Does Canada’s HR community need some extra support?

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Canada’s HR professionals are juggling countless responsibilities while being held to increasingly high standards – that’s the claim from one industry expert who says a stronger community could help.

“We see many organizations with a lone wolf in HR who’s scrambling daily to fill empty seats, establish and enforce policies and develop programs for learning, performance management and leadership,” says David Bator, VP of client services at TemboStatus. “It’s no small task.”

The company – which offers employee engagement software – recently launched a Toronto-based project in a bid to better connect those HR professionals with others in the industry.

“The aim of the #TorontoHR event series is to bring together groups of bright business thinkers to work through some pretty common HR issues,” says Bator.

“Is it more important to recruit or retain talent? How do I quantify and communicate what culture really is? How do I move beyond just collecting employee engagement data every year to actually taking action to achieve meaningful change for my company?”

The monthly sessions, which are free to attend, will see panellists and attendees collaborate to attack the everyday questions that make a real impact within an organization.

“The goal is that they return to work later in the day well fed with tactical, practical things they can immediately apply,” says Bator. “It’s also a great networking opportunity […] where people can meet, learn and make meaningful connections.”

According to Bator, it makes “good fiscal sense to have a strong HR community and strong HR leaders” because leaders can use their collective knowledge to tackle the tough issues.

“We’re telling the members of the community to grant themselves permission to spend 90 minutes a month amongst their peers so they can not only catch their breath but also spend time picking the brains of people who are grappling with very similar challenges,” he stressed.

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  • Bill Fotsch on 2016-08-18 9:53:49 AM

    HR staff often get's blame for the lack of employee engagement. It's unfair, since the engagement issue is an organization wide challenge. Companies like Southwest Airlines, Capital One and BHP Billiton, (clients of mine), treat their employees like trusted business partners, enabling them to make more money for their company and themselves. They see profits and engagement soar. These Forbes and HBR articles provides more background:;
    Minneapolis based Carlson Travel is a great example, as can be seen in their 3 minute call center video:

  • David Bator on 2016-08-22 12:54:09 PM

    Thanks for your comment, Bill. I feel much the same way. HR has a role to play in the engagement riddle but can't be left to solve every problem. As I said recently at an event, engagement is an overused and often misunderstood term. I think it's best understood as commitment - an individual employee's ongoing commitment to do work that drives performance and and organization's commitment to setting the table so that's possible. Thanks for sharing!

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