The program is not about theory alone. It is about real work, as participants seek to optimize opportunities and manage challenges that come up in their day-to-day activities.  The program examines leadership and what it means within the context of McGill.

Lynne B. Gervais, Associate Vice-Principal, Human Resources kicked off the full day session. She emphasized that the large number of employees enrolled in this program until now clearly demonstrates a thirst to develop competencies that will guide them in their career choices.  “The seven competencies that were implemented a few years ago will provide managers with the soft skills that are sought in today’s organizations,” she explained, adding that relying on technical skills alone is no longer enough.

Participants’ expectations

Participants also had their say about what they expect to learn throughout the year.  For example:

-          I want to become a better supervisor

-          I need to be able to overcome obstacles that prevent change

-          I want to build the influential skills needed to mobilise team members

-          I would like to develop more marketable skills

-          I want to better understand people’s behaviours in making decisions

-          I would like to improve my communication skills to better express myself

Why sign up?

Participants also expressed some of the challenges they face every day, and some of the reasons that prompted them to sign up for the program.  Some of the challenges frequently mentioned included doing more with less, uncertainty stemming from the changes that McGill is going through, too much emphasis on processes, more bureaucracy, regulations and scrutiny, and the challenges of delivering results while coping with personal and family issues.

Johanne Houle, Director Organizational Development, is passionate about the program.  She described the importance of building capacity – one leader at a time.  “Our values and purpose are key in developing tomorrow’s leaders. We believe in the potential of trust and the power of authenticity; the desire for a meaningful contribution; the value of diversity in action through teamwork; seeing ourselves as an instrument of change; integrity and alignment by delivering on our promises.”

Seven behavioural competencies have become the core elements of Performance Dialogue for M-category employees, providing greater cohesiveness in identifying and grooming talent.  

“These competencies should inspire all employees at different levels of the institution who strive to make a meaningful contribution to the university’s goals,” concluded Johanne.

Jane Reichman Van Toch, Senior Advisor Organizational Development & Talent Management welcomed and congratulated the graduates. “I am thrilled to work with  the Leadership Development Program and with such an amazing group of people.  We’ve had the opportunity to learn from and support each other during the last year, and we plan to keep this learning going. From participating in our community-building initiatives – such as Coaching Ourselves and co-development groups – to building learning networks in their own areas, our LDP grads are using their leadership to help transform the face of our community.”

Asked what they valued most in the program, graduates’ comments ranged from increased productivity to networking opportunities to being able to confront problems as a team. Others mentioned the practicality of applying skills learned after each session.

Graduates were all smiles as they were surrounded by colleagues, mentors and senior administrators on hand to toast their accomplishments.

Graduates in the change agent stream with Lynne B. Gervais, Associate Vice-Principal, Human Resources (far left)

Graduates in the academic advisor stream

Graduates in the superviosr stream

 Photos, courtesy of Paolo Errore

Signing involving research associates

Signing of the research associates agreement are (seated from left): Matthew G. Annis, PhD, Research Associate, Rosalind and Morris Goodman Cancer Research Centre and President of AMURE-PSAC, and Anthony C. Masi, Provost. 

Standing behind them (from left) are Jean-Michel Fortin, Union Advisor PSAC-Quebec; Magali Picard, Regional Executive Vice-President, PSAC-Quebec; Fabrice Gravelat, Research Associate, Department of Microbiology and Immunology, Faculty of Medicine, and AMURE bargaining team member; Samantha Ryan, Administrative Officer, Faculty of Education and member of the bargaining committee for the employer; Lynne B. Gervais, Associate Vice-Principal Human Resources; Denis Gauthier, negotiator and spokesperson representing McGill on the bargaining committee; and Robert Comeau, Director Employee and Labour Relations.

Signing involving research assistants

Signing of the research assistants agreement are (seated from left): Matthew G. Annis, PhD, Research Associate, Rosalind and Morris Goodman Cancer Research Centre and President of AMURE-PSAC, and Anthony C. Masi, Provost. 

Standing behind them (from left) are Jean-Michel Fortin, Union Advisor PSAC-Quebec; Magali Picard, Regional Executive Vice-President, PSAC-Quebec; Sean Cory, Research Assistant, School of Computer Science, Faculty of Science and AMURE bargaining team member; Quinn Albaugh, Research Assistant, Department of Political Science, Faculty of Arts and AMURE bargaining team member; Samantha Ryan, Administrative Officer, Faculty of Education and member of the bargaining committee for the employer; Lynne B. Gervais, Associate Vice-Principal Human Resources, Denis Gauthier, negotiator and spokesperson representing McGill on the bargaining committee, and Robert Comeau, Director Employee and Labour Relations.

Both parties have expressed their satisfaction with the outcome of these first collective agreements and the process of shared communications conducted throughout the talks.

In the coming weeks, the labour relations team will be holding training sessions on implementation of the collective agreements with research groups across the university.  Any groups in need of assistance with training or application of the collective agreements may contact denis.gauthier2@mcgill.ca

To view the full version of both collective agreements, click here:

 http://www.mcgill.ca/hr/sites/mcgill.ca.hr/files/amure_associates_en.pdf

http://www.mcgill.ca/hr/sites/mcgill.ca.hr/files/amure_assistants_en.pdf

AGSEM invigilators voted by more than 90% in favour of ratifying the agreement in principle presented to them at a general assembly held on May 15. The final version of the two-year contract should be signed in June.  This will be the invigilators’ first collective agreement. The university is pleased to have come to an agreement without the intervention of the arbitrator involved in these negotiations.

Negotiations steady with AGSEM course lecturers and instructors (Unit 3)

Since negotiations started last June, AGSEM course lecturers and instructors have come to an agreement with McGill on a number of non-monetary clauses.  The pace of negotiations has been moving steadily. The parties have started discussing hiring priorities and course allocation.

Talks continue with 3 bargaining units of SEU

Negotiations are progressing at a steady pace – 14 days of negotiations have taken place since last November and three more days of negotiations are scheduled before the summer break.  All items included in the list of interest-based bargaining topics were discussed at least once; many are already resolved and have led to modifications to the collective agreements.  Among them are the clauses relating to job posting, grievance procedure, trial period, disciplinary measures, temporary assignments and overtime allocation. Interest-based bargaining items still unresolved will be discussed in upcoming meetings.  Ten more bargaining sessions are scheduled for the fall.

Unions’ stance on salary freeze

Following the budget cuts announced in March by the university, the senior administration met separately with most employee groups to discuss the one-year salary freeze affecting administrative and support staff paid through operating funds. All groups were asked to inform the university by April 30 of their position on this issue.  

Of the 12 groups met, four groups responded they would accept the freeze: MAUT, the association representing academics, has agreed to a freeze for all academic categories except tenure-track assistant professors. Three SEU bargaining units (trades downtown, powerhouse downtown, and trades and powerhouse Macdonald campus) have accepted the freeze in exchange for three additional paid days off work during the 2013 Christmas holiday period. The remaining groups have rejected the university’s request.

Salaries have not yet been discussed at the bargaining table where talks are under way with three SEU bargaining units (computing centre, printing services and facilities management / residences / Faculty Club) and with AGSEM course lecturers and instructors. Nor has the freeze affected the salary clause included in the collective agreements signed recently by AMURE since they are paid from research funds and not from the operating budget.

These structured dialogues bring needed clarity, stability and continued engagement.  They provide shared understanding of the team’s priorities, achievements and challenges. They are especially important in exploring an employee’s developmental needs and aspirations.

New online support tools

New online tools are now available to help managers in planning and assessment. The information focuses on McGill’s seven behavioural competencies, and provides tips and video segments to help managers prepare for a meaningful Performance Dialogue exercise.  These tools can be found on the HR website at http://www.mcgill.ca/hr/training/performance-management/performance-dialogue

While budgets are being cut back, we are being asked to be more resourceful.  It is only through heightened skills/competencies, the capacity to prioritize and streamline processes that we can meet the demands.   This happens best through collaboration. As we put our clients and key stakeholders at the centre of what we do by active listening and dialogue, we learn and grow. 

Performance Dialogue – an opportunity for employees at all levels

Behavioural competencies should form the basis of discussion in Performance Dialogue, a key component of career development.  Use Performance Dialogue to empower yourself:

• Set learning and career goals
• Recognize how you learn best
• Track your progress
• Keep records of successes
• Document your learnings with examples
• Seek what you need to learn 

Ensure that you are discussing your career aspirations with your supervisor and understanding the behavioral and technical competencies required to pursue those aspirations. 

For the manager, Performance Dialogue allows to better support team members. For the employee, it is an exercise that allows a better understanding of strengths and weaknesses, and the possibility of tapping into the tools available toward self-fulfillment – a winning formula.

Psychological distress at work is unfortunately on the rise. So what are organizations doing to manage the challenge of alleviating stress while trying to engage employees? Mental health experts, human resources professionals and business leaders shared their views at a recent conference on the growing challenges of dealing with psychological health and wellbeing at work.

Recognition can help

According to experts, both employers and employees play an important part in managing workplace stress. One way employers can alleviate stress is by giving recognition. This could be in the form of recognizing an employee’s skills and achievements, or by including employees in the decision-making process. Recognition reinforces employee self-esteem, increases engagement, and makes employees more resilient to workplace stress.

What is the employer’s role in terms of recognition? According to François Labrecque, Organizational Development and Talent Management Advisor at McGill, it requires a work environment where people feel their supervisor cares about them. “For recognition to have a real impact it must be credible, authentic and free, otherwise it may be perceived as being manipulative. This means recognizing small day-to-day accomplishments or even sometimes just saying thank you,” says François.

Major change contributes to stress

Managing stress is especially important when organizations are undergoing major change. In times like these, managers need to be sensitive to the stress their employees may be feeling. They should avoid exposing employees to situations where they are more likely to experience higher levels of stress, such as:

• Having an employee do something they have not experienced before without proper guidelines, coaching or training
• Dealing with unpredictability without some understanding of the context
• Questioning an employee’s competence without discussing the issue beforehand
• Having no sense of control over a given situation

Communication can make a difference

Employees need to be aware of their stress level and to address it before it becomes unhealthy. In some cases, this may be as simple as asking for a meeting with a supervisor to ask questions or raise concerns. It may mean finding outlets to release stress, such as physical activity, or participating in positive social events. Or it may require accessing the Employee Assistance Program (EAP) for help in addressing the sources of stress and helping them managing it.

Unmanaged stress, over a long period of time, may lead to mental health problems such as depression, which is painful for employees and challenging for the employer.

There is help

In addition to taking steps to reduce employees’ stress levels, managers need to be able to recognize the signs of stress and react when it occurs. Managers can seek advice and expertise to guide them through this process. The Organizational Development team, the Employee Assistance Program and the HR advisor network are there to help. The EAP is an independent and confidential service available to employees and their families. More information can be found on their website at http://www.mcgill.ca/hr/bp/benefits/eap

Experts agree that beyond managing costs linked with productivity issues, considering the human factor can be far more effective. Giving employees a voice, making sure they know they are making a contribution in a challenging environment is powerful. “What it takes is empathy, respect, accessibility, transparency and mutual trust – key considerations that can go a long way in creating a context of strong psychological health and wellbeing, despite the challenges,” concludes François.

Group of 2011 QCC inductees

This year, 295 McGill employees were inducted into the McGill Quarter Century Club, bringing the total to 2,808 members.  A special celebration was held in their honour on October 17^th. This year’s high number of new members takes into account inductees for 2012 and 2011.  

A team of about 75 from Human Resources was out in force to welcome guests and to ensure a great evening reception in celebration of the 44^th edition of the QCC.  Some 400 employees and guests turned out for the reception following the formal ceremony at the Centre Mont Royal.

Service pins

New members of the QCC received their 25-year service pin that evening.  For those employees who are celebrating a 15, 20, 30, 35, 40 or 45-year milestone in 2012, pins will be given to your faculty or unit through the HR network for distribution by supervisors as they see fit.  HR advisors and Direct Service representatives will be notified as soon as we have received the pins, most likely before the Christmas break.

Meanwhile, if you wish to view the list of QCC inductees for this year and last, please click here:  Quarter Century Club.

Group of 2012 QCC inductees

The Health Fair brought together 20 diverse health and wellness exhibitors from both within and outside the McGill community all under one roof.  Enthusiastic and welcoming presenters provided information on a wealth of health-related topics.    

There was something for everyone!  The event featured many interactive booths including blood pressure and blood sugar testing, office ergonomics and AED/CPR demonstrations.   Visitors to the fair were also treated to tasty snacks from Food & Dining Services.  They were also able to test their nutritional knowledge at the School of Dietetics and Human Nutrition booth, and pick up some healthy recipes along the way.  Courageous participants even had their body fat composition measured by staff from Athletics.

The event was the perfect opportunity for staff to obtain invaluable information and resources from professional health and wellness organizations, such as Longpré & Associates, McGill’s employee assistance provider, the Quebec Breast Cancer Foundation, and the Alzheimer’s Society of Montreal.   

Those who attended also learned about hiking trails at the Gault Nature Reserve, city walks organized by Redpath Museum Public Education Outreach Program, concerts given by the Schulich School of Music, and the benefits of living with plants from Greening Indoor McGill.

Thank you to all our exhibitors, donors, visitors and volunteers for making the 2012 edition of the McGill Health Fair a success!

Congratulations to the lucky winners of the many assorted door and raffle prizes offered at the fair.

For a complete list of the exhibitors and donors at the fair please go to the Health and wellbeing website

Health fair attendees were treated to tasty snacks and helpful health tips

Hélène Fyfe is surrounded by (from left) Dr. Craig Mandato, Chair of the Department of Anatomy and Cell Biology; Vittoria Catania, Student Affairs Administrator; Sunitha Chari, Post-Doctoral Fellow, and Avital Horowitz, graduate student, all from the Department of Anatomy and Cell Biology.

It all started with McGill’s first Health Fair held two years ago. Hélène Fyfe attended and was inspired. At that moment, she was determined to change her personal life, challenged in a sense by the Weight Watchers representative there to promote the program. Two short years later, Hélène is transformed. “I have more energy than ever. I am more focused and I work smarter. I feel confident and have a more positive outlook,” she says, beaming. 

Hélène joined Weight Watchers and lost 70 pounds.  Eating healthy has become second nature to her and her family.  “At 43, I feel amazing. I haven’t taken a single sick day this year.”

Hélène’s passion for health and her journey into fitness has rubbed off on her colleagues. “We run regularly as a group, so we support each other.”  The group ranges in age and fitness levels.  “Together, we have shed over a hundred pounds. We lost a person but gained a team,” says Hélène, joking with her colleagues. 

“You really have to integrate exercise and healthy eating into your regular schedule. My attitude is that I get better results by organizing my life around working out, rather than the other way around.  That way, working out remains a priority, otherwise it is easy to make excuses for not doing it. The tremendous energy I have is what keeps me going.” This has even transcended to her two teenage boys who have traded their video games for regular workout challenges.

Hélène, who is on a developmental assignment as Administrator, Department of Anatomy and Cell Biology, appreciates having a supervisor who understands and supports her initiative. The fact is it’s a win-win situation.  “Because I have more energy, I have better concentration in my work, which means being more productive and not taking sick leave,” says Hélène.

See for yourself what McGill’s health and wellbeing program can do for you.  For more details, click here.

You just might be inspired too!

Why is it important to save for retirement?

 Pension specialists agree that you need about 70% of your gross pre-retirement income in order to maintain the same standard of living at retirement.  The amount required at retirement depends on your retirement goals and the standard of living you would like to maintain at retirement.  What do you dream of doing at retirement?  If you plan on travelling the world, you may need more than 70%.  If you like to do activities around the house, you may need less.  This is why establishing a retirement goal, reviewing and adjusting it on an annual basis is important.  The plans offered by the government (Old Age Security and Quebec Pension Plan) account for a portion of the 70%, however, your personal savings, including funds in your McGill pension plan, make up the rest.

 How much should I be saving?

 A 2010 Towers Watson Capital Accumulation Plan Survey revealed that the contribution rate required in a defined contribution plan to replicate an average defined benefit pension is between 14 and 16%.  The upcoming changes to employee contribution rates will help members achieve this target.

 What are the new employee contribution rates? 

The Year’s Maximum Pensionable Earnings [YMPE] is the limit on which you make contributions to the Quebec Pension Plan.  This figure is adjusted each year by the Quebec Pension Plan.  Until you reach the YMPE in a given year, the contributions listed above are reduced by 1.8%.  Once you reach the YMPE, the full contributions above are deducted until the maximum contribution limit allowed for the year is reached.  For 2012, calculations were based on a YMPE of $50,100; for 2013 it was $51,100.

 How will this change affect my take-home pay?

 You don’t pay tax on pension contributions if they’re within the limits allowed under tax law. The limit on combined employer and employee contributions is 18% of your earned income for the year, to a maximum dollar contribution limit (see Pension Plan Brochures for current limits). If your contribution limit is reached at any point during the year, contributions are stopped for the remainder of the year. 

 Keeping the pension plan healthy and sustainable over the long-term

 This change is one of the steps to help ensure that the pension plan remains healthy and sustainable over the long-term. 

 The 2008-2009 financial crisis, increased longevity by pensioners receiving an annuity from the Pension Plan, increased life expectancy and a low interest rate environment has made these changes necessary.  These changes will decrease take-home pay slightly but they will get you closer to your retirement goals while providing greater stability and sustainability for the pension plan.

 How can I learn more?

Attend the pension plan information session that best suits your needs – find out more and/or register at:  www.mcgill.ca/hr/bp/pensions/infosessions.

Visit the Régie des rentes website for additional information and interactive tools to assist you in determining your retirement goals:

• Planning your retirement:  http://www.rrq.gouv.qc.ca/en/planification/Pages/planification.aspx
• Question Retraite:  Guide to Financial Planning for Retirement:  http://www.questionretraite.qc.ca/cms/assets/documents/guide-to-financial-planning-for-retirement-2012-2013.pdfAll active members of the McGill University Pension Plan are reminded  that effective January 1, 2013, employee contribution rates will be increasing.  These changes were announced in the Notice of Amendment No. 24 to the Pension Planwhich was sent to all members in July 2011.