Publication
La Cour suprême du Canada tranche : les cadres ne pourront se syndiquer au Québec
Le 19 avril dernier, la Cour suprême du Canada a rendu une décision fort attendue en matière de syndicalisation des cadres.
Auteur:
Mondial | Publication | janvier 2022
In our previous article, we considered the challenges to your organisational culture that will result from changed employee expectations and from modernising your Employee Value Proposition (EVP).
We will now consider the challenges to your organisation’s leadership capability and style.
A modernised EVP (particularly if you introduce Gartner’s ‘Human Deal’1 aspects) and other enhancements to your organisational culture and purpose will challenge the capability and style of your leadership team.
Employees now believe that there is no “substitute for leaders who truly care about them and who work to make their lives better. Workers want transparency. They want to be trusted.”2
A recent study3 found that knowledge workers:
It’s not surprising that leadership capability gaps have emerged in response to the challenges of the new global work environment. To “move forward out of the pandemic” your leadership team needs to:
Changed employee expectations and leadership capability gaps are important challenges for your organisation.
These challenges represent a “seismic shift to the way the employee/employer power dynamic has operated for generations” and this “is going to be tough for traditional leaders.”5
Traditional leaders, or the “generation of leaders in the last gasp” of managing activities at work, must shift focus to instead managing “impact, outcomes and results.”6
McKinsey suggests6 that “leaders might want to reconsider the actual nature of their relationship” with their employees:
A good summary7 of “the top three skills that will be required of leaders during and after” the pandemic is that leaders must:
To successfully meet the challenges of the new global work environment, leaders must also have great communication skills, combined with the ability to consistently demonstrate compassion and empathy.
A successful leader needs the skills to:
Top performing organisations “foster a culture of perpetual learning that rewards continual skills growth,”9 and as part of perpetual learning “leadership training is always a good investment, as more effective leaders create more effective teams and employees. Good leadership has a trickledown effect, just as poor leadership does.”8
In summary, reimagining leadership in your organisation in the new global work environment means that your leadership team needs to be:
One important current leadership challenge, ‘work from anywhere’, will be discussed in our next paper.
Norton Rose Fulbright assists organisations to efficiently and effectively address the legal aspects of the reimagination of their leadership in the new global work environment. Please reach out if we can assist your organisation in this respect.
Publication
Le 19 avril dernier, la Cour suprême du Canada a rendu une décision fort attendue en matière de syndicalisation des cadres.
Publication
Le budget 2024 propose d’élargir la portée de certains pouvoirs permettant à l’ARC de demander des renseignements aux contribuables tout en prévoyant de nouvelles conséquences pour les contribuables contrevenants.
Publication
L'impôt minimum de remplacement (IMR) est un impôt sur le revenu additionnel prévu dans la Loi de l’impôt sur le revenu (Canada) (la « Loi ») auquel sont assujettis les particuliers et certaines fiducies qui pourraient autrement avoir recours à certaines déductions et exemptions et à certains crédits pour réduire leur impôt sur le revenu fédéral canadien régulier.
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