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TRANSCRIPT
Employee Reintegration:Building Community & Moving Forward
December 9, 2011
Organizational Development HR
Toward a Smooth Reintegration
• Why the focus on Employee Reintegration now?• What has been done to date?• What is needed in the development and rollout to best
support you and your Faculty or Unit?• What are our next steps?
Today’s Session Objectives
• Share best practices, timeline and tools to help you reintegrate colleagues into your units.
• Sensitize you to key considerations that can impact on opportunities and challenges at hand.
• Address your concerns and suggestions.• Inform you of resources and supports available.
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Our Goal
To move forward as smoothly as possible to carry out our mission in an environment of mutual respect.
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Resources for All: Who can help?
• Supervisors• HR Advisors & Direct Services• Peer Supports • Skilled coaching, facilitation and training are available, as needed• Organizational Development Team with external resources• Employee Assistance Program: 514‐843‐7009• Presentations and tools available at: www.mcgill.ca/hr/reintegration
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Understanding the Situation
• Demands of returning to work after a labor dispute can be particularly challenging, both physically and mentally. Stress is a normal response. Any return can generate fatigue.
• Those who “held the fort” may be experiencing fatigue, a sense of being unappreciated, overworked or resented for having done the work.
• The work hasn’t disappeared. The backlog may be significant.• Processes may have changed. • Non‐judgment and respect for differences are needed. Some may fear
their own reactions or those of colleagues.• Unknowns can generate anxiety for all.
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Timeline Overview
• Before Day 1 – meet with current team to share key points and planning– Prepare employees’ workspace– Have a simple plan for the next few days/weeks
• Day 1– Initial gathering (All)– Smaller unit meetings & individual discussions
• Week 1– Discussion of Short‐term Priorities, Strategies for managing backlog, key concerns
(e.g. vacation, overtime, etc.)– Attention to mounting tensions, complications– Managing any significant change that may impact on the employee’s work or
environment• Most intense: first 6 weeks• 6 months – summative assessment• 18+ months
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A Four‐Phased Iterative Approach
PreparationPre‐Return
RolloutFirst Days& Weeks
Maintenance2 weeks – 6 months +++
EvaluationFormative & Summative6 months
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Rollout Day 1: Initial Gathering
• Help reduce stress (for all)• Facilitate the work that will follow• Help set the tone• Bring some structure and clarity
What was done in your Faculty or Department?Were there any surprises?
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Initial Considerations
• Welcome message and thank you’s• Resources available to help with the integration• High level priorities over the next 3 months• How you will work together (respect, communication, collaboration)• Next steps (e.g. smaller group meetings)• Access to back‐to‐work protocol for all
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Smaller Group Meetings
• In smaller group meetings, some covered:– Short‐term priorities (3 months)– Backlog management (see FAQs & Guide)– Realistic expectations– Changes that have happened (new appointments, etc.) – Changes to processes, tasks, etc. (always inform the individual
privately first; consult with HR re positions; see guide re process changes)
– Meeting schedules and communication vehicles during this period
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Process Changes ‐ Scenarios
• If you can, wait for your employee to reintegrate before proposing changes. Involve him/her.
• If you have made some changes but can still incorporate feedback from your employee, it is wise to do so.
• If it is too late, help the employee understand the reasons for the changes and how he/she can invest (e.g. training…)
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Reasons for Change in Processes
• Benefit the people participating in the process• Benefit the client through improved service• Benefit the University (e.g. cost, reputation)• Benefit to other stakeholders
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What’s in it for me?
• Easier• Faster• Happier clients• Better relationships with colleagues• Learning opportunities
Potential loss of “freedom” – ad hoc, informal
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Key Considerations
• Full cycle• Implications for all important stakeholders• Inputs in their current state• Outputs: who needs what, in what form…• Factual data• Documented• Skills development• Impact on distribution of tasks, roles & responsibilities, etc.
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Be Proactive
Be proactive – doing so can avoid grievances and an increase in absenteeism.• How will the return to work protocol affect all of your team?• Are there questions outstanding?• Are there issues between some members of your team (within or
across employee groups). How will you prevent escalation and manage challenges?
• How are your managers feeling about the return? How do your C’s seem to be responding? What might be needed?
• How do you intend to check‐in with your staff over the next short while?
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Communications
• Be clear, consistent, professional, objective, factual• Frequent communication is recommended in the first stages• Set the tone, encouraging respect, limit setting around discussions of
the strike, setting group norms• Clarify concerns related to priorities, holidays, overtime, etc.• Let employees know about resources available to assist them• Ensure understanding of the return‐to‐work protocol by all employees.
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Communications Cautions
• Don’t attempt to debate strike‐related issues, provide “facts”, etc.• Don’t over‐script, thereby sacrificing sincerity and genuine expression.• Don’t be vague, thereby generating confusion or anxiety.• Don’t over‐dramatize the situation.• Don’t assume that ignoring growing emotional issues will make them
go away.• Don’t assume we know what others intend, want or need.
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Messages to Your Managers
• Thank you! • Take care and pace yourself.• This is a process to be managed over time.• We will support you in facing challenges ahead (specify).• DO ask for help: some situations are difficult to manage.• Have realistic expectations of yourself and others. • Be clear and patient. • Trust your own experience, knowledge and commitment in managing
these guidelines and tools to your unique situation.
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Outstanding HR Questions TBD
• Vacation – all employees• Overtime, casual help• Sick days• End of contracts• Personal days
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Summary
• Create an environment of mutual respect.• Focus your team on moving forward: shared priorities, strategies for
managing backlog, clarification on holidays, etc.• Avoid engaging in discussions about strike issues.• Ensure regular check ins and feedback on how work is being
performed.• If a difficult situation starts to arise with one or several individuals,
please discuss with your HR representative or Organizational Development (X1703 or X5545).
• If there are MAJOR changes that impact an employee in particular, please speak to HR as soon as possible.
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Your HR Advisors & Direct Services Representatives
• Available to all staff• Need to be advised of any issues that arise so that they can be
addressed immediately• Can advise on most appropriate resource for your needs• Coordinate training (as needed) either in‐house or through
Organizational Development (HR) or IT Services• Check in regularly with all units
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What needs attention?
• Special Needs• Training Needs and Opportunities• Potential Challenges• Changes on the Horizon (e.g., people, processes)• Other
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Contacts
Organizational DevelopmentJohanne Houle, Director (1558)
Jane Reichman Van TochSenior Talent & OD Advisor (5545)
Francois LabrecqueTalent & OD Advisor (1703)
Ernie KinneyProcess Management (3234)
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