Summer/Fall 2020

The Official Publication of Chartered Professionals
in Human Resources in Atlantic Canada
La publication officielle des conseillers en
ressources humaines agréés au Canada atlantique
SUMMER/FALL 2020
ÉTÉ/AUTOMNE 2020
DIVERSITY &
INCLUSION
DIVERSITÉ ET
INCLUSION

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Financial Literacy and the Workplace:
A Relationship that Matters
According to the Financial Consumer
Agency of Canada (FCAC), money is the
greatest source of stress for Canadians
– even more than work, personal and
relationship issues. Almost half (40 per cent)
of working Canadians feel overwhelmed by
their current debt load, which continues to
increase yearly for many.
ADVERTORIAL
Unfortunately due to the COVID-19
pandemic, many Canadians will continue
to see their finances negatively impacted
– perhaps for years to come. The pandemic
has proven that financial literacy is more
important than ever.
When finances create stress in one’s
personal life, it’s next to impossible to
stop worrying about it while at work. This
can lead to negative effects on workplace
performance, which could be costing your
business thousands of dollars annually.
According to a survey by the Canadian
Payroll Association, 46 per cent of all
respondents said financial stress impacts
their workplace performance.
Employees Want Financial
Literacy Training
A separate study by the Canadian Payroll
Association indicated that 84 per cent of
employees would be interested in obtaining
financial education programming in the
workplace. Workplace education is nothing
new – companies have been offering
professional development for years. The
difference now is that employees are looking
to companies to help them with more than
just career growth.
“We spend a lot of time at work, similar to
the way kids spend so much time at school,
so it makes sense for businesses to offer
educational opportunities for employees,”
says John Eisner, President of Credit
Counselling Services of Atlantic Canada. “Not
only does financial literacy training improve
the lives of employees, it ultimately improves
the bottom line as well, making it a win-win
for everyone.”
Eisner says a lot of companies are beginning
to realize the positive return on investment
of financial literacy training. The not-for-profit
credit counselling agency has been hired by
numerous firms to deliver financial literacy
workshops – both in person and online.
“Our training consists of a one-hour
presentation that teaches people the
fundamentals of budgeting, saving and
money management. It might be surprising
to think that adults in the workforce need
help with budgeting, but the fact is a lot of
Canadians lack the financial literacy skills
needed to thrive.”
Negative Impacts of Financial
Stress on the Workplace
Presenteeism – the act of being present
at work, but performing sub-optimally –
can occur when an employee bears the
weight of financial stress. A survey done by
Willis Towers Watson found that, of those
employees who indicated they had money
problems, only 29 per cent them were fully
engaged at work (compared to 42 per cent
without money concerns).
Besides causing workplace disengagement,
financial stress can also negatively affect an
employee’s physical and mental health. The
FCAC notes that employees experiencing
high financial stress are twice as likely to
report poor overall health, and four times
more likely to experience headaches,
depression, and other ailments. This can
result in increased healthcare benefits costs,
including short-term disability and worker’s
compensation claims.
Almost half (48 per cent) of Canadians
admit they have lost sleep due to financial
stress. Production errors, administrative and
financial mistakes, more workplace accidents
and poor customer service can all be
outcomes of fatigue in the workplace.
Additionally, the Center for Financial Services
Innovation states that employees with
financial worries are twice as likely to use sick
time when not ill.
Investing in Employee Financial
Health is Good for Business
Several reports suggest that providing staff
with financial wellness tools, education and
resources will lead to less financial stress and
better outcomes for the employee and the
organization.
By creating a more empowered and engaged
workforce, employees experience improved
mental and physical health and lower
absenteeism rates. Employees can retire
when expected, providing your business
with the opportunity to onboard new talent.
Lower long-term healthcare costs and a more
productive workplace lead to decreased
business-related costs and increased profits.
The results are clear: as an employer, it’s
in your best interest to help reduce your
employees’ financial stress. When employees
become better equipped to make sound
financial decisions, the positive effects on the
workplace are too good to ignore.
Credit Counselling Services of Atlantic
Canada can help deliver financial literacy and
education programs to your employees.
Visit www.SolveYouDebts.com to learn how.

CONTENTS
SUMMER/FALL 2020
ÉTÉ/AUTOMNE 2020
12
Diversity and Inclusion:
Slowing Down to
Speeds Things Up
Diversité et inclusion :
Ralentir pour accélérer
les choses
DEPARTMENTS
7 Message from CPHR Nova Scotia
8 Message from CPHR New Brunswick
Message de CRHA Nouveau-Brunswick
9 Message from CPHR
Newfoundland & Labrador
10 Message from CPHR Prince Edward Island
25 CPHR Lexicon Puzzle
FEATURES
16 Human Resources’ Role in
Closing the Gender Gap
20 Silencing or Supporting?
HR, Harassment and #MeToo
23 Fostering Diversity and Inclusion in
the PEI Public Service
26 Index to Advertisers
Published for
CPHR Nova Scotia
84 Chain Lake Drive
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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
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SUMMER/FALL | ÉTÉ/AUTOMNE | 2020 | 5

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1007266_Neil.indd 6 PROMPTU 1 magazine
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MESSAGE FROM CPHR NOVA SCOTIA
LAYLA KHALIL, CPHR
CHAIR, BOARD OF DIRECTORS
CPHR NOVA SCOTIA
WE ARE THRILLED TO WORK together with our partners
from New Brunswick, Prince Edward Island and
Newfoundland and Labrador in launching the first issue
of our biannual publication, PROMPTU Magazine. This
magazine is designed to provide our members across
the Atlantic region with an opportunity to access relevant
information, trends and tools to support their workplaces.
The theme in this first issue is diversity and inclusion.
With the COVID-19 pandemic sweeping across the globe,
we are living in challenging and uncertain times. There
are unprecedented changes occurring on a daily basis
for businesses, communities and individuals alike. Human
resources professionals are at the front lines of the employers’
response to the COVID-19 crisis. It is more important
than ever for organizations to practice inclusive leadership.
At this critical time, human resources leaders need
to ensure diversity and inclusion efforts continue to be
at the forefront to cope with the ongoing disruption and
increased risks of bias and racism.
On behalf of the board of directors and the staff at CPHR
Nova Scotia, we are excited to take part in this initiative
and join forces with the other Atlantic provinces. To our
valued members and HR colleagues, we thank you for
your ongoing commitment to the HR profession and to
the association. I hope you enjoy this publication.
SUMMER/FALL | ÉTÉ/AUTOMNE | 2020 | 7

MESSAGE FROM CPHR NEW BRUNSWICK
MESSAGE DE CRHA NOUVEAU-BRUNSWICK
JODI MCMACKIN, CPHR
PRESIDENT/PRÉSIDENTE
CPHR NEW BRUNSWICK/
CRHA NOUVEAU-BRUNSWICK
AS ATLANTIC CANADIANS, we are
fortunate to have tightly woven connections
to each other. Our lifestyle
is rooted in a tradition of sharing
stories, spaces and resources to
elevate ourselves and those around
us. CPHR New Brunswick is pleased
to carry on this tradition through
our professional connections by
collaborating with our partners in
Nova Scotia, Prince Edward Island
and Newfoundland and Labrador.
As HR professionals, we draw on
the expertise of our colleagues to
elevate the standards with which we
practice people and culture leadership.
We are naturally inclined to create
communities to learn, grow and
influence. This collaborative effort
with PROMPTU Magazine provides
us with another opportunity to celebrate
and support each other.
On behalf of CPHR New Brunswick,
we look forward to participating in
this initiative and growing our community
with our colleagues across
the region.
EN TANT QUE CANADIENS DE l’Atlantique,
nous avons la chance d’entretenir
des liens étroits les uns avec les autres.
Notre mode de vie est ancré dans
une tradition de partage d’histoires,
d’espaces et de ressources pour nous
mettre en valeur et mettre en valeur
les gens qui nous entourent. CRHA
Nouveau-Brunswick se réjouit de poursuivre
cette tradition grâce à ses liens
professionnels en collaborant avec ses
partenaires de la Nouvelle-Écosse,
de l’Île-du-Prince-Édouard et de
Terre-Neuve-et-Labrador.
En tant que professionnels des RH,
nous comptons sur l’expertise de nos
collègues pour rehausser nos normes
en matière de leadership des personnes
et de la culture. Nous sommes
naturellement enclins à créer des collectivités
pour apprendre, grandir et
influencer. Cet effort de collaboration
avec le magazine PROMPTU nous
donne une nouvelle occasion de célébrer
et de nous soutenir mutuellement.
Au nom de CRHA Nouveau-
Brunswick, nous sommes impatients
de participer à cette initiative et de
faire grandir notre collectivité avec nos
collègues de toute la région.
8 PROMPTU magazine

MESSAGE FROM CPHR NEWFOUNDLAND & LABRADOR
LEROY MURPHY, CPHR
PRESIDENT
CPHR NEWFOUNDLAND
& LABRADOR
IT IS WITH GREAT EXCITEMENT that I am able to be a part of this initial publication
of PROMPTU Magazine. This magazine signals a new era in collaboration
among the four Atlantic CPHR chapters. Our proximity and common interests
are recognized through this magazine.
This first edition, recognizing the importance of diversity and inclusion, is an
excellent starting theme. Oddly enough, according to Statistics Canada, the
four Atlantic provinces are also are the four least diverse, in terms of visible
minorities. While that might be the first thing that comes to mind when considering
diversity, that is not where diversity ends. We have many other forms of
diversity, including cultural, religious, age, sex/gender, sexual orientation, and
disability. Diversity of thought can also be added to this list, and the Atlantic
provinces certainly have that. This magazine issue encourages HR practitioners
to not only be aware of diversity, but seek it. As a region with a low population,
we must be ready to adapt to and harness our growing diversity to ensure we
have a competitive advantage in these tough economic times.
For CPHR NL, this magazine signifies another step forward in providing
quality service and professional development to our members. We’ve recently
partnered with other provinces in the region to create a common job board.
This past year, we offered our very first full-day HR symposium. While COVID-19
thwarted our efforts to repeat the symposium this spring, we have not given
up, and will organize another next year, or sooner. This publication will keep the
members of our associations on the forefront of HR trends. During this COVID-19
pandemic, this is probably the best time we could bring new services to our
members. While social interactions may be restricted, as a professional body,
it is our duty to ensure members can maintain currency in the many aspects
of human resources management.
While I have written this letter well before the publishing date, I will be as
excited as all members to see the results of this initial collaboration and read
the pages that follow.
SUMMER/FALL | ÉTÉ/AUTOMNE | 2020 | 9

MESSAGE FROM CPHR PRINCE EDWARD ISLAND
KELLY DRUMMOND
BOARD CHAIR
CPHR PRINCE EDWARD ISLAND
CPHR PEI IS THRILLED TO be collaborating with its Atlantic partners on new
initiatives, particularly the new PROMPTU Magazine!
This edition of PROMPTU focuses on diversity and inclusion. As HR professionals,
we have the opportunity to lead our organizations and support them
in the area of diversity and inclusion to create a thriving organizational culture.
As business partners, HR professionals can help create an environment that
is conducive to different experiences and perspectives. When successful in
doing this, organizations can attract and retain a talented, diverse workforce.
CPHR PEI is focused on providing training and development opportunities for
our members regarding diversity and inclusion in the workplace. According to
Statistics Canada, the population of Prince Edward Island is growing at the fastest
pace in the country. This puts our province on track to reach targets under
the Population Action Plan released in 2017. The plan is intended to increase
the Island’s population to 160,000 by 2022. One of the main contributors of the
Island’s population growth is immigration, however, it is not enough to attract
newcomers to the Island. Retaining newcomers is equally important, and as HR
professionals we can support businesses and organizations with this retention.
During the past year, PEI has recruited people from 72 different countries.
Our communities are becoming diverse and so are our workplaces. Public and
private sector companies need to do more to diversify their workforces. HR is
critical in supporting them to create an inclusive environment that hones in on
factors that motivate staff. This starts with hiring diverse employees and there
are many strategies to consider to make this a real process. Then, the focus
on inclusion starts, with a true intent to create a culture where differences are
welcomed, appreciated and accepted. CPHR PEI recognizes that we must support
HR professionals with diversity and inclusion training so they continue to
develop their skills in management and leadership that creates and empowers
a diverse culture.
This edition of PROMPTU is very relevant and, according to Statistics Canada,
Atlantic Canada has the oldest population in the country. Immigration will be a
key factor in ensuring we have enough new workers available to replace those
about to leave the workforce in large numbers. HR professionals are positioned
to be leaders in creating diverse and inclusive workplaces that will help attract
and retain valuable employees that will stabilize our economy.
10 PROMPTU magazine

ADVERTORIAL
GLOBAL BUSINESS EXPANSION
DO’s & DON’Ts
Michael D. Cote, President and CEO, Payroll Solutions International Inc.
Your business is expanding
globally. Where do you go for
advice? Who can guide you
through the processes? Do you do
everything yourself or outsource the
processes to establish yourself in
foreign jurisdictions? For the last 15
years, we have been building a global
network to offer effective services
and support for global expansion
in all types of organizations. Our
involvement in this area of business
over the past 15 years has taught us a
great deal, including what not to do.
Amidst expansion to more than 100
countries, we have learned a thing
or two about some basic rules you
need to follow. Here are six rules you
should consider:
Rule number 1:
Do your research. You need to use
the tools that are available through
the Trade Commissioner of Canada
and Export Development Canada
to understand the markets you’re
trying to enter as well as the pitfalls.
Doing the research will save you time
and money while correspondingly
reducing the number of mistakes.
Rule number 2:
Get representation. You need to
have representation in the local
market you’re trying to enter by way
of agents and advisors. First and
foremost, you need local accounting
and business formation advice before
you spend any money setting up
a local branch or subsidiary. Most
CPA firms around the world can
provide extensive advice on business
formation for foreign companies.
Don’t go and set up your company
until you have received this advice.
Going directly to a local law firm
to launch your company will often
leave out several necessary steps. It’s
better to work with the Accounting
firm first, then follow up by adding
the law firm to set up your company.
Global advisory firms who do this
kind of work typically provide both
services in-house
Rule number 3:
Don’t assume you can get a bank
account for your business in
that market. One of the biggest
headaches in global expansion is
banking. It’s not an easy process in
most countries, some of which is due
to anti-money laundering legislation;
most of it is just plain logistics. You
need to have local representation on
the bank account if you’re going to
be successful in getting the kinds of
services you need.
Rule number 4:
Be clear on what you are offering.
You need to research whether you
can sell your product or service
in that jurisdiction before you
attempt to do so. If you’re business
is a tangible product seller you
may require a local agent. If you’re
a services company, you may be
restricted in delivering your service
by whatever trade agreements are in
place with that country.
Rule number 5:
You need to understand local labour
requirements. Expanding globally
requires an understanding of the
local labour laws and hiring practices.
Labour legislation can be complex
and contain serious penalties for
transgression. Higher advisors who
can walk you through the process
and document what is required.
Rule number 6:
Understand your financial
requirements. Get your finances in
place before hand and make sure
that you have export insurance on
your receivables. By going through
this process at the beginning you will
avoid losing money particularly if you
experience unscrupulous customers
who attempt not to pay your bill.
About Payroll Solutions International
Payroll Solutions International Inc. is a
member of the Amesto global network,
operating in more than 100 countries
around the world. Through this
network, PSII can offer employer and
corporate services to organizations
expanding globally through a
combination of local representation
and technological applications.
Contact Information
Payroll Solutions International Inc. (PSII)
557 Massey Road, Guelph, ON, Canada N1K 1B3
www.psiint.ca • T: (519) 822-4351 • F: (519) 821-9785

FEATURE
Diversity
and
Inclusion
Slowing Down
to Speed
Things Up
A case for slowing down
with bias in the workplace
By Erin Steele,
Human Resources Analyst,
City of Moncton
BIAS IS THE SILENT KILLER IN CREATING DIVERSE
and inclusive cultures. It attends every meeting and
every decision. During busy times, it can cause the
most damage. The tool best suited in eliminating
bias from the workplace is the act of slowing down.
This can appear counterintuitive especially in the
fast-paced-high-results environment we are used
to working in. Removing bias starts at the individual
level. Once this is cultivated, collective success can
begin. The key is taking a moment and a pause so
that real change can occur.
In creating diverse and inclusive workplaces, perspectives,
judgements and biases can be devastating
and can drive the wrong results. Many studies
have been published indicating that inclusive and
diverse workforces can boost productivity. Diversity
and inclusion is essentially ensuring that underrepresented
groups not only have a voice but are
also heard. HR professionals are often tasked with
laying out the ground work for creating diverse and
inclusive workforces and removing barriers. Bias is
the ubiquitous term that is regularly regarded as
12 PROMPTU magazine

ARTICLE DE FOND
Diversité
et
inclusion :
Ralentir pour
accélérer
les choses
Argument en faveur de
l'élimination des préjugés
au travail
Par Erin Steele,
Analyste en ressources humaines,
Moncton
ISTOCK.COM/PEOPLEIMAGES
LE PRÉJUGÉ EST LE TUEUR SILENCIEUX DE LA CRÉAtion
de cultures de diversité et d’inclusion. Il est présent
à chaque réunion, à chaque prise de décision et,
dans les périodes de forte activité, il peut causer plus
de dommages. Le ralentissement est le meilleur outil
pour éliminer les préjugés au travail. Cela peut sembler
paradoxal, surtout dans un monde où la rapidité des
résultats est primordiale. Pour éliminer les préjugés, il faut
commencer à l’échelle individuelle avant d’envisager le
succès collectif. La clé est de faire une pause, de prendre
du recul et d’analyser pour que le véritable changement
puisse se produire.
Dans la création de lieux de travail diversifiés et inclusifs,
les perspectives, les jugements et les préjugés
peuvent être dévastateurs et conduire à de mauvais
résultats. De nombreuses études publiées indiquent
que les effectifs diversifiés et inclusifs peuvent stimuler
la productivité. La diversité et l’inclusion consistent
essentiellement à faire en sorte que non seulement les
groupes sous-représentés aient une voix, mais aussi qu’ils
SUMMER/FALL | ÉTÉ/AUTOMNE | 2020 | 13

organizations advance to create optimal
workplaces of productivity.
The first step for HR professionals is
often sourcing training for staff. This
blanket approach is beneficial but
to manifest real change, bias needs
to be discussed regularly and on an
ongoing basis at the individual level.
The interview table is a great place
to start, specifically with the individuals
seated at the table. The interview
table is the gateway for underrepresented
individuals to make their
advance. It is also a great starting
point for the interview team to begin
self-examining their own beliefs and
attitudes and what these may bring to
the decision-making process. So, how
can HR professionals begin to impact
individuals?
For HR professionals,
the call to action is at
the interview table.
According to the Unconscious
Bias Training Module by the Canada
Research Chairs Program (CRC),
the first step in eliminating bias is
to acknowledge that biases exist.
The thing about bias is that it affects
everyone. Individuals are inundated
with millions of pieces of information
every second of every day. In order
to make sense of the information, our
brains collect and synthesize, resulting
in the formation of judgements,
biases and perspectives. The synthetization
is based on individual experiences,
environments, beliefs, values
and a myriad of other factors. These
biases are used in decision making,
albeit consciously or unconsciously. It
must be understood that facing these
biases head on and acknowledging
their existence is the only way to draw
bias out of the corner.
The second step, according to the
CRC, is to determine what the biases
are. Individuals must look at their perceptions
of the world and determine
how their assumptions have been
formed. Individuals need to question
whether their assumptions are based
on fact or some ill-conceived notion
about what they think they know.
ISTOCK.COM/PEOPLEIMAGES
Determining validity of assumptions
and root causes is a great way to break
through the mental barriers that surround
bias.
For HR professionals, the call to
action is at the interview table. The
resistance will be around the table
as participants rely heavily on experiences
and successes as good indicators
of judgement. So, the next step
for HR professionals should be to slow
down this process. Taking a moment
to acknowledge bias and its consequences
before the interview begins is
a big step in ensuring bias is addressed.
The ever-present environment of the
bottom-line-is-the-most-important
business model works against the
elimination of bias. During these times,
the unconscious is relied on to make
decisions. It is here that preconceived
notions can do the most damage. This
is equivalent to the “how did I drive all
the way home and not remember the
drive?” adage often associated with
the unconscious part of our brains.
Bias is grossly ignored in stressful and
busy periods.
This is where HR professionals can
bring it to the next level. Slowing down
and taking time at the interview table
to address and acknowledge bias can
create small successes toward eliminating
it. The more regular these conversations
the more they can create
new thought patterns and a new way of
thinking. These discussions about bias
will be carried throughout the organization
by individuals who begin to
question their own beliefs and values.
These small steps can have the most
impact as long as we remember to
slow down and address our bias. By
acknowledging the existence of bias in
the decision-making process, we can
speed up the process for creating a
diverse and inclusive workforce.
Erin Steele, CPHR, RPR
is a human resources
analyst for the City of
Moncton with a passion
for recruitment, forward
thinking and maximizing individual
strengths. You can reach Erin at
erin.steele@moncton.ca.
14 PROMPTU magazine

soient entendus. Les professionnels
des ressources humaines sont souvent
chargés de préparer le terrain pour
créer une main-d’œuvre diversifiée
et inclusive et éliminer les obstacles.
Le préjugé est le terme omniprésent
que l’on considère régulièrement
lorsque les organismes progressent
pour créer des lieux de travail à productivité
optimale.
Souvent, pour les professionnels
des RH, la première étape consiste
à assurer la formation du personnel.
Cette approche globale est bénéfique,
mais pour que le changement
se manifeste réellement, il faut en
discuter régulièrement et en permanence
à l’échelle individuelle.
La table d’entrevue est un excellent
point de départ, en particulier avec
les personnes qui s’y trouvent. La
table d’entrevue est la porte d’entrée
permettant aux personnes sous-représentées
de faire leur chemin. Elle
est également un excellent point de
départ pour l’équipe d’entrevue qui
peut ainsi commencer à examiner ses
propres croyances et attitudes et ce
qu’elles peuvent apporter au processus
de prise de décision. Comment
les professionnels des ressources
humaines peuvent-ils donc commencer
à avoir une incidence sur les personnes
individuellement?
Selon le Module de formation portant
sur les préjugés inconscients
donné par les Chaires de recherche
du Canada, la première étape pour
éliminer les préjugés est de reconnaître
leur existence. Ils touchent tout
le monde sans exception. Chaque
seconde, nous sommes inondés d’informations.
Afin de donner un sens à
ces informations, notre cerveau les
collecte et les synthétise. Et c’est ainsi
que des jugements, des préjugés et
des perspectives se forment. La synthèse
repose sur le vécu de chacun,
les environnements, les croyances, les
valeurs et une myriade d’autres facteurs.
Les préjugés jouent un rôle dans
la prise de décision, consciemment ou
inconsciemment. Il faut comprendre
que faire face à ces préjugés et reconnaître
leur existence est la seule façon
de les éliminer.
La deuxième étape décrite par
les Chaires de recherche du Canada
consiste à déterminer quels sont les
préjugés. Chaque personne doit examiner
sa perception du monde et
déterminer comment ses hypothèses
se sont formées. Elle doit se demander
si ses hypothèses sont fondées sur des
faits ou sur une notion mal conçue de
ce qu’elle pense savoir. Déterminer la
validité des hypothèses et les causes
profondes est un excellent moyen
de briser les barrières mentales qui
entourent les préjugés.
Pour les professionnels des RH, l’appel
à l’action se fait à la table d’entrevue.
Il y aura de la résistance autour de
la table, car les participants s’appuient
fortement sur les expériences et les
succès comme bons indicateurs de
jugement. La prochaine étape pour
les professionnels des RH devrait
donc être de ralentir ce processus.
Prendre un moment pour reconnaître
les préjugés et leurs conséquences
avant le début de l’entrevue est une
étape importante pour s’assurer que
les préjugés sont pris en compte. La
lutte contre l’élimination des préjugés
est l’environnement omniprésent
du modèle d’entreprise axé sur les
résultats. C’est à ce moment que
l’on s’en remet à l’inconscient pour
prendre des décisions. C’est là que
les idées préconçues peuvent faire
le plus de dégâts. C’est l’équivalent
de l’adage concernant le fait d’avoir
conduit jusqu’à la maison sans s’en
souvenir qui est souvent associé à la
partie inconsciente de notre cerveau.
Les préjugés sont nettement ignorés
dans les périodes de stress et d’activité
intense.
Pour les
professionnels des RH,
l’appel à l’action se fait
à la table d’entrevue.
C’est là que les professionnels des
ressources humaines peuvent intervenir
pour le mieux. Ralentir et prendre
du temps à la table d’entrevue pour
aborder et reconnaître les préjugés
peut aider à les éliminer. Plus ces
conversations sont courantes, plus
elles peuvent créer de nouveaux
schémas de pensée et une nouvelle
façon de penser. Ces discussions sur
les préjugés seront menées dans toute
l’organisation par des personnes qui
commencent à remettre en question
leurs propres croyances et valeurs.
Ces petits pas peuvent avoir le plus
d’impact tant que nous nous souvenons
de ralentir et de nous pencher
sur la question. En reconnaissant
l’existence de préjugés dans le processus
de prise de décision, nous
accélérerons le processus de création
d’une main-d’œuvre diversifiée
et inclusive.
Erin Steele, CRHA,
RPR, travaille comme
analyste en ressources
humaines pour la ville
de Moncton. Passionnée
de recrutement, soucieuse de
toujours être à l’avant garde des
pratiques, elle croit fortement
au développement du potentiel
humain. Vous pouvez joindre Erin à
erin.steele@moncton.ca.
SUMMER/FALL | ÉTÉ/AUTOMNE | 2020 | 15

FEATURE
Human Resources' Role
in Closing the Gender Gap
A Starting Place for Change
By Maddie Coombes and Sarah Murphy
16 PROMPTU magazine

INTUITIVELY, WE KNOW HAVING A DIVERSE
workforce is a good thing. Beyond our intuition,
research highlighting the social and corporate benefits
of diverse teams is continuing to mount. Companies that
emphasize hiring diverse teams have access to a much
broader talent pool and higher numbers of qualified
candidates for roles, 1 can see increased employee productivity
and retention, 2 and (those in the top quartile
of diversity) are 15 per cent more likely to have higher
financial returns than the industry median. 3 While our
awareness and understanding of the benefits of workforce
diversity seems to be improving, gender diversity
continues to be a global problem within organizations
and industries. Nowhere is the gender gap more evident
than in the science, technology, engineering and
mathematics (STEM) sector. With women representing
only 23 per cent of Canadian technology workers, 4 it is
becoming increasingly obvious that awareness is not
enough to create change.
As two women who have built our careers working
in the technology and health science sectors, we have
seen firsthand that these industries are traditionally
underrepresented by women. After years of being
asked, “How do we get more women in the space?” we
finally took it as a calling and set out to find the answer
for ourselves. Two things became evident early on.
First, in Atlantic Canada, we are seeing growth in our
innovation sectors like never before and our startup
scene is on the rise. According to Entrevestor, “Startups
in Atlantic Canada attracted a record $166.6 million
in private capital in 2018.” 5 This growth presents an
opportunity for progressive and positive change as
SUMMER/FALL | ÉTÉ/AUTOMNE | 2020 | 17
ISTOCK.COM/SKYNESHER

companies are primed to expand.
Second, human resource professionals
teamed with leadership play a key
role in closing the gender gap in this
sector. They are perfectly positioned
to cultivate change.
So, how can HR professionals take a
leading role in closing the gender gap?
SET A GOAL
Quotas are an effective way to increase
gender representation, which can also
increase the overall performance of an
organization. 6 Start by taking stock of
your company’s diversity and work with
leadership to set a goal. Specifically, a
goal to reach 30 per cent or greater in
gender diversity across your workforce
within a couple of years.
PRACTICE GENDER-NEUTRAL
RECRUITMENT
Develop a gender-balanced hiring
and recruitment process. When hiring,
ensure you use gender-neutral language
in job advertisements, use blind
recruitment, have a gender-inclusive
interview team and set mandatory gender
diversity requirements.
STATE SALARIES ARE NEGOTIABLE
Women and men negotiate salaries differently;
men will almost always negotiate
salary, while women tend to only
negotiate when it is explicitly stated
that salary is negotiable. Over time, this
becomes one of the drivers behind the
gender pay gap. 7 In order to increase
the number of female applicants, make
it explicit in job advertisements that
salaries are negotiable.
INTERVIEW AT LEAST TWO
FEMALE CANDIDATES
When only one female or minority candidate
is considered as part of a job
finalist pool it simply highlights how
different they are from other candidates.
The likelihood of hiring a female
candidate increases to 50 per cent
when at least two female candidates
are part of a finalist pool. 8
MEASURE PROGRESS AND
TRACK PAY
Track metrics for guidance, such as
the ratio of employees by gender, the
ratio of leadership positions by gender
and salary comparisons between all
same-level employees. These metrics
should be recorded and presented
in board and quarterly management
reports. Organizations can then use
this data to set goals for progress, and
take action when evidence of unequal
treatment exists. 9
WHAT CAN PROGRESS
LOOK LIKE?
Change doesn’t happen overnight. It
will take time to move the dial, but now
is the time to start. When Killick Capital
asked a group of STEM companies in
their investment portfolio in Atlantic
Canada to begin quarterly reporting on
diversity metrics and to adopt best practices
for closing the gender gap, they
saw a 15 per cent increase of women in
management roles over an 18-month
period. While this is a small sample size,
it shows meaningful movement in the
right direction and reminds us that what
gets measured gets managed.
There are great resources available
to guide leaders on how they can take
action to build more diverse companies
and start closing the gender gap. The
Gender Diversity Pledge is one of them.
It is the result of our efforts to answer
the question, “How do we get more
women in the space?” A compilation of
resources and best practices gathered
from academic research, industry reports
and consultations with human resource
professionals and CEOs, the pledge is a
digital playbook that offers 12 actionable
steps that can be implemented to build
more diverse and inclusive companies.
Take your awareness and turn it into
motivation. As a human resource professional
and a voice at the leadership
table, you have the opportunity to influence
the future of your organization—
make it count.
Take the pledge by visiting
www.genderdiversitypledge.com.
Maddie Coombes is a
CPHR candidate and HR
manager with St. John’s
biotech start-up Sequence
Bio. One of three authors
of the Gender Diversity Pledge, she is
looking forward to her career growth
in HR and innovating the space,
paving the way for positive change
in equal opportunity. You can reach
Maddie at maddie@sequencebio.com
or www.linkedin.com/in/
madelinecoombes.
Sarah Murphy is an
entrepreneur and
co-creator of the Rival
& Queen podcast. An
active member of the
Atlantic Canada startup community,
she co-authored the Gender Diversity
Pledge to empower companies to
create diverse teams and a stronger
industry. You can reach Sarah at
murphy.sarahanne@gmail.com or
www.linkedin.com/in/sarahannemurphy.
SOURCES:
1. Pogue, M., Olawoye, L. “Tech for All.” MaRS.
September, 2018. www.thetalentx.com/
wp-content/uploads/2018/09/MaRS_Tech_
for_All_Report.pdf
2. Corporate Leadership Council Human
Resources, Corporate Executive Board.
“Creating competitive Advantage
Through Workforce Diversity.” 2012.
s3.amazonaws.com/texassports_com/
documents/2014/11/24/corporate_
leadership_council_report.pdf
3. Hunt, V., Layton, D., & Prince, S. “Diversity
Matters.” McKinsey & Company February 2,
2015. assets.mckinsey.com/~/media/857F44
0109AA4D13A54D9C496D86ED58.ashx
4. Hango, D. “Gender Differences in
Science, Technology, Engineering,
Mathematics and Computer Science
(STEM) Programs at University.” December
2013. www150.statcan.gc.ca/n1/en/
pub/75-006-x/2013001/article/11874-eng.
pdf?st=7Hn5XiYK
5. Moreira, Peter. “Entrevestor Startup Data
Shows Record Funding, Soaring Revenues.”
September 27, 2019. entrevestor.com/ac/
blog/entrevestor-startup-data-shows-rec
ord-funding-soaring-revenues
6. Besley, T., Folke, O., Persson, T., & Rickne,
J. “Gender Quotas and the Crisis of the
Mediocre Man: Theory and Evidence from
Sweden.” September, 2017. pubs.aeaweb.org/
doi/pdfplus/10.1257/aer.20160080
7. Leibbrandt, A., & List, J. A. “Do Women
Avoid Salary Negotiations? Evidence from
a Large-scale Natural Field Experiment.”
November, 2012. www.nber.org/papers/
w18511.pdf
8. Johnson, S. K., Hekman, D. R., & Chan,
E. T. “If There’s Only One Woman in Your
Candidate Pool, There’s Statistically No
Chance She’ll Be Hired.“ April 26, 2016.
hbr.org/2016/04/if-theres-only-one-womanin-your-candidate-pool-theres-statisticallyno-chance-shell-be-hired
9. Sojo, V. E., Wood, R. E., Wood, S. A., &
Wheeler, M. A. “Reporting Requirements,
Targets, and Quotas for Women in
Leadership.” June, 2016. www.researchgate.
net/publication/290522586_Reporting_
requirements_targets_and_quotas_for_
women_in_leadership
18 PROMPTU magazine

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SUMMER/FALL | ÉTÉ/AUTOMNE | 2020 4/7/17 | 19 2:03 PM

FEATURE
Silencing or
Supporting?
HR, Harassment and #MeToo
By Dr. Wendy R. Carroll
ALTHOUGH THE PUBLIC WITNESS AND OUTCRY
around the #MeToo movement has diminished, it’s
important to remember that we are not yet in a post-
#MeToo world. Despite the publicity, court cases and
hashtags, measurable organizational change often
seems slow or even non-existent. Organizational change
requires clear-eyed reconsiderations of systemic norms
and policies that, often unwittingly, enable a continued
climate of tolerance of sexual harassment. Because of
HR’s role as a bridge between employees and the organization,
HR professionals can be influential in making
the changes to move their workplaces forward. Thus, this
piece offers a way to re-examine organizational policies
and responses while providing suggestions for moving
into a post-#MeToo era.
CONSIDERING POLICY
Because workplaces depend on mechanisms like reporting
to regulate workplaces to be harassment free, it is
important that those in HR continually re-examine the
policy in their organization to ensure safe reporting.
Here are three questions to consider when thinking
of organizational policies and procedures.
POLICY AS A CHECK BOX: IS IT POSSIBLE THAT
YOUR POLICY MIGHT ACTUALLY FUNCTION AS AN
“IRON CAGE” DESIGNED TO TRAP AND SILENCE?
Although most organizations report having a sexual
harassment policy, a significant number of women still
self-report in studies that they have experienced an
incident in the workplace but say they did not formally
report it. 1 Reasons for not reporting include lacking confidence
that anything will be done and fearing retaliation.
Consider whether your policy is functioning as a check
box for legal compliance rather than a real mechanism
for the protection of victims.
DEFENSIVE RESPONSES: IS IT POSSIBLE THAT YOUR
ORGANIZATION, OVERTLY OR COVERTLY, TAKES A
DEFENSIVE STANCE AGAINST VICTIMS OF SEXUAL
HARASSMENT WHO FORMALLY REPORT?
If your organization’s response to women who come forward
to formally report consistently involves denying wrongdoing,
dismissing the claim, delaying dealing with the complaint and/
or reducing damages, then you may be suppressing reporting
and silencing victims. Rather than finding support or justice,
women who report in these environments inevitably suffer the
consequences of coming forward and the organizational culture
creates ideal conditions for continued sexual harassment.
CONSEQUENCES OF REPORTING: DO WOMEN WHO
REPORT DISAPPEAR FROM THE ORGANIZATION?
Women who do come forward to report harassment are often
heralded as brave, perhaps because the reporting exposes them
to relentless scrutiny of their own character and to a gruelling and
often hostile process sometimes conducted in a public forum.
Women who report often leave the organization because of the
experience itself, retaliation for reporting or the reluctance of
the organization to remove the harasser who, in many instances,
holds a higher position of power. This type of outcome signals
the dangers of reporting to other employees, leading to further
organizational and employee silencing.
SO, WHAT SHOULD WE DO?
Breaking the cycle and the silence is a complex endeavour.
However, the insights generated by #MeToo suggest a range
of possible ways to remove obstacles that prevent women from
fully participating in the workplace and achieving career aspirations.
Although the ideal goal is to create a workplace free of
sexual harassment, a reasonable interim goal focuses on both
prevention and creating a path to unencumbered reporting.
Here are five suggestions to consider for moving an organization
toward a post-#MeToo era.
20 PROMPTU magazine

If your
organization’s
response
to women
who come
forward to
formally report
consistently
involves
denying
wrongdoing,
dismissing the
claim, delaying
dealing with
the complaint
and/or
reducing
damages, then
you may be
suppressing
reporting
and silencing
victims.
ISTOCK.COM/FEODORA CHIOSEA
SUMMER/FALL | ÉTÉ/AUTOMNE | 2020 | 21

1
Removing and Banning
Non-Disclosure
Agreements (NDAs)
When women formally report, they
may be ushered into a mediation
process to reach a settlement. Often
these settlements require women to
sign NDAs, sometimes referred to
as a gag order that prohibits them
from ever speaking of the incident.
If women violate these agreements,
even to provide support for later
cases involving the same harasser,
they risk having legal action taken
against them. Gag orders are
especially problematic in that they
often protect the perpetrator at the
expense of the victim and may contribute
to serial harassment within
an organization. Recent discussions
advocate for both changing legislation
so women can break previously
signed gag orders and banning gag
orders in settlements. While legislative
change may take considerable
time, HR can move more quickly to
create policy that bans NDAs in the
first place. Efforts here promise to
make a significant contribution to
respectful workplace goals.
2
Creating Arms-Length
Investigation Options
for Policy Administration
Sexual harassment policies, on the
surface, may appear to be similar
from one organization to the next.
However, the same policy can
have different interpretations and
implications depending on organizational
culture. Within an organization
that has a strong climate of
tolerance, a solid harassment policy
can be meaningless: if an organization
has a high tolerance for inappropriate
behaviour in general,
then harassment incidents need to
exceed a certain threshold to even
be considered worthy of reporting.
Incidents go unreported because
they are not considered serious. To
overcome this problem, HR professionals
must be permitted to source
a qualified external, arms-length
agency for reporting and to conduct
investigations. This will help regulate
climates of tolerance and eventually
shift the culture toward a safer and
more supportive one for women.
3
Designing Meaningful
Interventions for
Prevention
Focusing on one-time training
interventions may be enough to
check the legal box but this is not
sufficient to bring about change.
The duration, frequency, gender of
the instructor and setting for training
can influence the likelihood
of change in the trainee. Creating
evidence-based, effective programming
shows signs of making
significant progress toward safer
workplaces for women.
Locating Models of
Organizations and HR
4
Professionals Who are
Getting this Right
Another effective approach is to
draw on experienced HR professionals
who work in strong prevention-oriented
cultures or who have
successfully transitioned a climate of
tolerance to one of prevention and
respect. Stories and mentorship
from these leaders provide realistic
and practical advice to others
actively trying to make meaningful
change. Talks, workshops and panels
with these leaders should be given a
regular space in professional HR conferences
until the number of sexual
harassment cases is reduced.
5
Liberating HR
Professionals to Step
into an Advocacy Role
Finally, furthering the legitimacy
of the Chartered Professional in
Human Resources (CPHR) designation
is key. Putting HR designation
holders in all HR roles and, more
specifically, in senior leadership
roles serves to guide policy and
practice based on the competency
model and ethical code of conduct.
This emphasis moves HR from monitor
to advocate.
SO, WHAT’S NEXT?
Although some may be experiencing
#MeToo fatigue, working toward
goals to prevent and reduce sexual
harassment in the workplace remains
an imperative. Women who have
been derailed by sexual harassment
often had promising careers and were
making significant leadership contributions
in positive and constructive
ways. Having them drop out of
the workplace or become invisible
deprives organizations of the strength
of leadership that provides cultural
balance and future sustainability. We
need to move beyond the hashtags
to making concerted efforts to create
meaningful change by challenging
laws, setting policies with a clear view
of the organizational leadership and
overarching cultural characteristics,
investing in evidence-based training
interventions and recognizing the HR
professional’s responsibility and credibility
to act, without consequence,
in accordance with their professional
code of conduct.
Dr. Wendy R. Carroll, an
award-winning teacher
and practice-oriented
researcher, is the
director of the EMBA
program and associate professor
in the Department of Management
at the Sobey School of Business,
Saint Mary’s University. Wendy was
awarded the Dr. Geraldine Thomas
Educational Leadership Award
within the academy in 2018 and
received national recognition as
one of the Top 25 HR Professionals
by Canadian HR Reporter
Magazine in 2016.
SOURCES:
1. Note 1: Study results vary based on a
number of factors and range from 40
to 75 per cent of women reporting they
have experienced sexual harassment
in the workplace and from 5 to 30 per
cent formally report (MacDonald, 2012).
Although this comprehensive review is
dated, other studies conducted over
the past ten to 15 years report within
these ranges depending on industry and
profession (e.g., EEOC, 2016; Statistics
Canada, 2018).
2. McDonald, P. (2012). Workplace sexual
harassment 30 years on: A review of
the literature. International Journal of
Management Reviews, 14(1), 1-17.
22 PROMPTU magazine

FEATURE
Fostering Diversity and Inclusion
in the PEI Public Service
By Thilak Tennekone and Marney MacKinnon
ISTOCK.COM/VIZERSKAYA
IN DECEMBER 2019, THE
Government of Prince Edward Island
endorsed its new Diversity and
Inclusion Policy. The PEI Public Service
Commission (PSC) in partnership with
the province’s Diversity and Inclusion
Advisory Committee led the process,
which identified the government’s
commitment to foster a highly competent
public service representative of
the population served. This new policy
enhances and strengthens the purpose
of the existing diversity policy and
addresses emerging population demographics
and the diversity of needs in
the community. The Government of
PEI is also committed to creating an
inclusive workforce, which at all levels,
is reflective of the province’s diverse
population.
PEI is enriched through its acceptance
and appreciation of many diversity
dimensions including generation,
gender, age, ethnicity, race, religious
SUMMER/FALL | ÉTÉ/AUTOMNE | 2020 | 23

beliefs, sexual orientation, gender
identity, immigration status, political
beliefs, income level, geographic
locations, physical/mental ability,
Indigenous identity, national origin,
first language, etc. By honouring these
social and cultural identities, the province
can create an enhanced public
service for all islanders.
The new Diversity and Inclusion
Policy is rooted in guiding principles
and the core public service values:
respect, integrity, accountability and
excellence. Our population continues
to become increasingly diverse,
due to the results of shifting immigration
patterns, aging communities,
pending retirements and increased
recognition of broader social and cultural
identities.
“Our goals, priorities, and objectives
outlined in our strategy document will
serve as a roadmap as we continue
to foster a workplace that is representative
of the population diversity
of our province,” said Tanya Rowell,
to lead the implementation of its new
diversity and inclusion strategy. “We
are committed to cultivating a supportive,
welcoming and fair work environment
that maximizes the talents, skills
and diversity of our employees. Our
strategic approach will be focused on
identifying and removing barriers for
employees in recruitment, advancement
and retention. It is important
to ensure we foster a workplace culture
that is welcoming and inclusive,”
said Rowell.
Many activities that promote diversity
and inclusion are already ongoing
within government departments in
PEI. Some activities of interest include
the following:
• Provincial government employees
participating in the Pride parade
over the past two years.
• Consultations with key organizations
representing LGBTQ2S+ members
seeking their input for designing
educational programs and learning
opportunities for employees. We
have been created for diversity
candidates seeking employment
with the province. Hiring managers
and HR staff have identified innovative
approaches to target and
attract diverse candidates through
these programs.
• All corporate and on-going learning
programs, including Pathways to
Leadership training sessions, management
training and employee
onboarding, continue to promote
learning and discussions on diversity
and inclusion.
• The PSC partners with community
groups and service providing
agencies for assistance by designing
specific learning opportunities
for the public sector. These include
immigrant service agencies, multicultural
communities, agencies
representing LGBTQ2S+ groups,
persons with disabilities, academic
institutions, etc.
• The next steps are to initiate a series
of seminars on unconscious bias
“Our aim is to create a supportive and welcoming work environment where
employees can feel safe, valued and have a strong sense of belonging.”
—Tanya Rowell, CPHR, CEO of the PEI Public Service Commission
CPHR, CEO of the PEI Public Service
Commission. “Our aim is to create a
supportive and welcoming work environment
where employees can feel
safe, valued and have a strong sense
of belonging.”
These changes are founded on
evidence-based information including
an inter-jurisdictional scan, literature
review, and consultations with
internal and external stakeholders.
Thilak Tennekone, the province’s diversity
consultant said, “The scope of our
policy has been broadened so we now
include more diversity groups in the
work that we do, such as LGBTQ2S+,
youth, newcomers to Canada, along
with our current designated groups
(Indigenous Peoples, persons with
disabilities, visible minorities, women
in leadership and all genders in
non-traditional roles). We are pleased to
have a greater emphasis on inclusion.”
The PSC has been designated and
authorized by the Government of PEI
have also recognized the need to
identify guidelines to support gender
transitioning.
• Departmental HR teams are encouraged
to become familiar with foreign
qualification assessment tools and
identify best practices from recognized
Canadian organizations, academic
institutions, regulatory and
licensing bodies etc.
• Diversity, inclusion and cultural
competency training guidelines
were promoted and introduced to
HR teams encouraging the teams to
incorporate diversity and inclusion
aspects into their professional development
and staff day agendas.
• Work opportunities were identified
for international students, and the
diversity consultant continues to
work with post-secondary students
in the province to facilitate job search
support for graduates.
• The PSC Diversity Talent Pool and
Diversity Employment Program
along with sessions on inclusive hiring
practices. Discussions will also
focus on working with persons with
intellectual disabilities, inclusive
practices for LGBTQ2S+, cultural
competency, Indigenous culture and
history, etc.
• Diversity candidates are encouraged
to self-identify and self-disclose. Our
goal is to establish a system and tools
to better track employees to ensure
we are moving in the right direction
to achieve our goal of being representative
of the population that
we serve.
Currently, underway is the development
of a strategy document based on
the new Diversity and Inclusion Policy.
The advisory committee, comprised
of representatives from departments
and key agencies, is leading this work
to establish the priorities, implementation
strategies, and actions to accomplish
our goals and objectives along
Continued on page 26
24 PROMPTU magazine

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Puzzle Created by Theresa Williams, CPHR
WELCOME TO THE FIRST EVER CPHR Lexicon Puzzle!
To complete the puzzle, read the definition and decide which word is being defined (the number of letters in the correct
word is indicated) and look for the word in the letter diagram. The correct words may be found forward, backward, up, down
or diagonally, but always in a straight line. Circle the word in the letter diagram and write your answer in the blank provided.
Once you’ve circled all of the words in the letter diagram, the remaining letters will form a sentence. Discover the mystery
sentence by arranging the letters beginning with the upper left-hand corner of the letter diagram and working your way
from left to right from the first to the last row of letters. Good luck and have fun!
H I U M D A N R E R H P C S
O P U N R V M E T R I C C E
S K E L P I R V O F E S S E
I R O N L S H A A L T S C A
T C C S C I H T E L I R E Y
L L E R R O K R E S U M E C
A E L E T N E S W O R E O N
D R A W E R R K S M C P L E
A M G D C Y E L E E E E E T
X E E C C E A G L D R N L E
E N L I N O C E N I G A C P
R T L O G Y G E T A R T S M
P O L E V E D S G T H S T O
P R H E N A T E I E O C N C
Definitions:
1. Initialization representing a measurement used to evaluate success (3)
2. The nationally recognized designation of HR professionals (4)
3. To inspire others while creating vision and remaining people-focused (4)
4. An observable and measurable desired end result (4)
5. To provide new employment to an individual (4)
6. An emerging pattern of gradual change in a specific situation (5)
7. That which HR's contribution adds to an organization (5)
8. Adhering to these requirements reduces risk (5)
9. Ability to carry out complex tasks successfully (5)
10. To proactively search for, identify and contact potential candidates (6)
11. A quantifiable measure used to track and monitor various business areas (6)
12. To offer knowledge and advice to someone having less experience (6)
13. A written statement outlining acceptable business standards on a specific topic (6)
14. This type of statement is a guide for the future aspirations of the organization (6)
15. This organizational event can be transitional, developmental or transformational (6)
16. A set of moral guidelines or rules that govern behaviour in the workplace (6)
17. A document listing an individual's work experience, education and skills (6)
18. To capture someone's interest, passion and desire to further a company's success (6)
19. A monetary incentive provided when goals are achieved (6)
20. To act as a neutral third party in an effort to resolve a dispute (7)
21. To provide activities to grow human capital skills, talent or potential (7)
22. To attract, assess and select candidates for open jobs (7)
23. A specific course of action to be taken to accomplish a goal (8)
24. An observable skill or ability that is important for success in a job (10)
Mystery Statement:
Answers:
1.________________
2.________________
3.________________
4.________________
5.________________
6.________________
7.________________
8.________________
9.________________
10.________________
11.________________
12.________________
13.________________
14.________________
15.________________
16.________________
17.________________
18.________________
19.________________
20.________________
21.________________
22.________________
23.________________
24.________________
Answers on page 26
SUMMER/FALL | ÉTÉ/AUTOMNE | 2020 | 25

FOSTERING DIVERSITY AND...
Continued from page 24
with developing a corporate accountability
framework. The Public Service Commission
continues to work with all departments and
agencies, ensuring leadership commitment
and organizational support to cultivate
an inclusive workplace culture. Once our
strategy is introduced, we plan to monitor
progress, celebrate accomplishments, and
address gaps through our accountability
framework and employee engagement survey
to ensure our diversity and inclusion
policy objectives are met.
Thilak Tennekone is the diversity
consultant for the PEI Public Service
Commission and has worked with the
PSC for 20 years. He is responsible for
diversity policy/program development,
research, liaison with stakeholders and
diversity management. Thilak was the chair
of the Town of Stratford’s diversity and
inclusion committee and is currently on
the Canadian Commission for UNESCO
Advisory Committee on the Canadian
Coalition for Inclusive Municipalities.
Thilak was recognized as one of the Top 25
immigrants to Canada in 2015 and received
the 2016 Human Rights Award. He has a
master’s in education from the University of
Prince Edward Island and a bachelor of arts
degree, major in sociology.
Marney MacKinnon, CPHR, director of
staffing, classification and organizational
development with the PEI Public
Service Commission, has 20 years of
HR experience with roles such as HR
manager, classification consultant,
manager of the recruitment and retention
and director responsible for diversity
and inclusion. MacKinnon has been
involved with several national and Atlantic
committees, including the International
Educated Health Professional Atlantic
Connection, the IEHP task force and
the Atlantic Advisory Committee on
Health Human Resources. She sits
on the interjurisdictional committee
on classification, compensation and
labour relations. MacKinnon has a
bachelor of office administration
from Mt. St. Vincent University, HR
management diploma, mediation and
conflict resolution certificate and learning
management diploma.
INDEX TO ADVERTISERS
DISABILITY MANAGEMENT SERVICES
Neil Squire Society ...............................................6
www.neilsquire.ca
EMPLOYEE BENEFITS
Brock Health Administration Ltd...........................3
www.brockHealth.ca
Medavie Blue Cross ...................Inside Front Cover
medaviebc.ca/optional/plansponsor
EMPLOYEE HEALTH REHABILITATION
Neil Squire Society ...............................................6
www.neilsquire.ca
ERGONOMICS
Neil Squire Society ...............................................6
www.neilsquire.ca
FINANCIAL
Credit Counselling Services of
Atlantic Canada. Inc ....................................4, 19
www.solveyourdebts.com
HR CONSULTING SERVICES
Canadian HR Press .............................................19
www.canadianhrpress.ca
ANSWER KEY TO LEXICON PUZZLE:
1. KPI
2. CPHR
3. LEAD
4. GOAL
5. HIRE
6. TREND
7. VALUE
8. LEGAL
9. SKILL
10. SOURCE
11. METRIC
12. MENTOR
LABOUR & EMPLOYMENT LAW
Barteaux Labour and
Employment Lawyers ........................................6
www.barteauxlawyers.com
LEGAL SERVICES
Barteaux Labour and
Employment Lawyers ........................................6
www.barteauxlawyers.com
BoyneClarke Lawyers LLP .................................19
www.boyneclarke.ca
PAYROLL & HR SYSTEMS
DLGL Technologies ................. Outside Back Cover
www.dlgl.com
Payroll Solutions International Inc. .....................11
www.payrollsolutionsinternational.com
TRAINING & ORGANIZATIONAL DEVELOPMENT
IPM - Institute of
Professional Management .................................6
www.workplace.ca/CPHR-Atlantic.html
TRAINING CONSULTANTS & SEMINARS
Credit Counselling Services of
Atlantic Canada Inc......................................4, 19
www.solveyourdebts.com
13. POLICY
14. VISION
15. CHANGE
16. ETHICS
17. RESUME
18. ENGAGE
19. REWARD
20. MEDIATE
21. DEVELOP
22. RECRUIT
23. STRATEGY
24. COMPETENCY
Mystery statement: Human resources professionals
accelerate workplace excellence across the nation.
26 PROMPTU magazine