Organization Learning Thrives Informally

April 29th, 2014

Source: PeopleTalk April 2014 edition (BCHRMA)

Author:  Jennifer Gerves-Keen

IN A RECENT ARTICLE ABOUT CAREERS published in The Globe & Mail, Marina Glogovac discussed the relatively new importance of continuous learning as it pertains to ongoing success in today’s marketplace. According to Glogovac, learning to learn is the most competitively relevant skill for today’s world.

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How to Recover from Burnout Networking

August 15th, 2013

Recently I was mentioned in a great blog article written by one of my colleagues Stevie Vu.  I believe very strongly that networking (I think we need to come up with a new name for this!) must be authentic and come from a place where one has a real desire to get to know others, a true interest in what they do and who they are.  When this is your primary reason for “networking” then it stops being “work” and becomes something you enjoy doing.  Stevie has written a great blog article on this, please enjoy.


Why Exactly are you Leaving

June 03rd, 2013

by Sandra Reder for the June 3rd, 2013 Canadian HR Reporter

Why does someone leave an organization? The answer can often be found in an exit inter- view. So why don’t more employers conduct them? With the cost of turnover ranging from 50 per cent to 200 per cent of an annual salary, and a skilled labour shortage, it has become increasingly important to under- stand what you’re doing right and wrong — people don’t usually leave for one single reason. But how can the exit process be done effectively?

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Office turns nasty with the Boomer, X Y and Z

February 18th, 2013

With so many generations in one workplace, the office petri dish is rife with conflict and resentment.


An alarm rang in Jennifer Gerves-Keen’s head as she heard another tale of different generations in the workplace messing each other up.

A woman from a Vancouver law firm was telling Gerves-Keen, an organizational coach and consultant, how her company’s succession plan had gone off the rails.

In what seemed to be a sensible approach, younger lawyers were to be groomed to become law firm partners to take over as boomer bosses retired. But there was a problem – the youngsters weren’t putting their hands up.

“They could not find younger lawyers who wanted to go on the partner track,” says Gerves-Keen, a Richmond-based trainer who works with organizations across Canada. “They literally had no candidates.”

The woman sharing this workplace crisis, a human resources manager, was worried. She even wondered if the firm could survive if no one wanted those jobs.

Gerves-Keen suspected that the firm’s young lawyers were ambitious but had rejected the rigours of a partnership model created by older generations. Being a boss beset by time-sucking demands may not have promised the work-life balance the younger generation wants, she thought.
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