THE COLLECTIVE
Learning from the Best: an Interview with Professor Robert Hickey
By: Kaleigh Pinto
Over this past year, Dr. Robert Hickey, a long-time professor in the MIR program and seasoned veteran in the industrial relations field, shared his wealth of knowledge with the class of 2015 through teaching core and elective courses, and mentoring the team of students who represented Queen’s at the Montreal Competition… all while working on his own emerging research and collaborating on a research project with Dr. Chaykowski. After having just handed in my last assignment as an MIR student this past June, I had the opportunity to sit down with Professor Hickey who shared his perspective about the field, reflect on the MIR program, and talk about his current research. Most importantly, Professor Hickey emphasized the importance of lifelong learning and discovery, confirming my suspicions that I will always be an MIR student at heart, long after handing in that last assignment.
Can you tell me about some of the new research you are working on now?
Professor Chaykowski and I have started on a research project in the construction industries. There are a number of particular questions we are examining, but the overarching question that is relevant to the broader trends is examining the impact of technology on work processes and employment. In the Electrical construction trades, we are looking at how new products have changed the dynamics around skill sets, workforce development, and work processes/ labour management relations. It involves predominantly field work (visiting sites, observations and interviews), as well as documentary and collective agreement research. In many ways it is a traditional research project: some of the principles are the same as they were 100 years ago, in terms of how we understand the impact of technology and how that creates challenges to labour management relations and the functioning of labour markets in general.
What do you especially like or dislike about the field of Industrial Relations?
The field is central to the lives of every Canadian and beyond. What we experience at work, not just in terms of remuneration, but the nature of being productive and contributing to society shapes one’s quality of life and creates community. It is easy to do Labour Relations and Human Resources poorly. In fact, the default mode for people who haven’t been trained rarely results in progressive practices, but it is a field that requires conscientious reflection and strategy. It can be very rewarding, but can also be very challenging if you are dealing with organizations that have a culture of high conflict - managing that conflict is important but not for everybody. But this is to stay that I think everyone can find the right fit in the field: you could be a leadership development expert in the health sector, you could negotiate with nuclear engineers in the energy sector, or you could work on enhancing public service in the provincial or public sectors, and all areas present different challenges, and such a diversity that people can match their interests with the needs of the field.
What is your favourite aspect of the Queen’s MIR program?
Without a doubt, the quality and commitment of our students, and the fact that people come to this program with a real passion for the field and helping them develop that passion is evident in the courses that I am involved with. My teaching continues to evolve towards
identifying the connections between theory and practice and building the skill sets that MIR candidates need to succeed in the future, such that the use of simulations and case based exercises in my courses all are moving towards a very applied focus to how to put IR theory to work in the real world.
It is so impressive to see where the alumni are now – everything from MPs, MPPs, VPs – there really is an amazing network of people who are dedicated to the profession, and supportive of each other’s careers, unlike other fields where the focus is competition among colleagues. The MIR program succeeds because it builds a collegial atmosphere across years, and a sense of collegiality and support from our most senior alumnae to those just starting their careers.
How do you see our program changing?
We are excited to be launching our first undergraduate courses in the fall, and will be teaching “Work and Empoyment Relations in Canada”, a 200 level course, followed up by additional courses broadly in the field of IR, initially leading to undergrad certificate in IR. This launch speaks to the strength of the program over the last 30 years, and means that there will be an especially strong future for the program going forward.
What do you think is the single most important skill to have in this field, whether you are a new grad or seasoned alumnus?
I’d put it down to three: critical thinking, problem solving, and perspective taking skills are essential. Those three skills work together in the field whether you are in HR, LR, or whatever particular role you might have in the field but they are always valuable to understanding how others view the problem or issue. They are essential to making sure there is a common understanding of the problem you are addressing and why the problem exists to generate creative solutions.
If it had to be one?
The ability to learn from experiences, both good and bad, to build on the kind of critical thinking and problem solving skills that we try to focus on the program is essential. The whole notion of thinking slow is to not be reactive, but strategic and proactive in your day to day work and career advancement.
If you could pass on one piece of advice for the class of 2015, what would it be?
Everyone can find their niche, but that doesn’t mean that you stop learning or stop growing. My advice is to continue to build on the foundations that, hopefully, the MIR program has provided, and realize that there is a lot more learning to experience and to be open to change, to be open to challenge, and strive for self-development.