentiality? Compliance with statutory obligations? Workplace restoration? \nb) Preparing the Plan \nAn investigation encompasses four stages: pre-investigation screening\, planning the investigation\, interviewing\, and preparing the interview report. Learn the key elements to preparing a plan: \nListing and numbering the important questions to be answered\nIdentifying the right people to be interviewed\nIdentifying the records to be examined and the person from whom they should be obtained\nYou’ll be guided through this process to learn how to identify witnesses and relevant documentation\, and how to craft essential questions. \nc) The Art and Science of Interviewing \nWhat are the key issues that need to be considered when staging an interview? Using a case study based on an actual situation as well as tips on empathetic listening\, you will apply your learning and use your skills to interview witnesses and handle difficult behaviours\, and be coached along the way. You’ll also take away a list of sample questions to get you started. \nLearn how to: \nPrepare for the interview\, including how to build the conditions for the best outcomes and how to ensure fairness\nOpen the interview and set the context\nCraft the right questions\, based on the five W’s: who\, what\, where\, when\, why\nDeal with reluctant\, uncooperative\, or emotional witnesses\nSee through smokescreens and issues unrelated to the complaint at hand\nConclude the interview on the right note \nd) Gathering and Documenting Evidence \nDrawing on templates and structured formats\, you will practice compiling evidence to support your investigative findings. Experienced leaders will walk you through evidentiary do’s and don’s. You will also learn how to identify useful evidence based on its relevance\, credibility\, and admissibility in legal proceedings. \ne) Report Your Findings \nWhat are the essential components of an investigative report? How do you assess and compile evidence? Work with your learning team to create a written summary of your findings and analysis\, including the terms of reference\, process followed\, summary of evidence\, findings in dispute and not in dispute\, and analysis. \nf) Navigating Through the Common Pitfalls \nSession leaders will help you recognize the most common barriers to an effective fact-finding exercise. \nThe possible pitfalls are many\, including: \nInstitutional delay\nDifficult witnesses\nInvolvement of lawyers\nLack of direct access to witnesses\nInvestigator bias\nBy the end of this module\, you will have several organizational strategies that can be deployed to ensure consistent results. \ng) Post-Investigation Considerations \nLearn how to follow through after an investigation\, from notifying parties to addressing ongoing workplace issues. \nQuestions? Contact irc@queensu.ca. \nPricing \n\n\n\n Members        \n $4\,160.75 (15% OFF!)\n\n\n Non-Members\n                 $4895.00\n\n\n\nPlease contact admincoordinator@cphrnl.ca for the exclusive member discount code.
URL:https://cphrnl.ca/event/mastering-fact-finding-and-investigation-halifax/
LOCATION:The Prince George Hotel\, 1725 Market Street\, Halifax\, Nova Scotia\, B3N 3J9\, Canada
END:VEVENT
END:VCALENDAR