HUMAN Capital - Fall 2016 - 25

and try to counter the argument that, "we've done things this way for years, why change now?" But luck was on their side: On the second day of the pilot program, which was held at the ENMAX head office, three members of the board of directors were in the building. They asked to sit in on the change management session and were impressed enough by what they experienced that they went to the board meeting and sang its praises. Jewell and Taylor also had a believer in the executive suite. Rick Ehlers, Executive Vice President of Transmission and Distribution Services, has a labour relations background and years ago led the way in encouraging more cooperation with the IBEW. With three sessions under their belts, Briegel, Jewell and Taylor plan to fine-tune the curriculum and consider expanding it into another unionized part of the business. They are also looking to improve upon the learning manual and to create a facilitator's manual. They have plenty of work ahead of them, but now the trio has something substantial to build upon. They also have tangible proof: the latest round of collective bargaining took only 12 days. "My expectation going in was to provide the skills and tools to the Shop Stewards Group to allow them to be more effective in that role," Breigel says. "This has, for the most part, been met and an evident bonus has been their increased level of co-operation between stewards and managers." But they are under no illusion that joint training provides innoculation against conflict and misunderstanding. To be sure, there have been challenges dealing with terminations and new industry policies on drug testing. Without ongoing commitment by the IBEW and ENMAX, they say, the gains can easily be lost. "We're not all the way there yet but we're turning into family," says Taylor. "The union is walking side by side with us." O Alan Morantz is past Thought Leadership Consultant for Queen's University IRC What We've Learned Here is what John Briegel, Kirstan Jewell, and Mark Taylor have learned about launching a joint training program. Find ways to build trust - You don't have to have perfect labour relations, but you do require mutual respect. Briegel: "Sometimes it can be as simple as 'We are predictable to each other and we know that our job is to look after each of our respective interests and in doing so we will be truthful to each other.' If you can believe that to be true, you can build a working relationship that uses its energy to challenge the right things." Respect boundaries - Joint training is an extreme "relationship management" challenge. Each side has to be aware and respectful of boundaries, particularly the other side's boundaries. That means giving your union or management partner room to manage their own stakeholders. Stay true to the process of authentic collaboration - Don't pay lip service-put yourselves in the shoes of the participants and consider their needs. Good ideas need to win out, regardless of who came up with them. Don't keep score. Be open and honest - "We're honest about what we do," says Jewell. "On day one we talk about the continuum of labour relations and where we are on the spectrum. We peg ourselves mid-way and say we probably don't want to be harmonious. We have a strong union and strong management and through creativity and open and honest dialogue we can come up with better solutions. So we have to be realistic around where you are." Bring energy to the room - Adult learners do best in a safe and engaging environment. Simulated negotiations offer excellent insights that stick. Build the business case - What's the cost of the status quo versus moving to a mutual gains perspective? Taylor: "You can spend money on lawyers or spend money on training your people in open communications. In Alberta, a typical three-day arbitration case costs at least $50,000. Someone is getting rich so why isn't it your workforce?" At ENMAX, the operational practices committee last year, working with the union, found more than $1 million in efficiencies. HUMAN CAPITAL | FALL 2016 | 25

Table of Contents for the Digital Edition of HUMAN Capital - Fall 2016

Leadership Matters
Tech Talk
The Evolution of Learning & Development: Trends Today
The Value of Leadership Development and What Companies Are Spending on Training and Development
Knowledge Transfer Strategies
Instructional Design Focused on Performance Support
Joint Training: Learning on Both Sides of the Fence
Team Training: A Brief Look at the Options
Training Needs: Ask the Right Experts
What’s Your End Game?
Legal Source
Policy Corner
Peek-a-Boo, Pikachu: Pokémon Go Could Transform Learning
Index of Advertisers/ Advertisers.com
HUMAN Capital - Fall 2016 - cover1
HUMAN Capital - Fall 2016 - cover2
HUMAN Capital - Fall 2016 - 3
HUMAN Capital - Fall 2016 - 4
HUMAN Capital - Fall 2016 - 5
HUMAN Capital - Fall 2016 - 6
HUMAN Capital - Fall 2016 - Leadership Matters
HUMAN Capital - Fall 2016 - 8
HUMAN Capital - Fall 2016 - Tech Talk
HUMAN Capital - Fall 2016 - The Evolution of Learning & Development: Trends Today
HUMAN Capital - Fall 2016 - 11
HUMAN Capital - Fall 2016 - 12
HUMAN Capital - Fall 2016 - 13
HUMAN Capital - Fall 2016 - The Value of Leadership Development and What Companies Are Spending on Training and Development
HUMAN Capital - Fall 2016 - 15
HUMAN Capital - Fall 2016 - Knowledge Transfer Strategies
HUMAN Capital - Fall 2016 - 17
HUMAN Capital - Fall 2016 - 18
HUMAN Capital - Fall 2016 - Instructional Design Focused on Performance Support
HUMAN Capital - Fall 2016 - 20
HUMAN Capital - Fall 2016 - 21
HUMAN Capital - Fall 2016 - Joint Training: Learning on Both Sides of the Fence
HUMAN Capital - Fall 2016 - 23
HUMAN Capital - Fall 2016 - 24
HUMAN Capital - Fall 2016 - 25
HUMAN Capital - Fall 2016 - Team Training: A Brief Look at the Options
HUMAN Capital - Fall 2016 - 27
HUMAN Capital - Fall 2016 - Training Needs: Ask the Right Experts
HUMAN Capital - Fall 2016 - 29
HUMAN Capital - Fall 2016 - 30
HUMAN Capital - Fall 2016 - What’s Your End Game?
HUMAN Capital - Fall 2016 - Legal Source
HUMAN Capital - Fall 2016 - 33
HUMAN Capital - Fall 2016 - Policy Corner
HUMAN Capital - Fall 2016 - 35
HUMAN Capital - Fall 2016 - Peek-a-Boo, Pikachu: Pokémon Go Could Transform Learning
HUMAN Capital - Fall 2016 - 37
HUMAN Capital - Fall 2016 - Index of Advertisers/ Advertisers.com
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HUMAN Capital - Fall 2016 - cover4
HUMAN Capital - Fall 2016 - outserts1
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