2014 Award Finalists

Fiona Ho
HR Generalist
Fortinet Technologies (Canada) Inc.
Burnaby

When Fortinet Technologies hired Fiona Ho, freshly graduated from UBC’s Sauder School of Business in 2011 with a specialization in HR, it was without reservation, only hope; the work volume and complexity of the HR coordinator role had already proven too much for two others. Ho has never been happier.

She has since defined her own path as an HR generalist while rotating time between different HR specialties, most specifically, performance management, HRIS and recruitment.

Fortunately for Ho and Fortinet, she has always seen potential where others see problems. Despite being a company of 2300+ employees, growing at a rate of 15 to 20 per cent annually and largely on an international basis, the organization has always had a very lean HR team with little in-house specialist support. With HR covered in only four of the 20+ countries where Fortinet is represented worldwide, Ho’s passion for process, people and research quickly benefited the bigger picture.

With an eye for detail as bright as her personality, she researched and learned best practices wherever Fortinet lacked local HR support or knowledge. Then she turned her attention to the processes which would support the entirety of the expanding organization—beginning with an antiquated performance management system.

The previous process had proven an increasing challenge, with all reviews done manually and countless weeks spent collecting and consolidating salary and stock recommendations. Ho not only brought processes online and into the new millennium, she saved Fortinet over $100,000 by leading the development team to create an in-house system; the cost saving in terms of hours saved within the HR team is ongoing.

Moreover, by providing managers an online solution for providing feedback, the participation rate has doubled, enabling more comprehensive feedback and generating positive feedback for HR and Ho.

When a time of high turnover in the US team left a critical HR specialist gap in 2012, Ho stepped up, and effectively lived out of her suitcase to expand and apply her multi-faceted skill set. Her success might be measured by the fact that Fortinet’s CEO, who lives in Sunnyvale, wanted her to stay in the US rather than return to Canada. She became Fortinet’s global lead for several HR programs & systems in the same year.

Fortunately for Fortinet Canada, Ho returned to address the bigger picture of local recruitment. She changed that facet of Fortinet in 2013 when she took over the New Grad Hiring Program, building key relationships with industry and educational institutes to promote Fortinet as an employer of choice. Doubling the number of industry events attended and partnering with Fortinet’s management team has increased both participation and effectiveness of these efforts.

While the acclaim of her initiatives in the professional forum are impressive, they also tie back directly to Ho’s volunteering and pioneering spirit. An early advocate of HR from high school onwards, while at UBC she served for a year as a Post Secondary Representative with CPHR BC & Yukon.

Joining the CPHR BC & Yukon Coastal Vancouver Advisory Council in 2011, she applied that experience directly as co-chair of the Post-Secondary portfolio. She went on to find myriad ways to connect students and HR clubs across the lower mainland with the career potential of HR, and has since created and chairs the New Professionals Roundtable. Mission accomplished on the school front, Ho now co-chairs the CPHR/Professional Development Portfolio and has created a Roundtable Chair Roundtable to foster further collaboration and enhance the roundtable experience.

Most recently, Fiona became involved with the REVEAL Business Group, a nonprofit organization that supports young business leaders’ personal and professional development.

Angie Poulsen
HR Specialist
First Credit Union & Insurance
Comox

When First Credit Union & Insurance went looking for a HR Specialist in Comox, BC, Angie Poulsen’s resume stood out immediately on the basis of her experience, education and community involvement. That it all came packaged in one of the youngest candidates to be hired for such a comprehensive position, put a great deal of emphasis on the interview.

In 2013, she became First Credit Union’s first choice. A year later, Poulsen is credited with ‘being’ the HR department and making a big impact in a short period of time.

Incredibly, and despite only receiving her Advanced HR Management Diploma from Camosun College in 2012, Poulsen had already received similar accolades—only shortly after graduating when she was snapped up by The Home Depot where she excelled. Whether meeting with store leadership weekly to stay informed of business targets or bringing HR to the corporate table to support management and the front line employees alike in achieving their goals, Poulsen’s approachability and professionalism won her a wealth of supporters with The Home Depot.

It also led her away from Home—and into what is now the role of HR Specialist with First Credit Union and Insurance in 2013. A true generalist working in a unionized environment, she now manages the full spectrum of HR needs for the organization and its 147 employees.

Less than a year into her new role, she has already invigorated recruitment, developed a warmly-received Wellness Program and is in the process of rolling out a Progressive Discipline Program—in addition managing all other fine details and big pictures of HR at First Credit.

Throughout, Poulsen’s ability to develop relationships within the community has been key. Her forging fundamental relations with career agencies and colleges on Vancouver Island and in Powell River has already resulted in a steady pool of qualified talent—and definitely helped made for a welcome change in the organization’s community profile.

As for the Wellness Program development, in addition to featuring monthly speakers, fitness and healthy eating challenges and a monthly newsletter, the program has already received media attention; without Poulsen’s knowing, the local Powell River paper ran an article on the program in 2013 featuring the praise of First Union employees. Aside from the healthy benefits of the program, employees spoke highly of both an organization and managers who had the best interests of their staff in mind.

Moreover, Poulsen delivered the program across all nine First Credit Union and Insurance locations—at no cost to the company.

That this has created a more positive management-union relationship is beyond dispute, a fact further anchored by the Progressive Discipline program she has developed. It too took its root in her earliest efforts to develop effective relations with the union, as well as key stakeholders. Extending to training the managers and educating employees on the new process, the Progressive Discipline program has only served to further strengthen core culture and Poulsen’s reputation for relationship building.

For Poulsen, those relations have always extended to the community, be it through her recent involvement with the Comox Valley Young Professionals Association, or her ongoing volunteerism with CPHR BC & Yukon, hosting seminars, speaking at roundtables and joining in local events. As committed to learning as sharing, Poulsen is currently pursuing a Business Administration degree with Camosun College.

Brett VanderHoek, CPHR
HR Advisor, Training & Development
Tolko Industries
Vernon

While being at the head of the class is a familiar place for Brett VanderHoek, CPHR, since joining Tolko Industries in 2011, the top student has become a valued leader whose ongoing efforts have impacted culture and productivity alike.

Hired into a unique role, requiring the ability to influence and deliver results without having any direct reporting authority, VanderHoek has thrived as a result of his commitment to build strong relationships with the HR teams, managers and key stakeholders company-wide across four provinces. Moreover, he has played the role of initiator, champion and participant in key initiatives which have added demonstrable value and helped move HR from a transactional to strategic role.

In his first week with Tolko, he noticed a lack of consistency and compliance in the interviewing materials and did something about it—developing a structured interview guide grounded in Tolko’s core competencies and values to ensure effective, efficient and non-discriminatory hiring practices.

The results spoke volumes; in combination with his other recruitment strategy initiatives reducing the time required to fill a position by 20% and representing substantial costs savings through the reduction of vacancy costs. On the student employment front, he led the implementation and maintenance of a co-op program that grew from 10 students in 2011 to 45 in 2013.

More recently, as lead facilitator for all supervisor development training, VanderHoek stepped up to develop and deliver a coordinated approach to learning and development across company. Given the diversity of Tolko’s corporate offices and manufacturing divisions, the challenge required dynamic HR, versatile and freethinking to deliver the material to vastly different audiences. Praised for his tailored ‘tell’ vs. ‘teach’ approach to communications, he not only won over his varied audiences—he made a difference, as evidenced by a 90 per cent approval rating and a self-assessed 17 per cent knowledge gain attributed to attending his training from 566 supervisor and manager participants.

Fittingly, he also leads the employee relations for corporate office and regularly coaches managers, the vast many his senior. Exemplifying the characteristics and “can-do” attitude he encourages in those he coaches, the leadership he inspires has been a hallmark of a career grounded in defining HR’s role as a business partner.

That he continues to make substantial contributions to the workplace, innovating and enriching Tolko’s HR policies and programs in recruitment and training and development is as much in keeping with his character as his accomplishments.

By the time VanderHoek graduated top of the class in 2009 with an Honours Bachelor of Business Administration, Human Resources, he had already served as an HR research assistant analyzing Okanagan tourism industry staffing surveys, as well as HR director for Industry Canada, contributing to the successful start-up of a provincial chapter of a national program for small businesses.

Securing his Chartered Professional in Human Resources (CPHR) designation in 2012, his passion for HR rolls over into his involvement with the CPHR BC & Yukon North Okanagan Advisory Council. Actively involved with the ongoing development of the industry, he has also served as mentor for a post-secondary student in the HR program at the University of the Fraser Valley for the past two years.

It is this hallmark of giving back that speaks most directly to VanderHoek’s strong community and volunteer involvements, highlighted by an ongoing passion for the work of the SPCA.

Superintendent Paul Darbyshire, CPHR
Officer in Charge of Employee and Management Relations
Royal Canadian Mounted Police
Surrey

Superintendent Paul Darybshire, CPHR holds the unique distinction of having spent the final stretch of a 35 year police career brightening up the ‘dark’ side of the ‘Force’—in HR.

Moreover, while the stereotype of retirement is one of counting down the days, Darbyshire picked up the pace of HR for the Royal Canadian Mounted Police (RCMP). Reporting directly to chief superintendent Brad Hartl in Surrey, Darbyshire went on to leave a legacy of HR impact for the RCMP nationwide—with many of his programs being accepted as national standards for best practices.

Of credible note, the day before Darbyshire stepped into the world of HR, he was the unit commander in charge of the criminal investigation unit of the RCMP’s “E” Division Major Crime Section and the detachment commander on Salt Spring Island. In short, he had no small measure of experience, as either leader or employee, under his belt.

Perhaps of greater importance, Darbyshire had long since won the respect of the team’s whose decisions and lives reflected his leadership and decision making. Rarely has HR found its champion from within as with Darbyshire, whose principled and transparent approach to HR has quite literally helped the RCMP to better serve and protect—including within.

To his own credit, and the benefit of HR professionals within industries receiving far less public scrutiny and media coverage, Darbyshire managed to accomplish a lot of things that would have not been possible in less trusted hands to benefit the greater good of the RCMP and greater community of Canadians as a result.

He not only provided leadership in human resources management consistent with the RCMP’s core values and commitment to ensure a positive, supportive working environment, he developed, implemented, and ultimately championed, the processes to ensure lasting change.

Through policy and peer respect, Darbyshire fostered change from within, particularly in regards to employee and management relations, a traditional a sore spot for the RCMP as any other organization. Heading into his final years with the RCMP, he initiated a shift in philosophy anchored by a series of fundamental plans and policies, including a Professional Standards Accountability Framework, the Performance Awareness System and the Informal Conflict Management Program.

He also developed an Integrated Resource Management Team and implemented a Respectful Workplace Action plan which has since been adopted across Canada. Its impact has included a revamping of the RCMP’s promotion process to reflect adherence of Darbyshire’s Respectful Workplace guidelines.

Also adopted on a national level is the administrative discharging process he developed while working on an internal case under his attention. Moreover, Darbyshire also developed an Early Intervention Program to investigate and assist at-risk RCMP officers and the broader community alike.

By the virtue of their profession, the RCMP go a lot of places most people do not want to go. Within their ranks, Darbyshire’s support, redevelopment and execution of the RCMP’s Discipline Program has left a force further unified by internal championship.

Final figures are most telling and Darbyshire’s impact is both telling and quantifiable. The accountability framework alone has had a marked impact on the number of integrity based professional conduct allegations. This has resulted in the reduction of an original weekly reporting of 55 files to an average of 5 or less today.

Moreover, in a single year, from 2012 to 2013, harassment complaints dropped by 60 per cent and Code of Conduct allegations by 22.5 per cent.
Public complaints dropped by 12.5 per cent over the same period.

Darbyshire’s efforts have increased the accountability, efficiency and performance of both approximately 9,000 employees in “E” division and the broader entity of the RCMP alike. They have also made standing on the side of good a better place to be.

Nor have his efforts ever ended at the office, as Darbyshire remains an active member of CPHR BC & Yukon’s Greater Vancouver Advisory Council as its professional development advisor while mentoring two developing HR talents in the professional mentorship program.

Christine Maassen, CPHR
Sr. VP, HR
SilverBirch Hotels & Resorts
Vancouver

Where others might have only seen the obvious perils, when approached by SilverBirch Hotels & Resorts in 2010, Christine Maassen, CPHR saw only the potential to put to practice the experience of a lifetime—her own.

Maassen has served as a strategic partner to senior leaders from the start—always keeping people impact at the forefront of decision-making. From day one at SilverBirch she articulated the need for a performance-driven culture through the definition of values, improved communication and investment in employees.

As a business partner first and an HR practitioner second, Christine Maassen, CPHR provides a study in affecting change from within. Her goal is “to create corporate cultures that foster high levels of employee engagement, bringing about strong results and ROIs” and stems most directly from her years of experience in the hospitality industry—both operationally and later as executive director of human resources for the Canadian Tourism Commission.

Decades later, she remains compelled by the need to shift today’s workplace into one that respects and values its employees as people. Moreover, Maassen has proven a propensity for being able to affect that shift by balancing a solid bottom line focus with the bigger picture of “bringing humanity back to the workplace” in a culture of listening, empathy and respect, above all, for each individual.

Developing the tools to affect that change, Maassen gained her CPHR designation in 2006, a certification in executive coaching in 2008 and a Master of Arts in Leadership in 2011. Along the way, she developed a passion for scouting talent that has served countless individuals and particular organizations, tremendously well since.

When Maassen joined SilverBirch Hotels & Resorts as senior VP, HR with an employee base of 3000+, it was at a time of full-steam growth and resultant organizational change. From a transition to institutional ownership to a fundamental shift in brand strategy and 100 per cent turnover in senior leadership, the past three years have witnessed no small amount of challenge.

More telling are Maassen’s accomplishments over the same span of time. She has since successfully rolled out a corporate values program, enhanced collaboration and re-negotiated insurance plans, while creating a salary structure and developing bargaining tools and processes for dealing with nine separate bargaining agents—all in the last three years. She also successfully renewed 11 collective agreements across seven provinces.

Increasing employee engagement from 82.9 per cent in 2010 to 86.5 per cent in 2013, Maassen not only maintained the esprit de corps, she contributed to the organization earning five prestigious international award, being named one of the Achievers 50 Most Engaged Workplaces™, as well as an Employer of Choice at four locations.

A portion of this success can be attributed to a campaign Maassen initiated in 2012 to keep collaboration top of mind. Collaboration scores increased by over nine per cent in a single year.

What underpins and continues to make possible such successes is the creation of a values-based culture. With strong support from company president, in 2011 Maassen spearheaded a collaborative, company-wide campaign to write, roll out and live the values of SilverBirch.

Transforming the reactive energies of a strategic core of general managers, corporate directors and HR practitioners into a high performance team, while drawing upon external agencies as required in development and delivery, Maassen brought a values-based culture home at SilverBirch. As of the 2013, more than 87 per cent of the employees believe the company to be living by its values—the company’s highest measure of approval to date.

In a separate, though not unrelated, initiative, Maassen improved the existing benefit plan offerings, beginning by trimming their number. With input from the HR Committee of the Board and tactical assist, that initiative alone has gained the company an annual savings of $130K and improved benefits offerings across the board.

All of these efforts are testament to Maassen’s overarching goal and ongoing mission to create effective workplaces and top line results.

Maassen serves as a pro-bono coach through pm-volunteers.orgTM, where she focuses her coaching on developing leaders at turning points in their careers. She also shares as a “knowledge philanthropist” through Vantage Point, facilitating workshops to help leaders define their organization’s strategic needs.

In keeping with the full spectrum of her experience, Maassen has also served as a director on the Canadian Tourism Human Resource Council since 2012, providing her support during a period of transition for the national body.

Cheryl Pelletier, CPHR
HR Manager
Nisga’a Lisims Government
Aiyansh

HR and taxes have rarely been so warmly received.

Since Cheryl Pelletier was hired as HR manager in July 2012, by the Nisga’a Lisims Government (NLG), its HR team has never been busier—or more appreciated for its evolution of the bigger picture.

As the Nisga’a Nation has only been a self-governing body for the past 14 years in northwestern BC, this brought with it the inherent challenges of organizational development. Moreover, resource development in the region continued to make active demands on the CEO and Executive Director, necessitating the need for a strong HR leader equipped to navigate the changing waters for the 150 full time, seasonal, part time and casual employees of the Government.

As a study in core culture and fostering employee engagement, Pelletier’s accomplishments with the NLG within 16 short months are made even more commendable by her successful navigation of a potentially even pricklier big picture.

First Nations employees working within the Nass Valley had not previously paid income tax. As of January 1, 2013, that would change, as all income earned on Nisga’a lands became subject to income tax under the Treaty.

With a clear deadline looming less than six months away, Pelletier identified the potential risks of such a transition, developed preventative solutions to mitigate those risks, revised the Employee Policy Manual and worked together with Capri Insurance to negotiate a contract for a new EAP service provider. Surprisingly, and testament to Pelletier’s foresight, the terms have been found agreeable by all parties.

Drawing upon key contributions from the CEO, executive director and CFO, and external suppliers for the roll-out, she also developed a range of culture-building and retention programs to strengthen the organization internally.

The revised policies feature a onetime pay-out of accumulated time banks earned pre-taxation; processed in advance of January 1, 2013, this reduced the financial liability for the organization by $1 million. For the employees, it offered a ‘nest egg’ to ease the transition, and while take-home pay has shown a net loss since, employee morale has steadily increased.

All of Pelletier’s efforts, most notably in recruitment, might be even more fully appreciated, in light of the fact that Gitlaxt’aamiks (New Ayainsh), BC is over 100 km from the nearest Starbucks. As for cellular reception, Pelletier still has little to offer than the benefits of the fresh air of northwestern BC.

Nonetheless, she hasn’t lacked for finding parties as interested as they are qualified, including the sole other member of the HR team, Pearl Munroe, whom she is mentoring towards achieving her CPHR designation.

As for hands-on work experience, under the catalyst of Pelletier’s leadership, Munroe has thrived and the HR team has in short order filled 25 permanent full time vacancies and 13 term appointments, created and filled another 16 new positions, and reclassified three positions to create internal opportunity for career growth.

Moreover, Pelletier has convinced management of the merits of her proactive approach to identifying and resolving communication, conduct and productivity issues before they emerge. A natural vitality and strong emphasis on positive communications has resulted in much more effective conflict resolution. This has not only led to a reduction of legal complaints following dismissal, but affected the tenor of the workplace on a core level, resulting in an upswing in satisfaction for employees and managers alike.

As much might also be attributed to the ‘walk her own words’ Wellness Program that Pelletier initiated to combat a little known fact. The Nisga’a name for Aiyansh, Gitlaxt’aamiks, means “Home of the Grizzly”, the reality of which, combined with frequent intercom reminders throughout the summer, had deterred one of the truly great benefits of the location—enjoying the outdoors.

Knowing that good company only improved a walk in the community, with or without bears to be aware of, leaving most days at noon sharp, spring, summer and fall, Pelletier’s walks have fostered new friendships, inspired collaborations and made for a healthier overall working environment.

In that respect, considering the magnitude of challenge for which she was brought on board, Pelletier’s ongoing legacy is perhaps most telling. For the first time since the Nisga’a Nation became self-governing, she has provided the employees of the Nisga’a Lisims Government with many opportunities to strengthen internal relationships, celebrate successes, and recharge for the work ahead.

An enthusiastic member of CPHR BC & Yukon, she continues to share her passion and professionalism at every opportunity within the Nisga’a Nation.

Deborah Fox, CPHR
HR Manager,
Hytec
Armstrong

While the Wizard of Oz has inspired for generations, HR manager Deborah Fox has taken its principle to organizational heart at Hytec in Armstrong, BC—and championed a culture of accountability in the process.

First introduced to the Oz Principle at a Kohler leadership session November 2011 led by Partners in Leadership (PIL), content provider and owner of the Oz Principle system, the concept resonated strongly with Fox who brought it forward to general manager Tom Pinkney upon return.

Within the core learning, Fox saw a potential solution to the challenge of improving the respectful workplace culture at Hytec.

The Oz principle itself is grounded in the final understanding of each of the questing characters that each held the answers and abilities desired within themselves. While originally introduced as a leadership development solution, Fox found a far greater application which has inspired leadership throughout the organization.

Finding an advocate in Pinkney and the support of Kohler’s Nathan Leaman, who was PIL’s key liaison with the broader entity, Fox took the Oz Principle to work throughout the entire production facility—directly engaging the entire staff in the change initiative. Building trust, providing gracious experiences, while maintaining Hytec’s identity and setting and meeting objectives, Fox’s inspiration found firm support at all levels.

Kick started by a full day session in May 2012 involving 30 key management, administrative and supervisory staff, with full staff orientation following in November, the impact is measurable in more than reduced complaints and grievances. Working it into conversations and operational life, Fox and the team have since created a culture where staff “See It, Own It, Solve It, Do It. I’m Oz some”

With refresher courses for encouraging feedback and sharing and promoting a standard of respect already worked into the mix, and receiving positive feedback, those words to live and work by have found a following at Hytec.

Throughout 2013, Fox continued to develop tools, systems, rewards and staff support initiatives that have produced a “results pyramid”. Moreover they have educated, trained and walked the talk of “Living Above the Line”—which simply requires living up to being ‘Oz some’, while living below the line is to be mired in the blame game.

Employee engagement jumped from 77 to 92 per cent in agreement of Hytec being “a good place to work.” Another key figure is the 71 per cent reduction of respectful workplace complaints leading to investigation from 2012 to 2013.

All of this has resulted in a significant culture change at the Armstrong location—and gained the recognition of Kohler Co. as true leaders. As such, Fox and the team are now being asked to share with other divisions the impact and sustainable success behind their newfound and ongoing Culture of Accountability.

As chair of CPHR BC & Yukon’s North Okanagan Advisory Council, Fox invited Leaman as a guest speaker on the Oz Principle in 2012. As a champion of the Oz Principle currently in the process of being certified, Fox has since inspired other HR professionals to take a similarly simple and structured approach to the complex issue of changing cultures.

Marni Johnson, CPHR
VP, Human Resources & Communications
BlueShore Financial
North Vancouver

Team Members:
Karol Koebernick, HR Manager
Janet Burgess CPHR, HR Manager
Shawn Needham, Organizational Development Manager
Vanessa Bragg CPHR, Learning & Development Specialist
Jennifer Rodger CPHR, Compensation and Benefits Specialist
Tyson Carruthers, Corporate Trainer
Mark Ishida CPHR, HR Advisor
Stacey Sogen, HR Coordinator
Dal Sangha, HR Administrator

Given its deep community ties, when the North Shore Credit Union embarked on changing its operating name after 70 years, it was understood from the start that HR would have a major role to play.

In retrospect, while the enterprise-wide initiative involved all key stakeholders and departments, none of the initiatives impacted the staff as directly as the HR communication and education project.

As a “Best Small and Medium Employer” for three consecutive year, the organization had fierce loyalty internally among its 320 staff, with 96 employees having over 10 years with the company. While this brought with it a sensitivity to change, the executive was convinced a dedicated, educated united employee base was key to their long range plan for sustained success.

Led by Marni Johnson, VP, human resources and communications, the HR/Learning Team created an open environment and effective employee programs, which resulted in a smooth transition for internal and external clients alike. On September 30, 2013, North Shore Credit Union became known as BlueShore Financial—no red flags attached, thanks to the HR/Learning Team’s unflagging energies.

Drawing upon the external expertise of Weber Marketing to engage staff, the core team includes: Karol Koebernick, HR manager; Janet Burgess, HR manager; Shawn Needham, organizational development; Vanessa Bragg, learning and development specialist; Tyson Carruthers, corporate trainer Mark Ishida, HR advisor, Stacey Sogen, HR Coordinator, Jennifer Rodger, compensation and benefits specialist and Dal Sangha, HR administrator.

Inspired by a desire for engaged employees, and using with their own best employer practices as a launch pad, the communication and education strategies began to take shape. From their first planning session in December 2012, through its first phase roll out in March 2013 to present, the focus was fixed on answering the five W’s and developing Brand Ambassador appointments and training.

As a top-down initiative, the HR/Learning team had the full support of the executive and a clear focus—to ensure staff understood the rationale for change and how the process took place, and to provide them with the tools and training to share the same with clients, community, family and friends.

From recognizing the key role of managers and creating a Brand Resource Centre on the intranet, along with a dedicated email alias to field any and all staff questions, the team’s multiple innovations are highlighted by their development of a Brand Ambassador program.

Entirely designed by the Learning team, the Brand Ambassador program was extremely successful in engaging staff across the organization and empowering all employees to be a part, and a driver, of change. Based on the success of the program, BlueShore Financial will continue to rely on these Brand Ambassadors for future corporate projects, including an upcoming head office move.

Moreover, the team created a formal education piece together with Weber Marketing which included an intense classroom-style Brand Training course, “Meetings-in-a-Box” and an employee handbook. When the time came for the “Reveal Event”, it included a formal reveal video, a staff testimonial video and a presentation from the CEO. Feedback throughout was exceptional, but most importantly, when the BlueShore Financial name was finally revealed, the staff burst into applause.

Seven months in, BlueShore Financial’s community ties are stronger than ever and the employees have taken the opportunity of change to heart.

Jay Sharun, CPHR
Negotiator,
Western Industrial Relations
West Kelowna

In the eyes of BC Tree Fruits, labour relations consultant Jay Sharun, CPHR not only achieved the previously-thought impossible—he did so within three months.

BC Tree Fruits credits Sharun’s innovative approach to negotiations as a shining example of how positive labour relations and out of the box thinking can benefit any unionized environment.

When retained in summer 2013, it was in the midst of an ongoing crisis which threatened to reach a financial breaking point between BC Tree Fruits and the employees’ union. The union was facing job losses and wanted more money, as well as to protect against the increased use of contractors while at the same time reducing costs.

Looking for a new consultant with a labour relations approach geared to decrease the resultant workplace tensions while exploring cost saving opportunities, they discovered Sharun—who brought a whole new attitude and approach. Brought in to promote positive labour relations, reduce unnecessary litigation and find the potential in the problems that had historically plagued the company’s labour relations history, he changed the game entirely.

Going in, Sharun promised that the collective bargaining process would be a fun one—without a hint of irony. Although BC Tree Fruits and its union had a checkered history, wherein issues were dealt with via litigation and collective bargaining achieved through arbitration, Sharun changed that in short order—by encouraging his client to open up collective bargaining 12 months early to find the needed cost savings.

While it had been assumed that the union would push the organization for improvements they could not afford or wait for expiration of their agreement to bargain hard with the ability to strike, Sharun proved correct the old adage of assumptions. Not only did the union agree to enter discussions early, Sharun opened many eyes to a new way of collaborating with the union to get meaningful results.

The more traditional approach had both parties exchanging long lists of proposals and spend long days in antagonistic bargaining. Aside from bringing a more personable approach, Sharun also challenged both parties to limit the demands they would bring to the table.

Sharun challenged BC Tree Fruits to bring one proposal to the bargaining table as opposed to a lengthy list, effectively turning a prior process of “game playing” into a “game changing” approach to negotiations.

As a result, BC Tree Fruits proposed an alternative scheduling process to realize the necessary cost savings and it worked beyond all client expectation. Giving the union little choice but to focus on and address the lone issue in exchange for dealing with their priorities.

While a key component of Sharun’s success is directly attributable to his experience and expertise, having negotiated more than 350 collective agreements, it was his collaborative approach as Spokesperson for the company that created the unexpected “win-win”. Removing all animosity to focus on resolutions, the tone of the negotiations became one of key points and common focus.

As a result of his innovation, over the short course of a series of productive meetings, Sharun led the bargaining team to negotiate a collective agreement that will save BC Tree Fruits $10 million over seven years, largely through productivity gains.

Even more impressively from the employer’s perspective, base wage rates will not increase over the next seven years. Instead, the agreed upon deal pays out lump sums every two years while keeping BC Tree Fruits competitive in the long-term. This unprecedented outcome is directly attributed to Sharun, who has remained at hand to ensure smooth implementation of the agreement.

That the agreement was reached in 10 days only underlines the ROI of Sharun’s contribution—and has won the “fist bumping” respect of the entire organization. Moreover, BC Tree Fruits insists they actually did have fun with the process at every innovative step.