Integral HR Solutions Inc

Integral HR Solutions Inc
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Friday, April 8, 2016

TechAlliance Breakfast Club




Privileged to be a panel member at next weeks Breakfast Club session in London, Ontario. Attracting and retaining top talent is on the agenda. Join us at our April Breakfast session for an interactive panel discussion to discuss best practices surrounding successfully attracting and retaining top talent from outside the City of London.  

Sunday, April 3, 2016

Alignment of Key Leaders (a business argument)

  • Ineffective management is estimated to cost UK businesses over £19billion per year in lost working hours
  • 43% of UK managers rate their own line manager as ineffective – and only one in five are qualified
  • Nearly three quarters of organizations in England reported a deficit of management and leadership skills. This deficit is contributing to the productivity gap with countries like Germany and Japan.
  • Incompetence or bad management of company directors causes 56 % of corporate failures

From my perspective, the aforementioned summary is reflective of what I witness on a regular basis (throughout North America).   The study also confirms that effective leadership can have a truly significant impact on organizational performance, both in the immediate and longer term.  The research also indicates that:
  •   Best-practice management development can result in a 23% increase in organizational performance.
  •         Effective management can significantly improve levels of employee engagement
  •         A single point improvement in management practices (rated on a five-point scale) is associated with the same increase in output as a 25% increase in the labour force or a 65% percent increase in invested capital.

 What does the above-mentioned summary mean for organizations that are looking for a competitive advantage in a challenging market?   It should be quite evident that when organizations are searching for competitive advantages, the workforce itself represents the largest reservoir of untapped potential.  Specifically, front-line leaders can have a tremendous impact when they provide the appropriate levels of referent leadership. 

It’s evident that it is becoming increasingly difficult to attract and retain competent people.  It’s also (very) evident that levels of employee engagement in many organizations have fallen far below required levels.  Study after study reinforces the fact that levels of employee engagement have a direct impact on organizational performance and ultimately bottom line profits.

My advice to business owners/senior leaders is to give consideration to establishing and introducing practical, best in class practices, procedures and strategies that will create opportunities to realize increases in organizational performance (as outlined in the UK study).     

I was working with a client out of Mexico City; the owner of the business had realized tremendous growth and organizational success.  That said, he wanted to position the organization (50 industrial sector production & retail service centre’s throughout Mexico) for long-term sustainable profitable growth.

Working with the senior leadership team, we developed business plans and strategies that were built on a foundation that fostered an organizational culture that facilitated:

  • The Alignment of Key Leaders
  • Employees Embracing Change
  • Setting Leaders up for Success through Mentoring and Training


The business owner and I met over dinner to finalize the strategy; he clearly stated that he was ‘frightened’ about the initiative.   He went on to clarify that venturing out of his comfort zone, holding key leaders accountable for performance and transitioning to a constructive culture was intimidating to say the least.  I simply responded with asking “what is the cost of not embracing the agreed upon strategies”?  Needless to say, we moved forward with the strategy, the organization has not looked back!

Quite simply, organizations of all sizes can adopt proven strategies that create increased levels of engagement that ultimately lead to improved organizational performance.  That said, the foundation mentioned above can be likened to a three legged stool.  Eliminating one element (or leg) will result in the overall strategy collapsing down. 

Integral HR Solutions Inc. works with organizations of all shapes and sizes.  We work in collaboration with senior leaders to establish a desired (optimal) culture.  We then facilitate leadership training and coaching that creates alignment amongst senior leaders.  Our training and developmental programs assist organizations introduce proven methodologies that allow for the successful introduction of change initiatives.   

Once such an initiative takes traction, organizations become less dependent on our support.  Leaders take accountability for ensuring that all employees are set up for success. 


Additional information about our support and services along with client testimonials are posted on our website at www.integralhrsolutions.ca. 

Saturday, April 2, 2016

Drive-Star

Integral HR Solutions Inc. welcomes Drive Star to our growing stable of clients.  We look forward to a terrific collaboration going forward!  Drive Star provides "drive-a-way' services for organizations across North America. www.drive-star.com/

Friday, February 26, 2016

Leadership Principles




My 'takeaways' from a number of leadership coaching interventions are summed up on the attached slide.  In addition to (always) treating people with dignity and respect, the referenced leadership principles are critical to success for anyone attempting to build credibility in a leadership role.

Integral HR Solutions is based out of Sarnia and Brampton, Ontario.  Don't hesitate to reach out to discuss leadership training, coaching and HR support needs!

Friday, February 5, 2016

Leadership Coaching & Development Programs


I'm extremely pleased to announce that Integral HR Solutions (www.integralhrsolutions.ca)  is partnering with The Pacific Institute to deliver world class leadership development education. I invite you to link through to the attached newsletter that references our strategic partnership and product offerings. Don't hesitate to reach out if you would like to receive email updates about our events locally and globally.

http://myemail.constantcontact.com/Thought-Leadership-Insight-Series.html?soid=1111218403418&aid=2Y65xBpXD0I 

Sunday, May 3, 2015

Lost Art of Communication, (Found) in a Pub



I was traveling recently with a client.  Our travels took us to Ottawa, Ontario during the second week of April.  By chance, the Ottawa Senators were opening up their Stanley Cup Playoff series with the Montreal Canadians. The bars, restaurants, and caf├ęs were full with supporters dressed in red, black and white.  The downtown chore was alive and vibrant.  

After dinner, my colleagues and I headed to a local pub to continue a conversation that started over dinner.  We walked into the Manx Pub, as soon as we walked in I could sense that the establishment had the feel (and look) of a genuine British pub.  

As we were conversing over a pint, it dawned on me that there were no tv’s, no massive monitors displaying the play-off game, no loud music piped through the speaker system.  As I looked around the room it became evident that everyone in the pub was steeped in engaging conversation.   Although the environment was conducive for “having a good chat”, the degree to which people were truly engaged was incredible.    

No loud people ranting and raving, no grandstanding so that people at adjacent tables could hear what was being said.  Nobody monopolizing the conversation.  I simply can’t recall walking into such a comfortable environment. It then dawned on me that not a single patron was scrolling through their smart phones or tablets.  Patrons were listening intently as they engaged back and forth in what appeared to be fascinating conversation.  In fact, no distractions whatsoever.  It’s interesting to note that the patrons were quite diverse, a somewhat eclectic group of people could be found in the Manx pub on this particular evening. 

“Leadership Take-Aways”.
My experience and observations in the pub reinforce that the (almost) lost art of face to face communication can be of significant value when applied in personal as well as professional settings. A number of years ago I stumbled upon a post that made reference to the “7 C’s” of Communication.   I take this opportunity to share the 7 C’s of Communication. 
1. Clear
When writing or speaking to someone, be clear about your goal or message. What is your purpose in communicating with this person? If you're not sure, then your audience won't be sure either.
2. Concise
When you're concise in your communication, you stick to the point and keep it brief. Your audience doesn't want to read (or hear) six sentences when you could communicate your message in three. 
3. Concrete
When your message is concrete, then your audience has a clear picture of what you're telling them. There are details and vivid facts, and there's a laser-like focus.
4. Correct
When your communication is correct, it fits your audience.  Ensure that the technical terms you use fit your audience's level of education or knowledge.
5. Coherent
When your communication is coherent, it's logical. All points are connected and relevant to the main topic, and the tone and flow of the text is consistent.
6. Complete
In a complete message, the audience has everything they need to be informed and, if applicable, take action.
7. Courteous
Courteous communication is friendly, open, and honest. There are no hidden insults or passive-aggressive tones. You keep the viewpoint of your audience in mind, and you're empathetic to their needs.
Key Points
The better we communicate, the more credibility we'll have with our clients, our boss, and our colleagues.  Use the 7 Cs of Communication as a checklist for all of your communication. By doing this, you'll stay clear, concise, concrete, correct, coherent, complete, and courteous on a consistent basis.  

Although I embrace technology, consideration should be given to walking across the office and conversing with colleagues when it’s appropriate.  All too often people hide behind emails are often sent with countless people copied (that don’t need to be). 

Friday, March 20, 2015

Mental Health Training for Front Line Supervisors


One in three Canadian employees say they are now suffering or have suffered from a mental health condition such as depression or an anxiety disorder.  Another 27 per cent say they are experiencing significant symptoms of stress.

Morneau Shepell survey results are available by linking through to
http://morneaushepell.mediaroom.com/index.php?s=20295

In response to requests from our clients, Integral HR Solutions has developed a number of Mental Health Awareness Training Modules.  The modules include:

  • Identification of mental health issues & illness in the workplace;
  • Strategies to effectively communicate with and manage distressed employees;
  • Proven strategies to address stress & anger management in the workplace;
  • Strategies to deal with dependency issues in the workplace;
  • Conflict Resolution
  • The Duty to Accommodate;

Integral HR Solutions Inc is pleased to advise that Donna Morreau, RN is partnering with us to facilitate Mental Health Awareness Training.  Donna's primary focus is to create and facilitate Mental Health Awareness and Intervention Training for organizations that are taking a proactive approach to managing mental health in the workplace. 




From a professional standpoint Donna is a RN in Mental Health Facility.  In a Charge Nurse capacity, Donna is called upon to function as an educator providing leadership to her colleagues and co-workers during times of crisis on the mental health inpatient unit.

Over the past 20 years, Donna has taken a lead role in numerous mental health crisis interventions.  As a result of Donna’s extensive experience, she works closely with a team of psychiatrists to effectively assess, diagnose, and address patients that are suffering from mental health issues and mental illness.  

In addition to her professional responsibilities, Donna is a faculty member at the University of Windsor.  In the capacity of Clinical Instructor and Faculty Advisor, Donna has been teaching 3rd and 4th year B.Sc. N students for the past 10 years.  

As a life-long learner, Donna continues to expand her education and awareness in the field of Mental Health.  Recent professional development courses include Non-Violent Crisis Intervention and Code White Training (Responding to a Violent Situation).  

We welcome Donna to the organization.  We welcome opportunities to discuss our Mental Health Training and Awareness education.