Proven Success
Leadership in Change Management
Saskatchewan Crop Insurance Corporation (SCIC)
SITUATION: Respect for the Human Resources (HR) department was lacking as new programs were being added resulting in poor customer relations and employee satisfaction. HR leadership and direction was needed to manage the copious changes that were occurring internally.
ACTIONS: Within the first 365 days of the job, reviewed all HR programs, initiated relationships with staff, and incorporated their input for the needed changes. Assessed and analyzed the feedback before developing an action plan to manage all the new HR programs. Continued to build relationships with staff and union to clarify their roles, and ensure structure, policies, and procedures were being followed. Empowered employees and managers with information thus bolstering their confidence to move forward with new initiatives aimed at productivity, process improvement, customer and employee relations. Implemented a Performance Management System that clarified goals, roles, and expectations.
RESULTS: Within the year, turned around the reputation of HR, creating a valuable resource for the executive team to leverage. Identified better communication and negotiation tactics when working with the staff and union, and increased overall trust and confidence in the HR function. This led to greater productivity, employee engagement, and alignment of staff with corporate objectives. This made staff more comfortable working towards the corporate direction.
Excellence in Customer Service
Saskatchewan Crop Insurance Corporation (SCIC)
SITUATION: Customer Service complaints were escalating and going directly to the Ministry of Agriculture four to five times a month. This embarrassed the organization, both levels of government and negatively impacted relationships, internally and externally.
ACTIONS: Developed and launched a series of programs to train the staff on effective customer service and dealing with conflict. When issues with customers escalated, provided one-on-one coaching with staff and customers to resolve the issue. Assisted staff with resolution of customer complaints by visiting farm sites with employees.
RESULTS: Within 12 months of implementing the program, we reduced the complaints from going to the Ministry of Agriculture. As a result of this support, we increased customer service, improved business processes, enhanced employee morale, and increased productivity.
Prevention of Expensive Arbitration
Saskatchewan Institute of Applied Science and Technology (SIAST)
SITUATION: While teaching for the organization, the principal approached me to take on the HR function and help with the bargaining of two collective agreements between SIAST and the instructors and administrative staff bargaining units.
ACTIONS: Led the HR department through multiple initiatives and changes that positively impacted working relationships amongst staff and union. Successfully negotiated collective agreements, and developed the professional staff development plan aimed at positively impacting both the staff and instructors.
RESULTS: Eliminated all formal grievances within the organization, where other SIAST locations had as many as 30+ grievances annually.