Winter/Spring 2022

The Official Publication of Chartered Professionals
in Human Resources in Atlantic Canada
La publication officielle des conseillers en
ressources humaines agréés au Canada atlantique
WINTER/SPRING 2022
HIVER/PRINTEMPS 2022
COACHING, MENTORING
AND CAREER ADVICE
ENTRAÎNEMENT, MENTORAT
ET CONSEIL DE CARRIÈRE

I thought losing weight
was about willpower
Turns out, it’s about science.
There is more to weight management than just diet and exercise.
Find out more on how you can better support your employees living
with obesity by contacting Customer Care at Novo Nordisk Canada Inc.
Contact us:
1-800-465-4334
NNCICustomerCare@novonordisk.com
References:
1. Obesity Canada. 5As of Obesity Management. 2017. Available at: https://obesitycanada.ca/resources/5as/. Retrieved January, 2019.
2. Obesity Society. Clinical Guidelines on the Identification, Evaluation, and Treatment of Overweight and Obesity in Adults. Available at:
http://www.obesity.org/resources-for/why-treat-obesity-as-a-disease.htm. Retrieved July, 2015.
Novo Nordisk Canada Inc., Tel: (905) 629-4222 or 1-800-465-4334.
www.novonordisk.ca
© Novo Nordisk Canada Inc. CA19UMA00004E

CONTENTS
WINTER/SPRING 2022
HIVER/PRINTEMPS 2022
8
7 Ways HR Can
Leverage Coaching
in the Workplace
Sept façons dont les
RH peuvent mettre
l’accompagnement à
profit au travail
DEPARTMENTS
4 Message from CPHR Nova Scotia
5 Message from CPHR New
Brunswick
6 Message de CRHA
Nouveau-Brunswick
7 Message from CPHR
Newfoundland & Labrador
7 Message from CPHR Prince
Edward Island
23 Index to Advertisers
FEATURES
12 Evidence-based Advice for Developing
Coaching Programs
15 Mentorship Matters: Considerations for
Your Career and Your Organizations
18 Personality Inventories as
HR Development Tools
21 The CPHR New Brunswick Deborah
Armstrong Lifetime Achievement Award
22 Prix d’excellence Deborah Armstrong pour
l’ensemble des réalisations décerné par
CRHA Nouveau-Brunswick
Published for
CPHR Nova Scotia
84 Chain Lake Drive
Suite 103
Halifax, NS B3S 1A2
902-446-3660
hello@cphrns.ca
cphrns.ca
CPHR New
Brunswick/CRHA
Nouveau-Brunswick
36 Albert Street
Moncton, NB E1C 1A9
506-855-4466
admin@cphrnb.ca
cphrnb.ca
CPHR Newfoundland
& Labrador
P.O. Box 21454
St. John’s, NL A1A 5G6
709-351-4134
cphrnl@cphrnl.ca
cphrnl.ca
CPHR Prince
Edward Island
P.O. Box 2151
Charlottetown, PE C1A 8B9
main@cphrpei.ca
cphrpei.ca
Published by
1200 Portage Avenue
Suite 200
Winnipeg, MB R3G 0T5
www.naylor.com
Account Manager
Bryan Metcalfe
Editor
Bailey Hildebrand-Russell
Project Manager
Angela McDougall
Marketing
Marissa Abbott
Book Leader
Megan Stanley
Account Representative
Norma Walchuk
Project Coordinator
Alana Place
Design
Amit Kumar Singh
Art Direction and
Marketing Consultant
Parabolica Design
©2021 Naylor (Canada)
Inc. All rights reserved. The
contents of this publication
may not be reproduced
by any means, in whole or
in part, without the prior
written consent of the
publisher.
CANADIAN PUBLICATION
MAIL AGREEMENT #40064978
PUBLISHED NOVEMBER 2021/
HRACB0221/5848
COVER IMAGE:
ISTOCK.COM/DUNCAN_ANDISON
WINTER/SPRING | HIVER/PRINTEMPS | 2022 3

MESSAGE FROM CPHR NOVA SCOTIA
SHARON ROBINSON, CPHR
CHAIR, BOARD OF DIRECTORS
CPHR NOVA SCOTIA
THIS WINTER/SPRING EDITION OF PROMPTU highlights the many benefits
of coaching and mentoring in today’s workplace.
As human resources professionals, many of us have been fortunate to be
involved in a coaching or mentoring relationship during our career. We’ve
also led the development and implementation of talent programs in our workplaces
for new hires, high potentials and leaders that leverage the principles
of coaching and mentoring to promote onboarding, professional growth and
the achievement of performance goals.
Coaching and mentoring both focus on enabling growth. Typically, a coaching
relationship supports the employee in attaining specific goals by enhancing
or acquiring targeted skills. Coaching programs accelerate productivity while
promoting confidence and self-awareness through reflection and real-time
feedback.
Whether in a formal agreement or on an informal basis through a personal
relationship, inside or outside your organization, the guidance and advice of
an experienced voice and a steady hand has a lasting and beneficial influence.
The long-standing CPHR Nova Scotia Mentorship Program is a testament to the
power of learning and development through shared experience. Consider your
future involvement as a protégé or mentor — both roles promise to provide a
rich and rewarding experience.
I hope insights from your colleagues across Atlantic Canada in this edition of
PROMPTU reignite your passion for learning, growth and development.
4 PROMPTU magazine

MESSAGE FROM CPHR NEW BRUNSWICK
JODI MCMACKIN, CPHR
PRESIDENT
CPHR NEW BRUNSWICK
CPHR NEW BRUNSWICK IS PLEASED to collaborate with our colleagues across
the region on this issue of PROMPTU Magazine focusing on coaching, mentoring
and career advice. Continuous learning and development are pillars for every
professional practicing human resources supported by the coaching and advice
of our mentors.
As a professional association, CPHR New Brunswick, along with our fellow
associations in Nova Scotia, PEI and Newfoundland & Labrador, were founded on
the premise that the elevation of standards in practice is a required and desired
part of a career in human resources. Learning is enhanced when we draw on the
expertise of those around us. Coaching, mentoring and career advice has become
a staple of the associations’ service to members through formal and informal
relationships, networking opportunities and education sessions.
HR professionals benefit from serving as and working with mentors and coaches.
At our core, HR professionals are coaches for those we serve. We guide and advise
to help our partners and colleagues draw conclusions, find resolve and tackle
problems in the most responsible ways. Conversely, we lean on the mentorship
of our peers to guide us through some of our toughest cases, help us focus our
direction and find answers that are already embedded within us.
On behalf of CPHR New Brunswick, we hope that this edition of PROMPTU
Magazine inspires you to share your knowledge, expertise and experience and
draw on that of your peers to elevate the profession of HR in the best interests of
those we serve.
WINTER/SPRING | HIVER/PRINTEMPS | 2022 5

MESSAGE DE CRHA NOUVEAU-BRUNSWICK
JODI MCMACKIN, CPHR
PRÉSIDENTE
CRHA NOUVEAU-BRUNSWICK
CRHA NOUVEAU-BRUNSWICK SE RÉJOUIT DE collaborer avec ses collègues de
toute la région pour ce numéro du magazine PROMPTU axé sur l’encadrement, le
mentorat et les conseils en matière de carrière. L’apprentissage et le perfectionnement
continus sont des piliers pour tout conseiller en ressources humaines,
qui sont soutenus par l’encadrement et les conseils de nos mentors.
En tant qu’association professionnelle, CRHA Nouveau-Brunswick, à l’instar de
ses homologues de la Nouvelle-Écosse, de l’Île-du-Prince-Édouard et de Terre-
Neuve, a été fondée sur la prémisse que l’élévation des normes de pratique
est une partie nécessaire et souhaitée d’une carrière en ressources humaines.
L’apprentissage s’améliore lorsque nous faisons appel à l’expertise de ceux qui
nous entourent. L’encadrement, le mentorat et les conseils en matière de carrière
sont devenus des éléments essentiels des services offerts par les associations à
leurs membres par le biais de relations formelles et informelles, d’occasions de
réseautage et de séances de formation.
Les conseillers en RH ont tout à gagner à servir de mentors et de moniteurs et
à travailler avec eux. Au fond, les conseillers en RH sont des moniteurs pour ceux
qu’ils servent. Nous guidons et conseillons pour aider nos partenaires et collègues
à tirer des conclusions, à trouver des solutions et à aborder les problèmes de la
manière la plus responsable. Inversement, nous nous appuyons sur le mentorat de
nos pairs pour nous guider dans certains de nos cas les plus difficiles, nous aider
dans notre orientation et trouver des réponses qui sont déjà ancrées en nous.
Nous espérons que ce numéro du magazine PROMPTU vous inspirera à mettre
à profit vos connaissances, votre expertise et votre expérience et à vous appuyer
sur celles de vos pairs pour élever la profession des RH dans l’intérêt supérieur
de ceux que nous servons.
6 PROMPTU magazine

MESSAGE FROM CPHR NEWFOUNDLAND & LABRADOR
LEROY MURPHY, CPHR
PRESIDENT
CPHR NEWFOUNDLAND &
LABRADOR
COACHING, MENTORING AND CAREER ADVICE, the theme of this edition
of PROMPTU, can bring an employee beyond just doing the minimum of their
current job. If we want employees to grow with the organization, it is critical that
they grow beyond just maintaining technical skills. I look forward to reading the
articles of this edition and hope to learn how I can better embrace these themes.
As a testament to the importance of this edition’s theme, CPHR Newfoundland
& Labrador has already begun its own internal mentorship programs.
The area of career advice is dear to my heart. In my role at Memorial University
of Newfoundland, providing career advice to students is a core activity.
I routinely speak to students struggling to identify a career path. This type
of focus is critical to everyone in the workplace. I also worked several years
in outplacement. Typically, I met with people who had not taken the fact that
they must grow and develop to stay current in their field seriously. They were
not prepared for the changes that came because of a business or industry
adjusting to new economic priorities.
Proper career advice, coupled with mentoring and coaching, can aid employees
on a path of growth and therefore greater contribution to the employer.
MESSAGE FROM CPHR PRINCE EDWARD ISLAND
WENDY MACINTYRE, CPHR
CHAIR, BOARD OF DIRECTORS
CPHR PRINCE EDWARD ISLAND
THERE HAS BEEN A LOT to learn as the somewhat-new board chair for CPHR
PEI. PEI is a small but nimble province, and as a volunteer-only organization, we
have a lot of plates to spin in the air. As such, we are incredibly grateful for the
assistance from our neighbours and CPHR organizations across the country.
As board chair, I’m excited to connect with others in the profession. When I was
new to HR, a mentor suggested I get involved with an HR association. After joining
our local HR association and growing my skills and my network of HR practitioners,
I’ve never looked back! This is what we, as HR practitioners, are eager for
and what we plan to do more of both provincially and in partnership with others.
We need to hear from members and industry so that we, as an association
and as practitioners, can respond to and anticipate the needs in HR and create
new solutions to get things done. What are those solutions? Who knows! But we
as HR professionals do know the people business; we are being recognized as
change partners, and together we can share innovative ideas to come up with
something new. We are no longer to be the proverbial “Department of No.”
I am very much looking forward to having conversations, discovering
possibilities, testing new approaches and no doubt failing forward all along
the way with my HR colleagues.
WINTER/SPRING | HIVER/PRINTEMPS | 2022 7

FEATURE
7 Ways HR Can Leverage
Coaching in the Workplace
By Beverly Somers
EXTRAORDINARY CHANGES IN OUR
society, economy and businesses have
made it so the way employees experience
work is more important than ever
before, and organizations are more
likely to succeed when they get the
employee experience “right.”
Effective coaching is viewed as one
of the best ways to make a positive
impact on the employee experience,
because it results in empowered
employees, improved performance,
higher engagement and more positive
communication.
HR leaders have a great opportunity
to be the architects of the employee
experience within any organization and
they can positively improve the way
employees experience work by helping
to create a coaching culture.
The following are seven ways HR can
leverage coaching in the workplace.
1. COMMUNICATE WITH LEADERS
AND EMPLOYEES
Ask your leaders and employees for
their input from the very beginning of
the process. Take the time to explain
why a coaching culture is important for
the organization and how it will benefit
them. Everyone in the organization
needs to have a sense of ownership of
the process, so keep them informed
every step of the way and give them multiple
opportunities to provide feedback.
Pro tip: Conduct an anonymous
survey to find out how your team feels
about the coaching process. Have they
had any previous experience with giving
or receiving coaching? What was
their experience with it? What do they
Continued on page 10
ISTOCK.COM/SYOLACAN
8 PROMPTU magazine

ARTICLE DE FOND
Sept façons dont les RH peuvent
mettre l'accompagnement à profit
au travail
Par Beverly Somers
LES CHANGEMENTS EXTRAORDInaires
survenus dans notre société,
notre économie et nos entreprises
ont fait en sorte que les employés
accordent beaucoup plus qu’auparavant
une très grande importance à leur
expérience de travail, et les organisations
ont plus de chances de réussir
lorsqu’elles prennent les mesures pour
que l’expérience des employés soit
« positive ».
Un accompagnement efficace est
considéré comme l’un des meilleurs
moyens d’avoir une incidence positive
sur l’expérience des employés, car il se
traduit par une responsabilisation des
employés, une amélioration du rendement,
un engagement accru et une
communication plus positive.
Les chefs de file en RH ont la possibilité
d’être les architectes de l’expérience
des employés au sein de toute
organisation et ils peuvent améliorer
l’expérience de travail des employés
en contribuant à créer une culture
d’accompagnement.
Voici sept façons dont les RH peuvent
mettre l’accompagnement à profit
au travail :
leur donner de multiples occasions de
donner leur avis.
Conseil de pro : Menez une enquête
anonyme auprès des membres de votre
équipe afin de savoir ce qu’ils pensent
du processus d’accompagnement —
Ont-ils déjà eu l’occasion de donner
ou de recevoir de l’accompagnement?
Quelle a été leur expérience à cet égard?
Qu’est-ce qui leur plaît dans le fait de
donner/recevoir de l’accompagnement?
Qu’est-ce qui les rend anxieux à propos
du processus? Dans quel domaine ontils
besoin de plus de formation?
2. EXPLIQUER CE QU’EST
L’ACCOMPAGNEMENT
(OU CE QU’IL N’EST PAS)
Une définition claire aide chacun à comprendre
le rôle de l’accompagnateur.
L’International Coaching Federation
définit l’accompagnement comme « un
partenariat avec une autre personne
dans un processus de réflexion et de
création qui l’inspire à maximiser son
potentiel personnel et professionnel ».
Conseil de pro : Il est parfois plus
facile de commencer par définir ce
qu’un accompagnateur n’est pas. Par
exemple, un accompagnateur ne surveille
pas le travail, ne punit pas les
gens pour leurs erreurs, ne donne pas
de solutions et ne parle pas plus qu’il
n’écoute.
1. COMMUNIQUER AVEC LES
DIRIGEANTS ET LES EMPLOYÉS
Demandez à vos dirigeants et à vos
employés de donner leur avis dès le
début du processus. Prenez le temps
d’expliquer pourquoi une culture d’accompagnement
est importante pour D’ACCOMPAGNEMENT
3. DÉFINIR LE PROCESSUS
l’organisation et comment elle leur Déterminez les éléments du processus
d’accompagnement et ce que vous
sera profitable. Tous les membres de
l’organisation doivent se sentir parties espérez accomplir en instaurant une
prenantes du processus. Il faut donc culture d’accompagnement. Il est utile
les garder informés à chaque étape et Suite à la page 11
WINTER/SPRING | HIVER/PRINTEMPS | 2022 9

Regularly communicate the importance and
goals of a coaching culture.
like about giving/receiving coaching?
What makes them anxious about the
process? Where do they need more
training?
2. EXPLAIN WHAT COACHING IS
(OR IS NOT)
A clear definition helps everyone
understand the role of the coach. The
International Coaching Federation
defines coaching as “partnering with
another person in a thought-provoking
and creative process that inspires them
to maximize their personal and professional
potential.”
Pro tip: Sometimes it is easier to start
by defining what a coach is not. For
example, a coach does not monitor
work, punish people for mistakes, give
solutions or talk more than they listen.
3. DEFINE THE COACHING PROCESS
Identify the elements of the coaching
process and what you are hoping to
accomplish by creating a coaching culture.
Consider things like: What is the
role of the coach? What is the role of
the employee? When and where does
formal coaching takes place? What is
the agenda? What gets discussed?
What does informal coaching look like?
How will we know our coaching efforts
have been a success? It’s important to
build in room that will allow participants
to adapt the process to their learning
styles, schedules and preferences.
Pro tip: Create a no-cancellation policy.
If a conflict arises, always reschedule
the session to the next available
opportunity. Employees will feel disrespected
and devalued if coaching
sessions are cancelled, even once.
4. TRAIN LEADERS AND EMPLOYEES
Effective coaching includes training to
make sure participants are prepared to
coach and be coached and part of this
process is understanding how to communicate
and collaborate effectively.
Pro tip: Make training mandatory
for everyone. Even if your organization
has the best people who produce
top results and are well liked, don’t
automatically assume they are great
coaches or coachees.
5. HOLD LEADERS ACCOUNTABLE
Set the expectations for the leaders by
defining a coaching goal and deciding
who is responsible for holding them
accountable along the way. Use the
SMART goal-setting technique and
write a goal that is specific, measurable,
achievable, realistic and timebound.
You should also be clear on
how they will be held accountable, and
even define what success looks like.
Consider things like: How will you know
they met the goal? What does it look
like to exceed this goal? What happens
if they don’t meet the goal?
Pro tip: Enhance the coaching culture
by also holding leaders accountable
for their recognition giving efforts.
Celebrating successes is vital in the
success of the coaching process.
6. MEASURE SUCCESS
Think back to your reason for introducing
the coaching process. Were
you looking for specific behavioural
changes, higher engagement, reduced
turnover, increased production rates
or improved customer satisfaction
results? Decide when and how you
are going to measure your results and
what benchmarks you are going to use
to quantify success.
Pro tip: Follow a proven change
management process to improve the
success rate of your efforts. A coaching
culture isn’t for everyone. If the organization
doesn’t have a coaching culture
in place and people are experiencing
Celebrating successes is vital in the success of
the coaching process.
coaching for the first time, the turnover
rate may actually go up.
7. KEEP UP THE MOMENTUM
Regularly communicate the importance
and goals of a coaching culture.
Schedule periodic feedback from leaders
and employees so you can identify
any frustrations or misunderstandings
about the coaching process.
Pro tip: Include a few feedback
questions as part of the annual performance
review to encourage open
communication between the coach
and the employee about the coaching
experience and the effectiveness
of the coaching process.
So, whether it’s defining expectations,
setting schedules, helping to
gather and communicate feedback,
developing measurement tools or
helping to celebrate successes, HR can
provide the tools and opportunities for
coaching to happen. Ultimately, the
responsibility for coaching lies with the
leaders, but HR helps them stay true
to the process by creating the roadmap
and highlighting that culture of
accountability.
Beverly Somers is founder
and principal consultant
of SMART Human
Resource Solutions and is
known for her exceptional
commitment to the human resource
profession for the past 20 years.
She has a strong passion for people
and problem solving. Driven by
excellence, Beverly takes pride in
providing prompt and knowledgeable
HR advice to her clients. Beverly
holds a bachelor of arts degree in
psychology from the University of
New Brunswick and a certificate of HR
management and psychology from
Saint Mary’s University. She also holds
a professional designation from the
Chartered Professionals in Human
Resources (CPHR) and the Society
for Human Resource Management
(SHRM). SMART Human Resource
Solutions Inc. offers on-demand HR
solutions, #HR911 emergency support
and 360 recruitment services.
10 PROMPTU magazine

de considérer des facteurs tels que :
Quel est le rôle de l’accompagnateur?
Quel est le rôle de l’employé? Quand et
où l’accompagnement formel a-t-il lieu?
Quel est le programme? De quoi discute-t-on?
À quoi l’accompagnement
informel peut-il ressembler? Comment
saurons-nous que nos efforts d’accompagnement
ont été couronnés de succès?
Il est important de prévoir une
marge de manœuvre qui permettra
aux participants d’adapter le processus
à leur style d’apprentissage, leur
horaire et leurs préférences.
Conseil de pro : Créez une politique
de non-annulation. Dans le cas d’un
conflit, reportez toujours la séance à
la prochaine occasion possible. Les
employés se sentiront méprisés et
dévalorisés si les séances d’accompagnement
sont annulées, même une
seule fois.
4. FORMER LES DIRIGEANTS
ET LES EMPLOYÉS
L’accompagnement efficace comprend
une formation pour s’assurer que les
participants sont prêts à accompagner
et à être accompagnés, et une partie
du processus consiste à comprendre
comment communiquer et collaborer
efficacement.
Conseil de pro : Rendez la formation
obligatoire pour tous. Même si votre
organisation s’enorgueillit d’avoir les
meilleurs employés, qui produisent
des résultats de haut niveau et qui
sont appréciés, ne supposez pas
automatiquement qu’ils sont de bons
accompagnateurs ou de bons sujets à
accompagner.
5. RESPONSABILISER LES
DIRIGEANTS
Fixez les attentes des dirigeants en
définissant un objectif en matière d’accompagnement
et en déterminant la
personne chargée de leur demander
des comptes en cours de route. Utilisez
la technique de fixation des objectifs
SMART et rédigez un objectif spécifique,
mesurable, réalisable, réaliste et
limité dans le temps. Vous devez également
expliquez clairement la façon
dont ils seront tenus responsables, et
Abordez régulièrement l’importance et les
objectifs d’une culture d’accompagnement.
même définir ce à quoi ressemble le
succès. Pensez à des choses comme :
Comment saurez-vous qu’il a atteint
l’objectif? À quoi ressemble le dépassement
de cet objectif? Que se passet-il
s’ils n’atteignent pas l’objectif?
Conseil de pro : Renforcez la culture
d’accompagnement en tenant également
les dirigeants responsables de
leurs efforts de reconnaissance. La
célébration des réussites est essentielle
à la réussite du processus
d’accompagnement.
6. MESURER LE SUCCÈS
Réfléchissez à la raison pour laquelle
vous avez introduit le processus d’accompagnement.
Cherchiez-vous à
obtenir des changements de comportement
particuliers, un engagement
accru, une réduction du taux de roulement,
une augmentation des taux de
production ou une amélioration des
résultats en matière de satisfaction de
la clientèle? Décidez quand et comment
vous allez mesurer vos résultats
et quels repères vous allez utiliser pour
quantifier le succès.
Conseil de pro : Suivez un processus
éprouvé de gestion du changement
pour améliorer le taux de
réussite de vos efforts. Une culture
d’accompagnement ne convient pas
à tout le monde. Si l’organisation n’a
pas de culture d’accompagnement
en place et que les gens font l’expérience
de l’accompagnement pour la
première fois, le taux de roulement
peut en fait augmenter.
7. CONTINUER SUR VOTRE LANCÉE
Abordez régulièrement l’importance
et les objectifs d’une culture d’accompagnement.
Prévoyez des méthodes
de rétroaction périodiques pour les
dirigeants et les employés afin de pouvoir
cerner toute frustration ou tout
malentendu concernant le processus
d’accompagnement.
Conseil de pro : Incluez quelques
questions de rétroaction dans le cadre
de l’évaluation annuelle du rendement
afin d’encourager une communication
ouverte entre l’accompagnateur et
l’employé sur l’expérience d’accompagnement
et l’efficacité du processus
d’accompagnement.
Ainsi, qu’il s’agisse de définir les
attentes, d’établir des calendriers,
d’aider à recueillir et à communiquer
la rétroaction, de créer des outils de
mesure ou d’aider à célébrer les succès,
les RH peuvent fournir les outils
et les occasions pour que l’accompagnement
ait lieu. En fin de compte,
la responsabilité de l’accompagnement
incombe aux dirigeants, mais
les RH les aident à rester fidèles au
processus en créant la feuille de route
et en soulignant cette culture de la
responsabilité.
Beverly Somers est
la fondatrice et la
principale consultante
de SMART Human
Resource Solutions. Elle
est connue pour son engagement
exceptionnel dans le domaine
des ressources humaines depuis
20 ans. Elle nourrit une grande
passion pour les personnes et la
résolution de problèmes. En quête
d’excellence, Beverly est fière de
fournir à ses clients des conseils
rapides et avisés en matière de RH.
Beverly a un baccalauréat ès arts
en psychologie de l’Université du
Nouveau-Brunswick et un certificat
de gestion des RH et de psychologie
de l’Université Saint Mary’s. Elle
a également la désignation de
conseillère agréée en RH de
Conseillers en ressources humaines
agréés (CRHA) et de la Society for
Human Resource Management
(SHRM). SMART Human Resource
Solutions Inc. offre des solutions
à la demande en matière de RH,
de l’aide d’urgence #HR911 et des
services de recrutement complets du
début à la fin.
WINTER/SPRING | HIVER/PRINTEMPS | 2022 11

FEATURE
Evidence-based Advice for
Developing Coaching
Programs
By Martina Louise Taylor and Wendy R. Carroll
PERHAPS WHEN YOU THINK ABOUT COACHING YOU
are brought back to times in your life when you were a
member of a sports team. These experiences, no doubt,
conjure up images of someone encouraging you from the
sidelines about putting into practice the skills and plays
learned in informal sessions. When coaches in these
contexts do their job well, athletes improve their performance
and advance the goals of the team. So, it is not
too surprising that organizational leaders and human
resource professionals have embraced the essence of
this coaching model to help employees reach their potential
and achieve organizational goals. This adoption of
ISTOCK.COM/OLIVIER LE MOAL
12 PROMPTU magazine

coaching techniques is well supported by professional
associations such as the Society of Human Resource
Management (SHRM), which maintains that coaching
interventions enhance employee and organizational
performance results. In fact, they also state that creating
a coaching culture is linked to better talent acquisition
and other business outcomes (See for example,
SHRM, 2021).
Given the promise of coaching to enhance employee
performance, it may be that you, like me, have been tasked
to consider the development of a coaching program for your
organization. And, as part of my studies in the MBA program
at Saint Mary’s University, Sobey School of Business, I had
the opportunity to work with the instructor of my People
in Organizations course to examine the research evidence
about the effectiveness of coaching for employee development.
Here is what we learned.
MENTORING AND COACHING ARE NOT THE SAME
While mentoring can be an important element of an
employee development program, its emphasis is different
from coaching. Mentoring aims to provide a mentee with
a sounding board when faced with challenging problems
and a springboard to help them explore various options and
directions for their career trajectory. However, coaching aims
to build employee confidence and skills that they may not
have otherwise developed without the focused support of
a coach. This specific purpose of coaching to enhance skills
is often anchored in an agreement that may use a SMART
goal-setting framework (see, for example, Latham, 2018).
Whereas mentors may have a less structured approach for
the aims of the relationship that often spans a long period of
time, coaches focus on developing clear goals with pathways
and supports to help the coachee achieve these targets in a
(normally) shorter period.
CONSIDERATIONS FOR DEVELOPING A SUCCESSFUL
COACHING PROGRAM
In our research, we found a type of published paper that
is called a meta-analysis. This type of study is exceptionally
helpful because the authors systematically search the
published academic research databases to bring together
research conducted on a specific topic and then synthesize it
to provide a coherent view of the state of the field. One such
study was conducted and published in 2016 by researchers
Jones, Woods and Guillaume specifically about coaching.
This study included the synthesis of 54 studies and has
provided important guidance for developing a coaching
program in organizational contexts.
Through their synthesis of the research evidence, the
authors were able to highlight some dos and don’ts
for coaches.
DOS AND DON’TS FOR COACHES
Coaches Do
• Enter into the
relationship with a
specific purpose to work
with the coachee
• Formally define
coaching contracts with
the coachee
• Apply goal setting
frameworks
• Encourage learning
through practice at work
• Guide the relationship
with the coachee
toward achievement of
their goals
Coaches Don’t
• Performance manage
the coachee as, ideally,
there should be no
power relationship
between the two
• Define set numbers
of meetings (these
vary by coachee and
in accordance the
developed contract)
• Provide instructional or
prescriptive solutions
WINTER/SPRING | HIVER/PRINTEMPS | 2022 13

Coaching aims to build employee
confidence and skills that they may
not have otherwise developed.
Their research also showed that coaching does have a
positive impact on employee performance, and they highlight
two significant areas for consideration when establishing
a coaching program.
1. Invest in developing internal coaches: the coaching consultancy
market has grown significantly over the past
several decades and external coaches have increased in
popularity, especially with the demand to coach executives.
However, in broader applications within organizations,
the research shows that internal coaches can be
extremely effective as they are perceived to be more
credible because they know the specific organizational
culture and climate. Effective coaches create contracts
with coachees, and they tend to be great at listening
actively, asking questions and focusing goals. It may
be helpful to invest in an external coach to work with
your organization to develop a coaching framework
and train employees identified to be your coaches. You
can also find several education institutions that specialize
in coaching programs that result in a certificate and
ready your coaches for possible certification with the
International Coaching Federation.
2. Deliver in a format that meets the coachee’s needs:
Interestingly, the research shows that there are no significant
differences between face-to-face and e-coaching
delivery. Both types of coaching, even blended, can be
effective with a well-trained coach. This finding reveals
that there is a great deal of flexibility to both the coachee
and the coach to conduct the process and it allows for
continuity of coaching when employees travel or relocate
to another geographical division.
CLOSING THOUGHTS
As Andrew Deichler pointed out in his article “Coaching:
it’s not just for executives anymore” (2021), there continues
to be increased opportunities for human resource professionals
to develop coaching programs that equip and
support their employees’ growth. Whether an employee
is new to a people management position or transitioning
to a new role, working with a coach has the potential to
focus and sharpen their performance, engagement and
well-being at work. Careful consideration to the development
of a guiding coaching framework and selection of
skilled coaches are two key ingredients that strengthen
the potential for success of your organization’s coaching
program.
Martina Louise Taylor is a civil engineer
currently completing her MBA at Saint Mary’s
University, Sobey School of Business.
Wendy R. Carroll, PhD, CPHR, is an
associate professor of management at
Saint Mary’s University, Sobey School of
Business, and the academic director for the
EMBA program. She is an award-winning
educator who teaches from an evidence-based practice
perspective and researches in the areas of the future
of work, employee silence after unjust events and
people-centred HR.
SOURCES:
Deichler A. (2021). Coaching: It’s not just for executives anymore. Society
of Human Resource Management.
DiGirolamo, J. (2015). Coaching for Professional Development. White
Paper. Retrieved from SHRM: https://www.shrm.org/hr-today/trends-
and-forecasting/special-reports-and-expert-views/Documents/SHRM-
SIOP%20Coaching%20for%20Professional%20Development.pdf
Jones, R. J., Woods, S. A., & Guillaume, Y. R. (2016). The effectiveness
of workplace coaching: A meta-analysis of learning and performance
outcomes from coaching. Journal of Occupational and Organizational
Psychology, 89(2), 249-277.
Latham, G. P. (2018). Becoming the evidence-based manager: How to put
the science of management to work for you. Hachette UK.
Society of Human Resource Management (SHRM), (2021). Coaching
in a Business Environment. Accessed October 17, 2021. https://www.
shrm.org/resourcesandtools/tools-and-samples/toolkits/pages/
coachinginabusinessenvironment.aspx
1041138_Royer.indd 14 PROMPTU 1 magazine
05/05/21 11:44 AM

FEATURE
Mentorship Matters:
Considerations for Your Career
and Your Organizations
By Mark-Denis McGrath, CPHR,
Human Resources Manager NL, Cox & Palmer
INTRODUCTION
Have you ever heard the phrase “human
resources needs human resources”? This
was a frequent sentiment in the spring of
2020, when HR professionals across the
globe were struggling with the unprecedented
challenges created by the COVID-19
ISTOCK.COM/TREETY
WINTER/SPRING | HIVER/PRINTEMPS | 2022 15

pandemic. Immersed in workplace
closures, workforce demobilizations,
business continuity, remote protocols,
and health and safety considerations,
HR professionals were leading the
charge in uncertain times. There was
no playbook to reference. There was no
human resources for human resources.
HR professionals had to think hard,
dig deep and lean on their teams and
peers and leverage mentors for support.
The experience reminded me
of the importance of establishing and
maintaining successful mentor/mentee
relationships and caused me to reflect
on the impact mentorship can have on
a career and an organization.
Earlier this year, the Chartered
Professionals in Human Resources of
Newfoundland and Labrador implemented
a formalized mentorship program.
With an estimated 80 per cent
participation rate, the initial program
has been a resounding success. As a
previous and grateful mentee, I volunteered
as a mentor in the program. It
has been a rewarding experience that
allows me to provide mentorship and
guidance while sharing perspective,
insight and learnings — just as my previous
mentors did for me. Participating
in this process demonstrated what a
successful mentorship relationship
requires, and the practical considerations
that could be beneficial to an
organization’s mentorship program.
THE BENEFITS OF MENTORSHIP
PROGRAMS
Mentorship programs occur when there
is an intended purpose of learning and
development between someone with
experience (mentor) and another person
seeking development (mentee) in a
particular area. Organizations are seeing
the benefits of mentorship programs in
a variety of human resources
functions. Through
recruitment, retention,
diversity, inclusion,
development and
career growth, mentoring
brings value.
It contributes to
employee growth,
job satisfaction,
knowledge transfer,
There are different types of mentoring,
all with differing intended purposes.
efficient onboarding, leadership development
and engagement. While there
are various types of mentorship programs
with differing intended purposes,
they are generally grouped as formal
and informal and would include oneon-one,
peer-to-peer, group, reverse
and team-based mentoring.
FORMAL AND INFORMAL
MENTORSHIP PROGRAMS
Formal mentorship programs should
include a specific program whereby
participants willingly participate as
either mentees or mentors, and they are
strategically paired with someone who
has similar backgrounds, interests and
goals for the program. Careful consideration
should be given to ensure pairings
work to optimize the outcomes. Once
established, a formalized mentorship
agreement should be prepared identifying
the action plan of the participants,
along with specific, measurable goals
that can be tracked. Although formal
mentorship programs do require significant
input, the structure is beneficial
to those involved. It keeps people
on point and working toward the goals
and objectives of the program. It also
ensures consistency of the program can
easily be replicated and implemented
across the organization.
What if your organization doesn’t have
a formal mentorship program? Steps
can be taken to introduce a program,
but you could also consider informal
mentorship as well. Informal mentorship
programs happen when there aren’t
formalized arrangements and plans.
Quite often these develop organically
between a junior team member leveraging
the experience of a more senior person
or colleague. As a mentee, this can
be something as simple as identifying
someone in your organization that has
taken a career path that you would like to
follow and connecting with that person
to establish a relationship as someone
that can be approached regularly.
The benefits of informal mentoring
are that they don’t require as much
planning, they are unforced, and they
happen naturally. A disadvantage
of informal
mentorship programs
is that they may not be
available to everyone in
the same way as formalized
programs. Also, as there is no
formalized plan, it can be difficult to
track progress and measure goals and
objectives.
HOW TO MAKE THE MOST OF YOUR
MENTORSHIP PROGRAM
As a mentor, it’s about understanding
what the mentee is looking for and trying
to share knowledge, experience and
challenges. You also must be someone
that can be approached for guidance or
support. Don’t overthink it. Schedule a
discussion over a coffee break. Make
plans for lunch together. Set up a reoccurring
meeting to have a discussion.
Listen: It is critical that a mentor
clearly understands what the mentee
is looking for in the relationship, and
what areas they are hoping to develop.
Mentees should communicate their
needs and highlight areas of interest.
Look for feedback, ask questions and
understand what each person is looking
to achieve, what they can offer and
ultimately what success looks like.
Establishing and maintaining relationships:
It takes time to develop
relationships, but you get what you
put in. Take some time to get to know
each other. These experiences can be
rewarding and produce meaningful,
long-term relationships. Even after specific
programs have concluded, try to
stay connected, so you can continue
to reach out if you need to.
Map out career paths: The next
step in career development is not
always obvious. It can be challenging
to understand what your next opportunity
is, and what steps need to be
taken to get there. A mentor can help
map out career paths by highlighting
the steps they have taken to reach their
current role. This includes work experience,
stretch opportunities, additional
education and training.
16 PROMPTU magazine

Careful consideration should be given to ensure
pairings work to optimize the outcomes.
Share experience and provide
guidance: Navigating the land mines
of a career can be difficult, and mentors
can help. This can be accomplished by
sharing their experience of how they’ve
overcome similar challenges. They’ve
been through this before and have succeeded
and can share how they did it.
Help leverage opportunities:
Mentors can help leverage opportunities.
They have networks of connections
and may be aware of opportunities that
the mentee may not be aware of. A
mentor may know of an unadvertised
opportunity, help prepare for a new
experience, or introduce you to someone
that may be able to assist.
Be a support network: Through
these programs, participants can
develop a support network where you
can share ideas, help identify contacts
through networking, share resources,
and look for templates and precedents.
Optimize your technology: Over
the last year, many organizations have
invested significantly in technology
that keeps people and their teams connected.
Make this investment work for
you. With this technology also breaking
down geographic barriers, it is easier
than ever to facilitate virtual mentoring
wherever you are without the hassle of
travel, commutes and time commitments.
CONCLUSION
Regardless of whether your organization
has formal or informal mentorship
programs, the important thing to
remember is to stay connected, clearly
understand what the parties are hoping
to achieve through the experience,
and what the goals of the mentoring
arrangement are. There is significant
literature available on the benefits of
mentoring, and a proven track record
that it works. There are different types
of mentoring, all with differing intended
purposes. Companies exist that can
help you initiate the process for your
organization. Take this opportunity to
understand if you or your organization
could benefit from mentoring programs,
and this could be a rewarding
experience for those involved.
Mark-Denis
(Mark) McGrath is
a human resources
manager with Cox &
Palmer in St. John’s,
N.L., and a director with CPHR
Newfoundland & Labrador.
Throughout his career, Mark has
been recognized as a people
leader in human resources and
labour relations in the construction,
utility and professional services
industries. He has a passion for
human resources, understanding
people and their challenges, and
looking for creative solutions to
their problems. You can reach Mark
at mmcgrath@coxandpalmer.com.
Barteaux Labour & Employment Lawyers Inc. is honoured
to again have both our leading lawyers recognized by their
peers in The Best Lawyers in Canada (2022)
Nancy F. Barteaux, Q.C.
has been recognized for
her work in Labour &
Employment Law
Andrea Baldwin
has been recognized
for her work in
Immigration Law
Nancy and Andrea joined forces in January 2021 to take advantage of the natural synergies between their practice
areas. Nancy’s team represents unionized and non-unionized employers with workplace issues both proactively and
before tribunals and courts. Andrea’s team helps employers to fill Specialized C-Suite and managerial roles, skilled
positions, and critical labour gaps with international talent. Barteaux Labour & Employment Lawyers Inc. is the only
Atlantic Canada member of the Employment Law Alliance (ELA) – a global employment, labour, and
immigration lawyer network. As an ELA member, we provide multi-national companies with
local expertise and knowledge. We also offer local clients access to employment, labour and
immigration law services across Canada, the US, and more than 135 other countries.
902.377.2233
www.barteauxlawyers.com
1049258_Barteaux.indd 1
WINTER/SPRING | HIVER/PRINTEMPS 08/10/21 | 2022 4:02 PM 17

FEATURE
Personality Inventories as
HR Development Tools
By R. Blake Jelley, CPHR
and Henriette Lundgren
ORGANIZATIONS USE PERSONALITY
inventories for various purposes,
including in coaching, training, leadership
development, team building
and organizational development programs.
1,2,3,4 Personality inventories are
part of many human resources professionals’
tool kits, despite some harsh
criticism of particular tools and the
practice more generally. 4 Personality
inventories are alternatively described
by terms like assessments, indicators,
measures, questionnaires, scales or
tests. HR professionals may re-label
personality tests to make them more
appealing to broad audiences. These
instruments may, instead, be described
as “analysis of potential” tools for
“personal stocktaking” or other terms
meant to soften reactions to them. 4
In this article, we describe results
from a study of HR professionals’
sense-making strategies and a review
of research on the (alleged) developmental,
performance-enhancing
effects of personality-feedback interventions
(PFIs). The limited PFI research
to date suggests that HR professionals
should approach this practice from a
cautious, inquisitive perspective.
PERSONALITY-FEEDBACK
INTERVENTIONS
A PFI is a developmental intervention
that employs one or more standardized,
self-report measures of personality to
provide participants with feedback
about their characteristic tendencies
of thought, emotion, and behaviour. 3
PFIs are often assumed to help identify
areas for improvement and motivate
change. Proponents claim that providing
test-takers with feedback from a
personality inventory can, for example,
enhance self-awareness and personal
growth, motivate adaptive changes to
behavioural tendencies, and improve
interpersonal understanding and relationships
within teams. 3 Interviews with
HR practitioners provide examples of
the ways PFIs are used (see table). 4
Dr. Allan Church, senior vice president
of global talent management at
PepsiCo, and his colleagues have provided
a personality applications matrix
model that elaborates on different
decision-making and developmental
applications for personality inventories
at individual, team and organizational
levels of intervention. 1 These frameworks
are useful for HR professionals
when distinguishing between different
PFI uses and their intended purposes.
PRACTITIONER PERSPECTIVES
AND STRATEGIES
To help explain the widespread and sustained
use of personality assessments
in HR, researchers at Tilburg University
in the Netherlands identified 18 professionals
within organizations or consulting
firms who had experience with this
practice. 4 Study participants were from
the United States, United Kingdom,
ISTOCK.COM/STOCK_COLORS
18 PROMPTU magazine

Netherlands, Germany and Denmark.
Most (61 per cent) held a master’s
degree and had backgrounds in psychology,
business or organizational
development. In-depth qualitative
analysis of semi-structured interviews
revealed six strategies related to personality
inventory use in developmental
programs. 4
An ethical-protective strategy tends
to be used by psychologically trained
practitioners who prioritize high ethical
standards. The following participant
quotation illustrates that perspective.
“This is the field of psychologists, and,
yes, other people can do it, but not in
my organization” (director talent management,
female).
A scientific-selective strategy
involves choosing the best-fitting
tool from a portfolio of assessments,
including relatively complex assessments
that may delve into negative
aspects of a respondent’s tendencies.
“I like the [personality inventory name]
because it is more in depth, and I think
helps people to really understand on
a deeper level, because people are
always multi-faceted” (senior director
HR, female).
A cautious-avoiding strategy
reflects skepticism toward personality
testing and a desire to avoid “pigeonholing”
or stereotyping that might
have negative consequences for participants.
“We need to be very careful,
because people can take the result of
the assessment as a negative sign for
them, for their career” (HR business
partner, male).
A cautious-embracing strategy
combines a skeptical perspective
with positive personality-test experiences
and relatively “light use” of
such tools (e.g., conversation starter).
“If we do a team intervention or if we
do a team-building day then we might
deploy that [personality test] almost
like an icebreaker to talk about some
generic things, but we wouldn’t use it
as an in-depth psychometric tool, not at
all” (HR development director, female).
A user-friendly pragmatic strategy
tends to use simple tools with
high test-taker acceptance “because
people find it easier to talk about [a
simple tool]” (HR director, female).
Application
Encourage individual
reflection
Explore differences
within teams
Fix team dysfunction
Initiate personal
development
Researchers found that the simple,
“narrow and tool-based focus” inherent
in this approach was rarely combined
with mentions of scientific evidence or
technical qualities as decision-making
criteria for test selection.
A knowledgeable-accommodating
strategy is when a well-informed practitioner
is motivated to accommodate
an organization’s requests even if that
means departing from the ethical
standards the practitioner normally
respects. For example, an independent
consultant and test industry
insider agreed to facilitate sessions
using a tool for which he did not have
an accreditation. “I said, ‘You know
I’m not trained in it’” (independent HR
development consultant, male).
By considering those six strategies,
HR professionals can become more
aware of their choices when using
assessments in their professional
practice — that is, to be more reflective,
conscious and deliberate when
they select, administer and introduce
an assessment. For organizations using
external HR consulting services, the six
strategies encourage internal decision
makers to probe consultants as to what
approach they use, and how they deal
with potential dilemmas in their assessment
practice. 4 Overall, it seems useful
to consider the extent to which each
of us identifies with the different strategies
while recognizing that others
may adopt different approaches. It is
unclear which approaches are effective
SAMPLE PFI APPLICATIONS 4
HR Professional’s Description
“[A] personality questionnaire is something I use to
start a reflection process with people, and to open
a dialogue.” (coach, female)
“For people to see, to notice, to take serious and to
accept differences and sameness.”
(HR manager, female)
“It may be that there has been a breakdown in relations
in the team and it’s used as a ‘soft way in’ to try
to explain why the breakdown might have happened
and start to remedy that way.” (head of HR, male)
“To collect ideas on how to change behaviour […]
awareness is good, change is better.”
(HR consultant, male)
in promoting development, but it is
unlikely that they will all prove equally
valuable.
AMBIGUOUS EFFECTS
ON PERFORMANCE
Although the use of personality inventories
for developmental purposes has
been subject to some harsh criticism, 4
developmental applications appear
to get less scrutiny and less research
attention compared to when those
tools are used for personnel selection.
2,3 For example, in a LinkedIn
comment on this topic, 2 Dr. Nicholas
Bremner, former people scientist and
now senior manager, decision science
at Uber, reflected:
“…I’m guilty of handwaving when it
comes to critically evaluating personality
inventories for developmental purposes.
However, …critical evaluation
of the tools and techniques we use in
low stakes situations deserve scrutiny
as well. In a world of limited resources
we are, at best, wasting our time if we
don’t carefully evaluate the tools used
and their impact.”
Debates about the technical qualities
of personality inventories — especially
some “dubious devices” 2 that are popular
in developmental contexts — are
relevant considerations. 2,3 Personality
inventories vary considerably in quality.
However, psychometric critiques
are insufficient. Such critiques fail to
address the extent to which PFIs help
individuals, teams or organizations
WINTER/SPRING | HIVER/PRINTEMPS | 2022 19

improve. 3 Assumptions that PFIs work
and that superior instruments yield
better results should be tested.
A 2021 review of research, conducted
at the University of Prince
Edward Island, on the impact of PFIs
on performance outcomes revealed
ambiguous effects. 3 Systematic
searches found only 12 relevant studies
that provided inconclusive evidence
that PFIs have beneficial effects
for employees or employers. Job performance
assessed by supervisors was
not examined in any PFI study. There
were hints of other beneficial effects,
but the studies’ research designs did
not provide a clear cause-effect connection
between the PFI used and
measured effects. Moreover, the
review article included findings from
other research that PFI users should
consider. PFI proponents often assume
that self-awareness is a good thing.
However, self-awareness scholars
make a distinction between positive
self-reflection versus negative rumination
(for example, a participant
dwelling on what is wrong with them).
Self-focused feedback can harm rather
than improve performance. The logic
and assumptions underlying PFIs and
the measures used seem more complex
than many depictions of personal
stock-taking might suggest.
CONCLUSIONS AND NEXT STEPS
Lack of good evidence for PFI impact
does not mean that they cannot
work. 2,3 Still, the lack of research
attention means that we do not yet
know if PFIs work or can be made to
work well, for example, using particular
tools and procedures for certain
people and purposes. Given the longstanding
popularity of this practice,
the small amount and generally low
quality of available evidence is disappointing.
However, this is difficult
research to do. Field research sites or
organizations’ PFI data are often inaccessible
to researchers. Designing
and conducting credible PFI evaluation
studies is a challenge for HR
practitioners who are busy with pressing
strategic and operational issues.
Open-minded scholar-practitioner
partnerships may help illuminate
whether or how best to deploy PFIs
in organizations. 2,3
Practitioners and researchers should
set aside the assumption that PFIs necessarily
foster development or improve
performance. 2,3 The following are some
concrete actions that you can take as
an HR professional:
• Clarify the approach, desired outcomes
and logic model through
which PFIs are thought to work in
your organization.
• Be skeptical of claims that research
supports a given tool for developmental
purposes — ask for details.
• Contribute to improving our collective
understanding of how personality
inventories are best used
in developmental contexts while
being cautious about their current
applications. 2,3,4
Dr. Blake Jelley is
a full professor of
management in the
University of Prince
Edward Island’s Faculty
of Business. He serves as vice-chair
of CPHR PEI and vice-chair of the PEI
Employment Standards Board. He
has a PhD in industrial-organizational
psychology from Western University
and is a former chair of the
Canadian Society for Industrial and
Organizational Psychology.
Dr. Henriette Lundgren
is an international
scholar-practitioner
and talent manager at
Corning Inc. She earned
a PhD in human resource studies
from Tilburg University, completed a
post-doctoral fellowship at George
Washington University and is an
adjunct assistant professor at Texas
A&M University.
Do more, live more, get more
when you’re part of a group
When choosing the right Group Home and Auto Insurance
program, you can trust The Personal.
Learn more about The Personal
Call 1-877-306-5252, ext. 5510051
or visit thepersonal.com/groupinsurance
The Personal refers to The Personal Insurance Company.
Certain conditions, limitations and exclusions may apply.
SOURCES:
1. Church, A. H., Rotolo, C. T., Margulies, A.,
Del Giudice, M. J., Ginther, N. M., Levine, R.,
Novakoske, J., & Tuller, M. D. (2015). The role
of personality in organization development:
A multi-level framework for applying
personality to individual, team, and
organizational change. Research in
Organizational Change and Development,
23, 91-166. https://doi.org/10.1108/
S0897-301620150000023003
2. Jelley, B. (2021, May 26). Types, traits, and
personality feedback for performance
improvement. LinkedIn article: https://www.
linkedin.com/pulse/types-traits-personalityfeedback-performance-blake-jelley
3. Jelley, R. B. (2021). Using personality
feedback for work-related development
and performance improvement: A rapid
evidence assessment. Canadian Journal
of Behavioural Science, 53(2), 175-186.
https://doi.org/10.1037/cbs0000230
4. Lundgren, H., Poell, R. F., & Kroon, B. (2019).
“This is not a test”: How do human resource
development professionals use personality
tests as tools of their professional practice?
Human Resource Development Quarterly,
30, 175-196. https://doi.org/10.1002/
hrdq.21338
1056052_ThePersonal.indd 20 PROMPTU 1magazine
14/10/21 12:45 AM

THE CPHR NEW BRUNSWICK DEBORAH
ARMSTRONG LIFETIME ACHIEVEMENT AWARD
RECOGNITION OF EXEMPLARY HUMAN
RESOURCES PROFESSIONALS
The Deborah Armstrong Human Resources Lifetime
Achievement Award has been established to recognize
and honour the contributions of Deb to our field for over
42 years. As a founding member of our CPHR New Brunswick,
a leader in the establishment of certification in our field and
as an honorary lifetime member, she is one to exemplify
as a human resources professional and as a human being.
Sadly, Deb passed away too early at the age of 62 on
Feb. 5, 2021 due to cancer. Although she has left this world,
she has left a legacy behind.
Deb had acquired her BBA at the University of New Brunswick
in 1979 and then furthered her education with a master’s
degree in industrial relations from the University of Toronto
in 1985. Her long-standing certifications in Myers Briggs and
Emotional Intelligence led her to support various levels of
teams and individuals within many diverse organizations.
Her career began in 1979 as a benefits and compensation
consultant in Toronto. It was as a graduate student
teaching assistant at the University of Toronto in 1983
that she found the spark that led her to become a well
known and respected professor at the University of New
Brunswick for over 36 years. Her contributions, particularly
as UNB’s MBA director, influenced her students
from all over the world. During her tenure at UNB, she
was selected, by mayor Elsie Wayne, to be trained as an
interest-based negotiator to assist with future municipal
negotiations.
“Deb was instrumental in identifying industrial relations
as an important component of management and human
resources. It is often a forgotten area. The courses she
developed remain on the books and are taught regularly.”
— Shelley Rinehart, director MBA program and
professor of marketing, University of New Brunswick,
Saint John Campus
As much as she was an educator, she was also an entrepreneur
as the president and owner of her own human
resources consulting firm, which she established in 1987.
Along with her business partner, Muriel Jarvis, they were the
first two women to provide leadership training to the maledominated
ranks of the Department of National Defence
back in the 1990s.
Deb’s expertise in the ability to bring logic, honesty and
ethics was sought from the non-profit to municipal and private
sectors where she fulfilled roles such as senior human
resources manager, manager of organizational effectiveness
and training consultant demonstrating vast human
resources competencies from industrial relations to policy
development.
“Deb’s contributions to the City of Saint John, in culture,
in education and in systems development have had a
profound impact on our progress as an organization and
continue to illuminate the way forward.”
— Peter Morgan, manager safety and policy,
City of Saint John
A fellow professor sums up the profound impact
Deb Armstrong made on all those who had the benefit to
know her:
“The diverse strands of Deb’s career, which included love
of learning, practical experience, education, directness,
and profound caring for others and her community, wove
together to make Deb a powerful force in the HR field.”
— Beth Gilbert, retired professor,
UNBSJ/owner, Practically Speaking
WINTER/SPRING | HIVER/PRINTEMPS | 2022 21

PRIX D'EXCELLENCE DEBORAH ARMSTRONG
POUR L'ENSEMBLE DES RÉALISATIONS
DÉCERNÉ PAR CRHA NOUVEAU-BRUNSWICK
RECONNAISSANCE DES CONSEILLERS ET CONSEIL-
LÈRES EN RESSOURCES HUMAINES EXEMPLAIRES
Le Prix d’excellence Deborah-Armstrong pour l’ensemble des
réalisations en ressources humaines a été créé en l’honneur
de Deb pour son apport à notre domaine depuis plus de
42 ans. Membre fondatrice de notre association, leader dans
l’établissement de l’agrément dans notre domaine et membre
honoraire à vie, elle est un exemple à suivre en tant que
conseillère en ressources humaines et en tant qu’être humain.
Malheureusement, Deb est décédée trop tôt à l’âge de
62 ans, le 5 février 2021, des suites d’un cancer. Bien qu’elle
ait quitté ce monde, elle a laissé un héritage dans le nôtre.
Deb a obtenu un baccalauréat en administration des
affaires à l’Université du Nouveau-Brunswick en 1979, puis
a poursuivi ses études pour obtenir une maîtrise en relations
industrielles à l’Université de Toronto en 1985. Ses
agréments de longue date en matière de tests Myers-Briggs
et d’intelligence émotionnelle l’ont amenée à soutenir des
équipes et des personnes de différents paliers au sein de
nombreux organismes.
Sa carrière a débuté en 1979 en tant que consultante en
avantages sociaux et en rémunération à Toronto. C’est en
tant qu’assistante d’enseignement pour étudiants diplômés
à l’Université de Toronto en 1983 qu’elle a trouvé
l’étincelle qui l’a amenée à devenir une professeure bien
connue et respectée à l’Université du Nouveau-Brunswick
pendant plus de 36 ans. Ses contributions, notamment
en tant que directrice du programme MBA de l’UNB, ont
influencé ses étudiants du monde entier. Pendant son mandat
à l’UNB, elle a été choisie par la mairesse Elsie Wayne
pour recevoir une formation de négociatrice axée sur les
intérêts afin d’aider aux futures négociations municipales.
« Deb a contribué à déterminer que les relations industrielles
constituent une composante importante de la
gestion et des ressources humaines. C’est souvent un
domaine oublié. Les cours qu’elle a élaborés demeurent
dans les livres et sont enseignés régulièrement. »
— Shelley Rinehart, directrice du programme de
MBA et professeure de marketing,
Université du Nouveau-Brunswick,
campus de Saint John
Elle a cumulé les rôles d’éducatrice et d’entrepreneure.
Elle était présidente et propriétaire de sa propre société
de conseil en ressources humaines, qu’elle a créée en 1987.
Avec son associée, Muriel Jarvis, elles ont été les deux
premières femmes à dispenser une formation au leadership
dans les rangs à prédominance masculine du ministère de
la Défense nationale dans les années 1990.
L’expertise de Deb en matière de logique, d’honnêteté et
d’éthique a été recherchée dans les secteurs sans but lucratif,
municipal et privé, où elle a occupé des postes de gestionnaire
principale des ressources humaines, de gestionnaire de l’efficacité
organisationnelle et de consultante en formation, faisant
preuve de vastes compétences en ressources humaines,
en relations industrielles et en élaboration de politiques.
« Les contributions de Deb à la ville de Saint John, à la
culture, à l’éducation et au développement de systèmes
ont eu une incidence profonde sur nos progrès en tant
qu’organisation et continuent d’éclairer la voie à suivre. »
— Peter Morgan, directeur de la sécurité et des
politiques, Ville de Saint John
Une collègue professeure résume l’influence profonde de
Deb Armstrong sur tous ceux et celles qui ont eu la chance
de la connaître.
« Les divers volets de la carrière de Deb, qui comprenaient
l’amour de l’apprentissage, l’expérience pratique,
l’éducation, la franchise et une profonde sollicitude
pour les autres et sa communauté, se sont entremêlés
pour faire de Deb une force puissante dans le domaine
des RH. »
— Beth Gilbert, professeure à la retraite,
UNBSJ/propriétaire, Practically Speaking
22 PROMPTU magazine

INDEX TO ADVERTISERS
CAREER & OUTPLACEMENT CONSULTANTS
Royer Thompson..................................................14
www.royerthompson.com
CONFLICT MANAGEMENT
Stitt Feld Handy Group ........................................23
www.sfhgroup.com
EMPLOYEE BENEFITS
Brock Health
Administration Ltd ............... Outside Back Cover
www.brockhealth.ca
GROUP BENEFITS, INSURANCE &
RETIREMENT SAVINGS
The Personal Insurance ......................................20
thepersonal.com/groupinsurance
HEALTH & WELLNESS
Novo Nordisk Canada Inc. ..........Inside Front Cover
www.novonordisk.ca
LABOUR & EMPLOYMENT LAW
Barteaux Labour and Employment
Lawyers Inc. ....................................................17
www.barteauxlawyers.com
LEGAL SERVICES
Barteaux Labour and Employment
Lawyers Inc. ....................................................17
www.barteauxlawyers.com
WORKPLACE INVESTIGATORS
Certitude Workplace
Investigations ..................................................23
www.certitudegroup.ca
HELPING PEOPLE WORK
TOGETHER BETTER
LIVE ONLINE
TRAINING
featuring
instructors and role plays
“The instructors do a fantastic job of
balancing the content, and making
the virtual workshops engaging and
informative.”
Sarah Albo, HR Consultant, Novel HR
Alternative Dispute Resolution Workshop
You will learn the time-proven process to find win-win
solutions to conflicts, reduce costs, preserve relationships
and create a more fulfilling work environment.
Dealing With Difficult People Workshop
You will learn to handle difficult conversations with
confidence, deal with problem employees and improve
productivity. You will overcome your fears around difficult
conversations and become more assertive.
Coaching For a Better Workplace:
Building Capacity in Others
You will learn the Progress Model of coaching and see
how it applies to performance issues, conflict coaching,
performance management and other coaching issues.
Visit sfhgroup.com for upcoming workshop dates.
Ask us about customized training options.
1.800.318.9741 contact@adr.ca sfhgroup.com
1053880_Stitt.indd 1
THANK YOU
to the advertisers
who helped make this
publication possible.
Certitude Workplace Investigations
Ph: (902) 444-1437
Email: info@certitudegroup.ca
Web: www.certitudegroup.ca
12/10/21 11:07 PM
1055124_Certitude.indd 1 05/10/21 12:12 PM
Certitude Workplace Investigations can help your organization by providing
an experienced investigator who is available to complete your workplace
investigation in a timely manner and to the highest professional standards.
By maintaining an active roster of legally trained workplace investigators,
offering investigation services in both official languages, and adhering to
a rigorous process of quality control and oversight, Certitude Workplace
Investigations will provide your organization with a level of quality and
timeliness that is unmatched in Atlantic Canada.
WINTER/SPRING | HIVER/PRINTEMPS | 2022 23

Does your health plan cover these?
Orthodontics
Chiropractic
Physiotherapy
All prescription drugs
Glasses
Acupuncture
Naturopathy
Ambulance charges
Diabetic supplies
Hospital services
Fertility treatments
Laser eye surgery
With complete flexibility and no premiums,
let us provide true benefit to your team.
“Excellent customer service, at a fair price”
14505 Bannister Road, Suite 103 | Calgary, Alberta, T2X 3J3
Ph: 1-866-959-7483 | Fx: 1-866-492-9486
info@BrockHealth.ca | www.BrockHealth.ca