Canadian HR Strategy

18 Executive Series Digest hrreporter.com role HR has to play to test that and make sure that's the case." Going forward, companies will also be faced with the outsourcing versus insourcing dilemma. Previously, the re- cruitment function at OpenText was out- sourced but, once Sousa took over the role, he built his own recruiting team. "You can't manage the brand with a third party, can't manage the quality of candidates, can't manage the interac- tions… We want to diff erentiate the cus- tomer experience and, in order for us to do that eff ectively, I have to have control over my recruiting function," he said. Work-life balance is another issue that will be a challenge to navigate in the next couple of years, said the panellists. Employee surveys at Maple Leaf Sports and Entertainment (MLSE) in Toronto o en reveal that employees feel there is no work-life balance at the organiza- tion, which has 800 full-time and 3,500 part-time staff , said Mardi Walker, senior vice-president of people. "I always say, 'In HR, I can't wave my magic wand and change that.' It starts with each individual person and what does work-life balance look like for them? e workplace has to be fl exible enough to allow people to achieve what works for them," she said. OpenText doesn't spend one minute talking about work-life balance — it's just part of the culture, said Sousa. "I don't care if you're here or in Chica- go, as long as the work gets done," he said. "I want every single one of our employees to wake up in the morning and jump up and want to come to work at OpenText whether it's in your offi ce downstairs, in your pyjamas or our offi ces." Mental health is another area that will be challenging for employers in the years to come, said the panellists. Eli Lilly of- fers employees a variety of tools and resources around mental health such as learning to cope with stress and manag- ing change. "I'm not too worried about physical health, I'm more worried about invisible illnesses. We're making sure managers have the information and tools they need because they're the best ones that can detect changes employees may experi- ence," said McKay. "For us, as a health- care company, (mental health) is really important." Being a sports-related organization, there is already a mindset toward health and wellness at MLSE, said Walker. is is further enforced with one of its own- ers, Bell, being a champion of mental health and a signifi cant contributor to the Canadian Association of Mental Health (CAMH), she said. And for years, MLSE has called upon the athletes' psychologists to conduct seminars for employees. At OpenText, employees are encour- "YOU CAN'T MANAGE THE BRAND WITH A THIRD PARTY... WE WANT TO DIFFERENTIATE THE CUSTOMER EXPERIENCE AND, IN ORDER FOR US TO DO THAT EFFECTIVELY, I HAVE TO HAVE CONTROL OVER MY RECRUITING FUNCTION." CORPORATE CULTURE BEd in Adult Education Brock University's Bachelor of Education (BEd) in Adult Education SURJUDP RIIHUV EXV\ SURIHVVLRQDOV D ÁH[LEOH RQOLQH VWXG\ H[SHULHQFH7KHSURJUDPHQKDQFHVVNLOOVDQGNQRZOHGJHUHTXLUHG IRUDGXOWWHDFKLQJDQGKXPDQUHVRXUFHVGHYHORSPHQW 2XUSURJUDPLVXQLTXHLQ2QWDULRIRURIIHULQJERWKÀUVWGHJUHH DQG VXEVHTXHQW GHJUHH RSWLRQV $GYDQFHG VWDQGLQJ PD\ EH DZDUGHG WR WKRVH ZKR KROG D GHJUHH IURP D UHFRJQL]HG SRVWVHFRQGDU\LQVWLWXWLRQ$VZHOOZHRIIHUD&HUWLÀFDWHLQ$GXOW (GXFDWLRQ6WXG\SDUWWLPHIRUDFHUWLÀFDWHRUVXEVHTXHQWGHJUHH DQGFRPSOHWH\RXUFUHGHQWLDOLQMXVWRYHUPRQWKV :HXQGHUVWDQGWKHQHHGWREDODQFHVWXGLHVZLWKFDUHHUDQGIDPLO\ FRPPLWPHQWV

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