Beginning this fall, Dal’s Human Resources department will become People and Culture. This move is part of a strategic initiative aimed at focusing on employee experience, cultivating an inclusive environment centered around equity, inclusion, diversity, and accessibility (EDIA), and improving operational efficiencies and processes.
In 2023, Grace Jefferies-Aldridge, assumed the university’s inaugural vice-president, People and Culture role. Since then, work has been underway to evolve HR to become People and Culture.
“The transition to People and Culture underscores the university’s unwavering commitment to nurturing a culture of belonging and fostering partnerships across administrative units,” says President Kim Brooks. “This is more than just changing a unit’s name. It is a fundamental shift in our principles and culture.”
Each of the university’s administrative units and faculties is exploring ways to realign their work for efficiency, which may include structural changes like this one. The way ±«Óătv employees work — whether it’s in research, teaching, or administration — needs to support the university’s current financial and enrolment picture.
Introduction of specialized units
Phase one of the People and Culture transition begins Monday (Nov. 4) with some restructuring in the department to better serve the diverse needs of Dal’s employees, managers, and leaders. These structural changes, detailed below, are being implemented without the need for additional funding or incurring new costs.
Labour and Employee Relations oversees all aspects related to , as well as employment-related issues for our non-unionized employees. It replaces the Academic Staff Relations and Employee Experience units. The unit is led by Laura Neals, assistant vice-president, Labour and Employee Relations.
Recruitment and Talent Management focuses on the recruitment of all faculty, staff, and senior administration, as well as talent management functions. It replaces Executive Recruitment and Employee Experience units. Although there is a current hiring freeze at the university, this team is actively involved in the and is focused on ways to help current employees grow their careers through professional development and leadership programs. This unit is led by Laura Godsoe, assistant vice-president, Recruitment and Talent Management.
The Office for Equity and Inclusion has moved to the People and Culture department. This move allows for greater collaboration, cohesion and a more unified approach to the university’s EDIA strategies. The goal is to create a Centre for Excellence in EDIA.
- Theresa Rajack-Talley, vice-provost, Equity and Inclusion maintains a dual-reporting relationship to the vice-president, People and Culture, and the provost and vice-president academic.
- The Human Rights & Equity Services team continues to report to the vice-provost, Equity and Inclusion and remains in its central location in the Macdonald Building on Studley Campus.
- All current functions, supports and initiatives offered under the Office for Equity and Inclusion remain in place at this time.
The Accessible Employment unit has been renamed Accessibility, Accommodation, and Wellness, to better reflect the resources and support the team provides to employees. It continues to assist employees with accommodations, sick leave, work injury, long-term disability, and return-to-work plans. The unit also focuses on the university’s Accessibility Plan and workplace wellness, including the development of a multi-year wellness plan. This unit continues to be led by Orla McDevitt.
The Job Design team has been incorporated into the Total Compensation portfolio, which includes Employee Benefits, Retirement Services and Data Analysis and Systems Management (DASM). These units remain the same and continue to provide employees and leaders with support for their benefits and pension plan, administration of the university’s job evaluation systems and university-wide data, systems and processes. Total Compensation continues to be led by Ken MacDermid.
What’s in a name?
In recent years, some employers have been moving away from the traditional human resources function to people and culture, a more holistic approach centered around the employee experience.
Since the pandemic, work culture has also changed significantly with many organizations continuing to embrace a hybrid workforce. This has led leaders to find new ways to manage, plan for succession and provide training and learning opportunities.
“OłÜ°ů results further validated the need for a shift in how we support employees,” says Jefferies-Aldridge. “We heard that some employees want more onboarding, career development, wellness initiatives, and some feel they aren’t recognized for their work.”
The People and Culture department aims to reshape the employee experience and the organization’s culture. You will begin to see employee-centric policies and practices, a central approach to EDIA strategies, and more training and development with a cultural lens.
In the coming weeks and months, you will see the rebranding of the to People and Culture and well as the external website, dal.ca/HR. Print materials (letterhead, business cards) and signage will be updated as they run out or require revisions. An is now available.
“We’re excited to implement these changes to better align our work and serve the Dal community more effectively,” adds Jefferies-Aldridge. “I want to thank all of the teams involved and acknowledge that this wouldn’t be possible without such dedicated people who are committed to making this journey a success.”