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Canary gives employees the support they need to resolve workplace conflict and

build a culture of resiliency and psychological safety.

Give employees the resources to

build a collaborative culture

Give employees the resources to

build a collaborative culture

WHY CANARY

It starts with a conversation about conflict.


Not an anti-harassment training program.

It starts with a conversation about conflict.


Not an anti-harassment training program.

It starts with a conversation about conflict.


Not an anti-harassment training program.

Canary is different.


Canary begins with a Conflict Orientation session to help employees to talk about how they want to resolve conflicts and work well together.

When employees face conflict, they can reach out to Canary for assistance and coaching to handle conflict in a way that fosters cohesiveness and respect.


Canary is different.


Canary facilitates a Conflict Orientation session with employees to talk about how they want to resolve conflicts and work well together.

When employees face conflict, they can reach out to Canary for assistance in honouring their agreed upon rules and holding each other responsible in a way that fosters cohesiveness and respect.


Canary is different.


Canary facilitates a Conflict Orientation session with employees to talk about how they want to resolve conflicts and work well together.

When employees face conflict, they can reach out to Canary for assistance in honouring their agreed upon rules and holding each other responsible in a way that fosters cohesiveness and respect.

Real People

Every employee has access to one of Canary's experienced workplace conflict coaches.

Research Driven

Canary reflects research that shows conflict is best resolved with conversation not escalation .

Great Insights

Employers can access anonymized reports on employees' conflicts to help guide their people strategy.

Here are more reasons to choose Canary

1

Designed for the most common problem at work


40% of employees experience interpersonal conflict at work.* Canary is specifically designed to deal with these types of problems.


Wouldn't it make more sense for people-focused complaints to be discussed with someone who knows about interpersonal conflict resolution and can also provide coaching to resolve the problem?

2

More value for your money


Training for employees can be expensive. It's also not going to be valuable if employees aren't engaged or if they forget what they learned weeks later.


Anti-harassment training is often ineffective. Instead, Canary starts by facilitating a conversation with employees to get them all on the same page for how they want to deal with conflict.

3

Proven to reduce litigation costs and HR headaches


Independent conflict resolution systems, like Canary, have been proven to reduce litigation costs and the number of hours employees spend dealing with workplace conflict.**


Unlike formal conflict resolution processes, which are time-consuming and further entrench people in their positions, Canary helps employees actually resolve problems quickly and effectively.

4

Fosters open conversation instead of avoidance


Canary is designed to help employees resolve conflicts by having the difficult conversations that everyone wants to avoid.


We all know that interpersonal conflicts can be resolved with the right conversations and ground rules. Canary gives employees the tools they need to have these conversations and address conflicts right when they happen.

CASE STUDY

The CFO insulted an employee in a team meeting

The CFO insulted an employee in a team meeting

THE PROBLEM

The CFO insulted an employee in front of others at a meeting. The CFO said something negative about her work, but it was also personal. Later, at a work event, the CFO made an offensive joke at her expense.


The employee feels like she can’t discuss these concerns with HR because the Director of HR is the CFO’s best friend.

THE PROBLEM

The CFO insulted an employee in front of others at a meeting. The CFO said something negative about her work, but it was also personal. Later, at a work event, the CFO made an offensive joke at her expense.


The employee feels like she can’t discuss these concerns with HR because the Director of HR is the CFO’s best friend.

What happens without Canary?

The employee submits a complaint using the company's anonymous complaint system. In her complaint she names the CFO, the date and time of the meeting, and the work event where the events transpired. The company launches an investigation into the complaint. The employee gets called in for an interview because she was one of a few people who attended both the meeting and work event. The investigator determines that although the CFO behaved unprofessionally, the CFO did not violate any internal policies. The employee and the CFO must continue to work together.

What happens without Canary?

The employee submits a complaint using the company's anonymous complaint system. In her complaint she names the CFO, the date and time of the meeting, and the work event where the events transpired. The company launches an investigation into the complaint. The employee gets called in for an interview because she was one of a few people who attended both the meeting and work event. The investigator determines that although the CFO behaved unprofessionally, the CFO did not violate any internal policies. The employee and the CFO must continue to work together.

What happens with Canary?

The employee speaks to her Canary Advisor about the situation. The Canary Advisor reviews all of the ways that she can resolve this problem, including how she, the CFO, and their colleagues agreed to resolve conflicts during their Conflict Orientation session. The employee has two conversations with her Canary Advisor, and figures out how to have a meaningful conversation with the CFO about what happened. She has this conversation with the CFO, the CFO apologizes, and they continue to work together.

What happens with Canary?

The employee speaks to her Canary Advisor about the situation. The Canary Advisor reviews all of the ways that she can resolve this problem, including how she, the CFO, and their colleagues agreed to resolve conflicts during their Conflict Orientation session. The employee has two conversations with her Canary Advisor, and figures out how to have a meaningful conversation with the CFO about what happened. She has this conversation with the CFO, the CFO apologizes, and they continue to work together.

What's the difference?

With the anonymous complaint, the company did an investigation. An investigation with an external consultant would likely cost somewhere between $5,000 and $10,000. The employee is upset about the results of the investigation. She feels like the only thing that came out of the investigation was that the CFO is now more cold and distant when they interact. Her colleagues notice it. It's super awkward and she's considering transferring to another department. With Canary, no investigation was needed. And the employee and CFO have a better working relationship after they had a serious conversation about what happened during the meeting and the work event. The employee is relieved that she was able to talk through her concerns with the CFO and continue working with her.

What's the difference?

With the anonymous complaint, the company did an investigation. An investigation with an external consultant would likely cost somewhere between $5,000 and $10,000. The employee is upset about the results of the investigation. She feels like the only thing that came out of the investigation was that the CFO is now more cold and distant when they interact. Her colleagues notice it. It's super awkward and she's considering transferring to another department. With Canary, no investigation was needed. And the employee and CFO have a better working relationship after they had a serious conversation about what happened during the meeting and the work event. The employee is relieved that she was able to talk through her concerns with the CFO and continue working with her.

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Footnotes

*Van Gramberg, B., Teicher, J., Bamber, G. J., & Cooper, B. (2020). Employee Voice, Intention to Quit, and Conflict Resolution: Evidence from Australia. ILR Review, 73(2), 393-410.
**Solarz, B. J., & Gaspar, A. (2019). Three insights, two programs, one theory: Transformative practices as opportunities for moral growth in the healthcare workplace. Conflict Resolution Quarterly, 37(1), 67-78.