Maureen McCann

Are you interested in: 1) How to attract and retain indigenous employees? 2) Learning how your company can participate in reconciliation in Canada? 3) Reconciliation Training or 4) Reconciliation Consulting? Indigenous engagement is a nuanced task and it requires a skill set you may or may not have. Today, I share one key skill that is essential to successful Indigenous engagement (which of course, can then lead to recruitment and retention if applied well). Let's talk about it! Here is the link to today's video - https://zurl.co/N5D5

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Have you ever had a professional career question where you wished someone could give you real, unfiltered advice on how to handle a tough situation? Maybe it’s dealing with a difficult manager, unclear career progression, or navigating a new career and finding your feet in a country like Canada. Corporate life can feel like walking a tightrope, and sometimes the answers aren’t straightforward, I’ve been there before. I once knew a colleague who was brilliant at their job but felt stuck in their role. Despite long hours and consistent results, they couldn’t break through the glass ceiling. They started asking themselves: What am I missing? Is it me, or is it the system? Unfortunately, like many others, they had no one to turn to for unbiased, practical advice on how to move forward. That’s why this new HR series exists. Ask Me Anything is here to give you the answers you’ve been searching for, without the sugarcoating. Whether you’re wondering how to approach salary negotiations, manage a toxic work environment, or pivot your career—this is the space to ask. Your questions matter. Let’s dive into the issues that don’t always get talked about and find solutions together. What do you want to know?

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Most employees and leaders know there is no shortage of conflict in the workplace. It is estimated that 85% of employees at all levels experience conflict. One United States study reported that around $359 billion is paid per hour, or 2.8 hours per week is lost due to conflict. What may be most alarming is that over 50% of conflict is unresolved. Workplace conflict is expected. However, employees and leaders’ lack of knowledge and skills to confront it may not be fully understood. Not all conflict is bad; it has many positive benefits when dealt with effectively. https://lnkd.in/gymJQHwQ

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"Women are less likely to adopt this new technology. This is a worrying finding since, according to a study by Oxford Economics and Cognizant, 90 per cent of jobs will be affected by generative AI by 2032. More specifically, between 2023 and 2032, the percentage of jobs with high exposure points to AI could increase sixfold, from eight per cent to 52 per cent." This article from HR News Canada shows why women learning, developing and getting education in AI is going to be so important. https://lnkd.in/gm6aaMc3 #artificalintelligence #AI

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Great leaders, here’s an important tip about leadership development at your organization: Stop spending money on leadership training unless it’s directly aligned with your business goals and equips leaders to lead with both results and strong, human connections. In my career, I’ve seen many organizations put their leaders through generic leadership development programs. While these can help build some skills, they often miss the mark because they aren't tied to the company’s overall strategy or focused on developing the human-centered skills leaders need to truly inspire and motivate their teams. To create leaders who not only drive business outcomes but also build strong, people-first cultures, consider the following when building your next leadership development program: 1. Know your business strategy: Great leaders, it’s essential to understand the key skills needed for success—whether it’s agility, business acumen, resilience, or emotional intelligence. Whatever the focus, ensure your leaders can connect with their teams while driving results. 2. Make leadership development a priority: Leadership development is a big investment, but it pays off. Strong leadership that blends business acumen with empathy leads to higher employee engagement, retention, and overall business growth. A well-developed leader doesn’t just lead—they inspire their people and drive the business forward. 3. Embed leadership programs into your talent pipeline: Once you’ve identified your top talent, ensure they’re trained to not only take on leadership roles but also to cultivate inclusive, supportive work environments where employees feel seen, heard, and valued. 4. Continuously review your programs: Keep evaluating and refining your leadership initiatives to ensure they foster a human-centered approach while staying aligned with your evolving business strategy. Need help building a leadership development program that prioritizes both business success and a human-centered approach? Whether you need assistance with a needs assessment or designing a program tailored to your goals, we're here to help. Connect with us at [email protected] to get started. #TopTalentTraining #LeadershipDevelopment #LeadershipMatters #LeadersWhoInspire #LeadershipStrategy #LeadershipGrowth #PeopleFirstLeadership #HumanCenteredLeadership #EmpathyInLeadership #InclusiveLeadership #BusinessSuccess #BusinessLeadership #BusinessStrategy #TalentDevelopment #LeadershipGoals #EmployeeEngagement #TeamDevelopment #StrongTeams #WorkplaceCulture

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📚**Strategic Planning for Next Year: Investing in Continuous Learning and Employee Development** As we prepare for the upcoming fiscal year, it's essential to align our budget with our commitment to continuous learning and employee development. These initiatives are critical for fostering a culture of adaptability and innovation within our organization. **1. Importance of Continuous Learning** Continuous learning is not just a trend; it's a necessity in today’s fast-paced business environment. It enables our workforce to: - **Adapt to Change:** Equip employees with skills to navigate new technologies and processes. - **Drive Innovation:** Encourage creative problem-solving and new ideas that enhance our competitive edge. - **Increase Engagement:** Foster a motivated workforce that feels valued and invested in. **2. Creating Effective Training Programs** To maximize our training investments, we will: - **Assess Training Needs:** Conduct thorough assessments to identify skill gaps and align training with organizational goals. - **Set Clear Objectives:** Establish specific, measurable objectives for each training initiative to track progress and effectiveness. - **Engage Employees:** Utilize interactive training methods, ensuring that learning is both effective and enjoyable. **3. Budget Allocation for Training and Development** As part of our budgeting process, we propose the following allocations to support our employee development initiatives: - **Training Programs:** Allocate funds for workshops, online courses, and certification programs that target identified skill gaps. - **Learning Resources:** Budget for access to e-learning platforms and materials that support continuous learning. - **Partnerships:** Set aside funds for potential partnerships with educational institutions to provide cost-effective training solutions. **4. Evaluating the Impact** We will implement a framework to evaluate the return on investment (ROI) for our training initiatives: - **Performance Metrics:** Track employee performance and retention rates post-training to gauge effectiveness. - **Feedback Mechanisms:** Collect feedback from participants to continuously refine and improve our training offerings. **Conclusion** By strategically linking our budget to continuous learning and employee development, we can ensure that our workforce is equipped to meet future challenges. Investing in these initiatives will not only enhance our team's skills but also drive overall organizational success. #ContinuousLearning #EmployeeDevelopment #TrainingPrograms #Workforce2025 #OrganizationalSuccess #Budgeting #TrainingInvestment #OrganizationalGrowth 📊💼

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Leaders often think they are approachable and when something goes wrong that could have been prevented are often surprised or perplexed about why someone didn’t say something. One answer is that there is a gap in perception that leaders often fail to recognize. Look at all of these examples below! They point to incorrect assumptions and a misalignment between leaders and the experience of their team members. There are so many different factors that impact how a person makes sense of what is happening around them and, in the workplace, it could be level, titles, expertise, previous experiences, to name a few. It doesn’t mean the different perceptions are either right or wrong. They’re just simply different. It also doesn’t mean that we all have to see things the same way (plus that would be so boring.) What it does mean is just because leaders intend to be approachable, doesn’t mean they actually are. It also means that effective leaders will actively seek out different opinions and make discussions comfortable for others to give their honest opinions. Doing this requires a lot less talking and a lot more listening from the leader. It requires being curious and asking good questions and it requires being aware of one’s own response (both verbal and non-verbal) when hearing opinions that are hard to hear. While a team member makes a choice to speak up, or not, that choice will be heavily influenced by a leader’s behavior. The onus to make it comfortable for others to speak up sits squarely with the leader. It’s the team member who is taking the risk and if leaders are sincere in their efforts to make this risk easier to take, it’ll benefit everyone! #leadershipdevelopment #effectiveteams #productivediscussions #effectiveleaders

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Companies grow when leadership grows. When leadership stagnates, companies come to a standstill, too. The key to getting things going again is executive coaching. My team designs executive coaching programs for leaders based on their specific needs. I’m sure it’ll be an eye-opening and enriching experience.

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First Nation governance includes 10 core functions that are the foundation upon which all other functions are built. Governance forms how people choose to organize, share power, set priorities, get things done, and how those decisions are made and who is accountable; it requires processes, structures, tradition, and rules to be in place. Governance gives a First Nation the ways and means to achieve the things that matter to them. Reconstructing your governance is self-determination in action and a powerful predictor of success in economic and community development. #governWISE #Governance #FirstNations #Resources

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Today, the Ontario government introduced the Working for Workers Five Act, 2024. If passed, among other changes, it would remove barriers to #employment by: - Streamlining #registration for internationally trained workers and cutting red tape by requiring regulated professions to have a plan for enabling multiple registration processes to take place #concurrently wherever possible. If passed, Ontario would be the first province in Canada to require regulated professions to have a plan in place to process registration steps and materials concurrently. - Making the foreign credential system outcomes-oriented by requiring regulated professions to have a policy to accept #alternatives where standard registration-related documents cannot be obtained for reasons beyond an applicant’s control, such as war or natural disasters. If passed, Ontario would be the first province in Canada to have this in legislation. #foreigncredentials #internationallytrained https://lnkd.in/gkfmQfpm

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Great Leaders, the truth is, the traditional manager role of directing employees and solving problems is no longer enough. Today, businesses and employees need more. They need managers who can empower, inspire, and coach their teams to achieve great things. When managers embrace the role of coach, something magical happens (and the results are transformative). It not only relieves the constant pressure managers face, reducing personal burnout, but also unlocks huge benefits for employees, the organization, and even your customers. Here are just some of the positive impacts you’ll see when your managers step into the role of coach: ✅ Improved performance: Employees build skills, close gaps, and take ownership of their success, delivering higher-quality work. ✅ Higher engagement: Teams feel supported, motivated, and valued, directly translating to better customer experiences. ✅ Stronger relationships: Coaching fosters trust, open communication, and collaboration, creating a more cohesive team that delivers consistent results. ✅ Greater innovation: Encouraging curiosity and problem-solving sparks creativity, leading to new ideas that benefit customers. ✅ A culture of growth: Coaching drives continuous learning, ensuring your team is always improving and ready to meet evolving customer needs. ✅ Better customer outcomes: When teams perform at their best, customers benefit from exceptional service, innovative solutions, and an overall enhanced experience. Having your managers play the role of coach is a game-changer! By shifting from constantly putting out fires to empowering their teams, managers free themselves to think strategically and build high-performing, thriving teams that “wow” customers and drive lasting business success. Are your managers ready to make the shift and embrace the role of manager as coach? At Top Talent Training, we specialize in building manager capabilities that drive results. Let’s connect to equip your leaders with the tools to unlock the full potential of their teams—and themselves—while delivering real, measurable outcomes for your business and its customers. #TopTalentTraining #ManagerAsCoach #LeadershipDevelopment #HighPerformingTeams #EmployeeEngagement #TeamPerformance #LeadershipSkills #WorkplaceCulture  #CoachingMindset #ManagerEffectiveness #BusinessSuccess #EmployeeExperience #LeadershipGrowth #LeadershipExcellence #OrganizationalSuccess #FutureOfLeadership

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Corporate Canada, it’s time to act. Indigenous West is more than a guide—it’s a call to action. Aligning with the Truth and Reconciliation Commission’s Calls to Action and UNDRIP, this report is your roadmap to genuine, impactful partnerships. By prioritizing Indigenous engagement, your organization can lead the way in reconciliation while building trust and resilience in today’s economic landscape. Are you ready to step forward? https://indigstree.com/

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“Red tape” — it’s an OECD-leading problem in Canada. We all want reasonable protections from harm. However, the creation and amendment of regulations can take years and is commonly only tangentially connected to those required to comply with the regulations. Too often, the result is duplicative, complex and burdensome regulations that don’t keep up with rapid changes in technologies and business models. There must be a better way. In June 2024, Senator Woo and I hosted a workshop to discuss the use of standards as a tool to accelerate the modernization of regulations in Canada. This meeting was part of a continuing effort to find new ways to accelerate Canada’s regulatory modernization processes. [For an overview of this process, see a my Feb ‘23 OpEd in The Hill Times: https://bit.ly/4bovIzX] Workshop attendees included public servants from federal and provincial governments, standard development organizations and other regulators. We were grateful that Treasury Board of Canada Secretariat | Secrétariat du Conseil du Trésor du Canada Minister Anita Anand provided opening remarks, and encouraged the exploration of new approaches to modernizing regulations across Canada. [Note: as a next step, we intend to engage civil society and regulated industries, large and small.] There was broad consensus that regulatory modernization is critical and urgent. The report on the meeting (below) offers perspectives and avenues for future discussion. What is clear is that a failure to act is not only undermining Canada’s economic prosperity, but also our ability to innovate, and our ability to respond in a crisis. There is an urgent need to embrace the use of any effective tools that will better enable us to manage evidence-based risks, with a focus on defining the desired outcome(s) rather than the process for achieving that outcome. This is because regulations that prescribe a specific process virtually eliminate opportunities to innovate. My personal hope is that we can get to a place where Canada uses voluntary, consensus-based standards, codes-of-practice and certifications by default, and regulate by exception. Modernizing Canada’s regulations at all orders of government in Canada (federal, provincial, territorial, municipal) needs to become a priority. There is urgency, but we can’t downplay the challenge of transforming the public service towards a less risk-averse mindset. Currently, there is little political will, as evidenced by our legacy of anti-competitive inter-provincial regulations that act as domestic trade barriers, and of heavy regulatory burdens that too often create unnecessary barriers-to-entry, protecting incumbent oligopolies from the threat of innovative new entrants. Prioritizing regulatory modernization would be ideal (vs the current Regulatory Modernization Act, Bill S-6, stalled in the House), but in the meantime the greater use of certain tools and some targeted burden reduction could provide an incremental stopgap.

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Critical Weekend for BC, let's keep our fellow Canadians in our thoughts as out-of-control fires continue to impact lives in BC.   Living in a fire zone here in BC, we are safe so far, but it’s a constant reminder of the importance of staying vigilant.   Please report any signs of fire immediately and follow all safety guidelines. Wildfire in BC # 1-800-663-5555 or*5555 from your cell.   Your quick actions can help protect lives and property. Let’s all stay safe, support each other, and remain aware of our surroundings.   Together, we can make a difference. Stay safe, everyone! ** Red dots are out of control fires**   #truckingindustry #logisticsindustry #career #hiringnow #recruitment #applytoday #rfarrerandassociates #recruitmentpartner #searchfindconnect #followers #opentowork  

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There is not a week go by where I don't find a Canadian news headline related to serious workplace misconduct. This article identifies only one Federal department report. The reason it is in the news is due to an increasing commitment to transparency with the public. What of the other departments not as committed? What might be going on in this case? Are Federal public servants more inclined towards serious misconduct and wrongdoing? Has bad behavior been enabled, ignored or modeled by leaders? Many years ago, as a young narcotics officer, I was part of a team conducting an extensive search of a large boat involved in the international transportation of narcotics. A highly respected senior leader had located a portable police scanner in the search (not illegal). He placed it in my duffle bag telling me to take it, with a wink and a nod. It was not a lawful seizure of the item and in effect it was a theft. It was not logged as an exhibit. I did nothing. Like many junior police officers trying to establish themselves in a specialized unit, I was fearful of repercussions that might arise from resisting and refusing to be complicit in the theft. It haunted me. Months later I logged it as a "found item" exhibit. It alleviated my conscience only slightly. Years later this same officer was charged and convicted of theft and fraud related to seized money in a proceeds of crime investigation. There is a "slippery slope" phenomenon that occurs when senior employees and leaders model prohibited, if not unlawful, behavior. The idealistic employee desiring to live and work with integrity has a choice. Go along to get along, or become the isolated, ostracized and maligned team member who is painted as "not a good fit." This is an archetypal story across workplaces and industries. This is seemingly what has occurred in the Foreign Affairs department. This is not exclusive to Federal agencies and departments. Covering up of unethical behavior is one of the more prevalent motives underlying workplace bullying campaigns in the workplace. If a worker, subordinate or peer, poses any threat to the person engaged in unethical or illegal behavior, they will often become a target of a covert bullying campaign designed to silence or remove them as a threat. Helping HR investigators become aware of these types of situations, tactics and power dynamics is a part of our ongoing Workplace Investigations suite of training. Contact us at https://lnkd.in/grzWTTt for more information. What do you think is the cause of an increase in news articles surrounding serious workplace misconduct? https://lnkd.in/gfw2tZmY

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Conflict is on the rise in our workplaces. One study found that approximately 64 percent of workers have been in a workplace with disputes between colleagues. When left to fester, unresolved conflict can cause severe damage. It is estimated to cost Canadian businesses over $2 billion annually. https://lnkd.in/g6NrszUx #innovation #leadership #HR #HRC #CHRO #CEO #CMO #CFO #CIOs #coaching #culture #teams #training #strategy #trust #mindful #creativity #ideas #agile #customers #mentalhealth #psychsafety #PersonalDevelopment #Resilience #MentalWellbeing

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We're always thinking about the intricacies and challenges of evaluation capacity building, but how I'm framing it these days is that **capacity** is downstream from **incentives**. So that even if you build out your evaluation capacity, it will diminish over time unless your incentives are structured properly. The sector often doesn't reward it by default, but boards or executives have the ability to establish those incentives internally for the organization. Having worked in the fundraising space for almost a decade, it's not lost on me that charities often have expertise in both statistics and in data quality, but those expertise (typically) exist in the fundraising department, not the evaluation department 🤨 🤨 🤨 Anyway, go read this cool issue on Evaluation Capacity Building in the Canadian Journal of Program Evaluation (https://lnkd.in/eieh5-j8 and look closely at where incentives might pop up to bedevil our best intentions e.g. "A small number of evaluation studies (n = 21) reviewed in the Bourgeois et al. (2023) study indicate that when individual capacities to do evaluation increase, factors within organizations (e.g., lack of time to engage in evaluation, financial resources) can still present barriers that affect the ability to embed, sustain, or enhance evaluation practice within the organization."

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