Having clear employment policies
and operational procedures provides
consistency and saves time for managers
as they will not have to explain these
policies to each employee during on-boarding
and throughout employment.
and middle-managers and supervisors
emerge. Not having clear and standardized
policies and procedures quickly becomes a
big issue.
When in place, well thought out and
comprehensive employee policies will
ensure employees understand what is
expected of them (hours of work, how to
call in sick, dress policy, acceptable use of
personal cell phones, etc.) and how to get
support in certain areas (labour rights,
conflict resolution, use of health benefits,
mental health supports, etc.). Having clear
employment policies and operational
procedures provides consistency and saves
time for managers as they will not have to
explain these policies to each employee
during on-boarding and throughout
employment. Employee’s will see that the
company values a healthy work culture and
wants them to report poor management or
issues in the workplace, which bolsters job
satisfaction and reduces conflict.
30YEARS
1987-2017
www.subcanltd.ca
Ph.: 204-242-2666 • Box 603 Manitou, MB R0G 1G0
• Site Preparation &
Development
• Sewer & Water
• Drainage
• Shale & Gravel
• Tank Foundations,
Lots & Berm
Construction
• Landscaping
• and much more
DOING IT RIGHT
• Pipeline
Maintenance
• Excavation
• Backfill &
Compaction
• Hydrovac
• Hazardous site
clean-up
• Demolition &
Disposal
• Grading & Leveling
Secondly, HR works to ensure the
organization provides competitive and
comprehensive compensation packages for
all employees. By reviewing industry and
geographical compensation levels, HR will
compare a company’s wages, bonus and/
or commission structures, health benefits,
pension offering, training/development
opportunities and other incentives in an
effort to adjust or improve the overall
compensation package the company offers.
Having a right-fit total compensation
offering to employees will improve job
satisfaction and reduce staff turnover.
From time to time, every organization
can benefit from an in-depth review in
this area as markets change or mature,
demographic and economic shifts occur
and competition changes. Also, not all
compensation components need to cost
more money. An organization that values
employee engagement and feedback,
offers flexible work arrangements, physical
HUMAN RESOURCES
and mental health benefits, development
opportunities and a 100 per cent employee
funded pension scheme will benefit
from increased employee morale and
workplace satisfaction.
Thirdly, HR focuses on improving
total workplace health and safety. People
are by and large compassionate, so when
an employee feels strongly that their
employer deeply cares for their physical
and mental well-being, they are more apt
to reciprocate and truly care about their
job, their co-workers and the well-being of
the organization as a whole. By ensuring
safe work practices are embedded in
workplace culture, not only will there be
an immediate improvement in safety, but
also reduced cost for lost productivity,
employee turnover and lowered workers
compensation rates.
The summary effect of having a focused
HR function improving these three areas
is to save time and money. Ironic, since
these were originally pointed out to be
historically why HR was not welcome in
the construction industry. With reduced
employee turnover, improved safety and
higher productivity, costs are reduced
and profits improve. With an increased
focus on overall employee well-being
and improvement in formal and informal
communication in the workplace, an
organization will have an appealing
work environment and an engaged and
impassioned workforce that contributes to
less issues clouding up management’s and
owners’ focus. This again allows business
leaders to focus on remaining competitive
in their market. n
Rob Starkell is a Brandon-based entrepreneur
and HR professional with a wealth of multi-national,
Fortune 500 experiences. Starkell
graduated from the University of Manitoba
with a Bachelor of Commerce (Hons) degree
and started his professional career in Europe
with Kraft Foods International. His role
focused on project management and business
process improvements, and took him through-out
Europe, Asia, and Australia before
re-settling in Brandon, working with Pfizer as
business technology and continuous improve-ment
lead. At Pfizer, Starkell was trained in
Lean Six Sigma and led process improvement
and change management projects across their
manufacturing sites globally. He became co-owner
in West-Can HR Solutions in 2017.
56 | Issue 2 2020 www.carm.ca
/www.subcanltd.ca
/www.carm.ca