Category Archives: Transhuman News

Employers will need to carefully consider how post-pandemic meetings are conducted to encourage collaboration and discourage a silo effect |Alistair Berg/DigitalVIsion/Getty

As vaccines begin to roll out across the province, employers and employees are wondering what the return to work will look like.

Among employees working from home, 64% say they arent sure about or wouldnt feel comfortable returning to their pre-pandemic workplace in the next three months, according to a recent PWC study.

Many of these employees also believe they have been as productive or more productive working from home than they have at their workplace: 35% said they were more productive; 40% said their productivity was the same.

So why return to the office?

Employees from various fields are split on the form work should take in a post-pandemic world. However, most employees working from home agree that some form of remote work should be included. Only 20% say employees should return full-time to the office. The remaining 80% suggest that employees should be allowed to spend at least some of their time working from home.

I think we are going to see kind of a hybrid model, said Terri Griffith, professor of innovation and entrepreneurship at Simon Fraser University (SFU). You can design for [any hybrid model]. There is no one best way; theres just a best way for what youre trying to do.

However, a hybrid model doesnt mean saying anything goes or allowing employees to decide to work where theyre most comfortable. Griffith said her main concern is that employers wont take enough care to create a system that fairly integrates everyones contributions. The PWC study highlighted that some of the biggest challenges employees had working at home were communication, connectivity and collaboration. Companies are being challenged to help ensure both remote and workplace employees have an equal opportunity to head new projects, share their ideas and move up in the company.

Forty per cent of the employees who were given upskilling opportunities during the pandemic saw a jump in productivity, while 83% of employers said that offering upskilling opportunities improved job performance, according to the PWC study.

For some companies this may mean choosing a one-model-fits-all solution in which everyone works remotely or everyone returns to the workplace. However, Griffith said, its possible, though not always easy, to create a system that equally values both type of workers.

Its going to take a strong company commitment to make a hybrid work well. Its not impossible; its just you have to design for that. If all you say is, Employees, you get to pick, thats not going to work because it means youre not going to pay for the best collaboration capabilities; youre not going to incentivize people to work within those collaborative tools.

Griffith is also concerned that medium-sized companies may not be as well equipped to handle a hybrid model as major players or even smaller, more nimble companies are. Large organizations like SFU can devote resources and an entire team to developing a system and maintaining a good hybrid working environment. Smaller companies can easily check in with employees and ensure they are involved. Medium-sized companies, however, may not be able to work it out through conversation or to devote a team to the task.

But there are other approaches.

Griffith said there are a number of strategies employers can implement to help make a hybrid model work. One policy is to ensure all meeting attendees use the same medium for meetings, either all in person or all by video chat or conference line. Griffith said having multiple people using different collaboration methods can create a silo effect, with groups excluding each other from their conversations.

Another important strategy companies should consider, she said, is to develop a process for assigning projects, opportunities and promotions so that theyre not giving preferential treatment to employees seen regularly in the office and unintentionally excluding at-home workers.

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What will work be like after the COVID-19 pandemic? - Business in Vancouver

COMMUNIQUE

Adopted by the Peace and Security Council (PSC) of the African Union (AU) at its 990th meetingon 13 April 2021 on the theme: Consideration of the Report of the PSC Field Mission to South Sudan, conducted from 24 to 26 March 2021.

The Peace and Security Council,

Taking note of the opening remarks made by the Permanent Representative of the Republic of Djibouti to the AU and Chairperson of the PSC for April 2021, H.E. Ambassador Mohammed Idriss Farah, as well as by the AU Commissioner for Political Affairs, Peace and Security; also taking note of the presentation of the Report of the PSC Field Mission to South Sudan presented by H.E. Ambassador Jean Njeri Kamau, the Permanent Representative of the Republic of Kenya to the AU and PSC Chairperson for March 2021;

Mindful of the AU Commitment as a guarantor of the Revitalized Agreement on the Resolution of the Conflict in South Sudan (R-ARCSS;

Reaffirming the AU solidarity with the people and the Government of South Sudan in their aspirations to restore peace, stability and development in their country, and also reaffirming the commitment of the AU to respect the sovereignty, political independence and territorial integrity of the Republic of South Sudan;

Recalling its decisions and pronouncements on the situation in South Sudan, particularly Communique [PSC/PR/COMM. (CMXLV)] adopted at its 945th meeting held on 15 September 2020; and

Acting under Article 7 of its Protocol, the Peace and Security Council:

1. Welcomes the steady progress in the implementation of the R-ARCSS, in particularly difficult circumstances and, in this regard, commends all parties to the R-ARCSS for their patriotism and commitment to give peace a chance and encourages them to persevere;

2. Commends, in particular, H.E. President Salva Kiir Mayardit, First Vice-President Dr. Riek Machar for placing the supreme interests of the country and its people above all else, for demonstrating the required leadership, for forming the R-TGoNU, as well as for peacefully resolving their differences, including in relation to the governorship of the Upper Nile State and encourages them to continue to build on the established momentum in implementing all outstanding provisions of the R-ARCSS, particularly, reconstituting the Transitional National Legislative Assembly (TNLA);

3. Welcomes the ongoing talks with the held out movements, underscore the primacy of dialogue as to only viable approach to peace, and urges them immediately embrace the current peace process without further delays and warn them that any peace spoilers will face justice;

4. Notes with deep concern the dire humanitarian situation in South Sudan and commends the United Nations Mission in South Sudan (UNMISS) and all humanitarian agencies working in South Sudan for their continued support to the population in need and appeals to all Member States that are in a position to do so, to also provide humanitarian assistance to the people of South Sudan; underscores the importance of harmonization and coordination of efforts among all actors providing support to South Sudan, in order to avoid duplication of efforts and wastage of resources;

5. Expresses condolences to the families of the deceased, who include humanitarian aid workers, who lost their lives in supporting peace and the people of South Sudan and appeals to the Government of South Sudan to continue to take necessary measures to ensure the protection, safety and security of humanitarian aid agencies;

6. Urges the R-TGoNU to take all possible steps to mobilize the necessary financial resources, from its own national reserves, for the implementation of the R-ARCSS, especially Chapter II relating to transitional security arrangements including, the long overdue graduation and deployment of the Necessary Unified Forces (NUFs), as well as the disarmament, demobilization and re-integration (DDR) programme; in this regard, requests the AU Commission, to work closely with the Government of South Sudan to provide the required support;

7. Encourages the R-TGoNU to expedite the implementation of Chapter V of the R-ARCSS, in particular, the establishment of the Hybrid Court of South Sudan (HCSS), the Commission for Truth, Reconciliation, and Healing (CTRH) and the Compensation and Reparation Authority (CRA), with a view to ending impunity, promoting justice for the victims of human rights violations and abuses, as well as to laying the ground for durable peace and reconciliation in South Sudan; in this regard, reiterates its request to the AU Commission to continue providing support on the implementation of Chapter V of the R-ARCSS;

8. Underscores the importance of timeous preparations for the organization of credible, transparent and democratic elections at the end of the current transition and, in this regard, requests the AU Commission, including through the AU Centre for Post-Conflict Reconstruction and Development, to urgently dispatch a technical needs assessment team to comprehensively identify priority areas that require sustained support, as well as to work closely with the R-TGoNU on, among other issues, the drafting of the new constitution for the country and providing the required capacity building support to the national election management body and other relevant institutions, with a view to facilitating a successful completion of the transition process;

9. Emphasizes the important role of women and youth in the South Sudan peace processes, including in efforts aimed at promoting post-conflict reconstruction and development, as well as in peacebuilding, national reconciliation, transitional justice, and in this respect, encourages the South Sudan authorities to abide by the 35% quota stipulated in the R-ARCSS, with a view to guaranteeing and promoting more meaningful participation by women in the transition process;

10. Welcomes the appointment a High-Level peace committee to find durable solutions to intercommunal violence, and, in this context, encourages the committee to expeditiously discharge its mandate in a holistic and comprehensive manner, with a view to promoting lasting peace and stability in the affected parts of the country;

11. Urges the signatories of the Rome Declaration to recommit to the Sant Egidio process, including adherence to the Cessation of Hostilities Agreement of December 2017 and the Rome Declaration, as well as to the January 2020 Resolution;

12. Reiterates its appeal for AU Member States and the larger international community to continue to provide all necessary support towards the full implementation of the R-ARCSS and urges the concerned members of the international community who have imposed sanctions and other forms of punitive measures against South Sudan to immediately and unconditionally lift them, in order to facilitate the implementation of the R-ARCSS and create conducive conditions for socio-economic recovery and development of the country, and in this respect, commends all Member States that have extended financial and material support to the Government of South Sudan, including Egypt, Ethiopia, Kenya, Nigeria and South Africa and appeals to the other Member States to also make contributions in favor of South Sudan, in the spirit of promoting pan-African solidarity;

13. Commends IGAD for its continued efforts in South Sudan, particularly its oversight role in the implementation of the R-ARCSS and encourages it to continue to work in collaboration with the AU and other international partners, including through its Special Envoy, in supporting the peace process in South Sudan; also commends the efforts of the AU High Level Ad Hoc Committee on South Sudan, as well as those of the RJMEC in supporting the implementation of the R-ARCSS;

14. Expresses gratitude to the South Sudanese authorities for finding time to interact with the PSC Delegation during the field mission, as well as to all interlocutors, namely, the African Diplomatic Community, IGAD, R-JMEC, CITSAMVM, UNMISS, the Troika, the representatives of Civil Society Organizations, as well as to UNMISS for providing support for the PSC Delegation;

15. Expresses particular gratitude to the AU Liaison Office in Juba for facilitating the successful conduct of the field mission and commend the efforts of the Liaison Office in effectively promoting the visibility of the AU on the ground; notes with concern, the institutional capacity constraints facing the Office and, in this regard, requests the Chairperson of the Commission to urgently take necessary measures to ensure that the Office is availed with all necessary human, material and financial resources, in order to enable it to more effectively discharge its mandate; and

16. Decides to remain actively seized of the matter.

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Communiqu of the 990th PSC meeting on the theme: Consideration of the Report of the PSC Field Mission to South Sudan, conducted from 24 to 26 March...

Michipicoten First Nation is a vibrant Ojibway First Nation community located on the white sands (north east shores) of Lake Superior. The registered population is approximately 1,230 with 70 members living on reserve. With a strong sense of community and cultural identity, Michipicoten First Nation strives to maintain harmony and balance with Mother Earth, neighbouring First Nations, and surrounding communities.Michipicoten First Nation is seeking a results-oriented and strategically focused HR Manager with exceptional interpersonal skills to assist in creating a client focused and employee-oriented, inclusive organization that emphasizes empowerment, professionalism, and productivity. Reporting to the Executive Officer, the Manager, Human Resources and Administrative Operations will lead the development of human resource policy and programs and manage the administrative operations. The successful candidate will also provide leadership and guidance to the other managers and supervisors across the organization to ensure all employees have clarity on their roles and their unique contributions to organizational goals. The successful candidate must live within commuting distance to Michipicoten First Nation, or be willing to relocate to the area.

PRIMARY RESPONSIBILITIES

Management Act as an advisor to managers, supervisors, and staff regarding policies and procedures Oversee the administrative team to ensure assigned goals are achieved, tasks are distributed effectively, deliverables are documented, and necessary completion timelines are achieved. Conduct personal development and performance management planning for the Administrative team Maintain HR records and human resources management systems

Recruitment & Onboarding Assist with determining staffing requirements Oversee the recruitment process: prepare job descriptions, post notices and advertisements, collect and screen applications, prepare interview questions, administer pre-employment testing, establish interview team, and schedule interviews Coordinate employee onboarding: Draft employment agreements, arrange for completion and signing of employment policies/forms and new hire forms, and work with Manager/Supervisor to create initial training plan

Performance Management Provide leadership and coaching to managers and employees on key workplace matters such as performance management, difficult conversations, employee relations, and employee development Update employment policies ensuring compliance with relevant legislation and draft new policies as required Ensure that employees comply with company policies, procedures, and ethical standards Oversee performance evaluation process and provide managers/supervisors with evaluation schedules Ensure that employees adhere to all health and safety regulations Handle employee complaints and incidents, including conflict resolution, accidents, health and safety concerns, work refusals, and investigations Research and recommend incentive programs to improve employee recognition

Attendance Management Administer employee benefit & pension plans Manage employee protected leaves: obtain medical and other documentation to support absence, maintain regular contact with employee, address accommodation requests, and work with Managers/Supervisors to prepare return to work plans

Training & Development Develop and assign training programs that are based on regulatory requirements and best practices Work with Managers/Supervisors to identify training programs and assist with funding applications

Health & Safety Oversee activities of the Health & Safety Committee Ensure health & safety compliance and training

WORK CONDITIONS Working in a busy office environment with frequent interruptions Interaction with employees, management, and external organizations

JOB REQUIREMENTS One (1) or more of the following post-secondary credentials: degree, diploma or certificate in management, human resources, or business administration. Other equivalent combinations of directly related education and directly related experience may also be considered. CHRP or CHRL Designation (asset) Ten (10)+ years of experience in combined human resources and administration. Minimum five (5) years supervisory or managerial experience Good knowledge of labour, human rights, pay equity, and occupational health and safety legislation and regulations High level of proficiency with MS Office (Word, Excel, PowerPoint) Knowledge of First Nations, First Nation organizations, their mandates, and structures Ability to develop clear and fair policies that conform to existing legislative framework Excellent analytical and decision-making abilities Excellent written and communication skills with a clear sense of diplomacy Strong organizational skills having managed multiple employees and teams Drivers license and access to vehicle The successful candidate will be required to produce a satisfactory criminal record check.

TERM Full-time, Permanent

WAGESMFN offers a comprehensive employee benefit package and competitive salary based upon experience and qualifications. This position is a salaried position and may require after hours or extended hours based on activity.

TO APPLYInterested persons may submit their cover letter & resume as one document by email to Lisa Belanger hr@michipicoten.com no later than May 14, 2021. Please include the job title in the email subject line.

Michipicoten First Nation may, at its discretion, waive any or all of the aforementioned requirements if a suitable candidate accepts to follow a training plan determined by Michipicoten First Nation as a condition of employment.

Michipicoten First Nation is dedicated to promoting equity and diversity and serving the interests of their citizens. The successful candidate will be primarily engaged in serving the interests of Michipicoten citizens and Michipicoten will give preference to citizens and Indigenous candidates who possess the necessary qualifications.

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Manager, HR and Administrative Operations - Sault Ste. Marie News - SooToday