Sofina Foods Inc.

Robert Kirby

Robert Kirby is a distinguished labour relations executive with over two decades of experience in human resources and industrial relations. He currently serves as the National Senior Director of Labour Relations at Sofina Foods, one of Canada’s leading food manufacturers. Kirby is responsible for the labour negotiations, strategy, litigation and industrial relations for its unionized and non-unionized plants.

In an exclusive interview with Manage HR, Kirby shared his insights on leading labor relations in a complex environment, emphasizing the importance of empathy, transparency, and the power of consistent, people-first leadership.

Leading Labour Relations through Growth and Change

I spent 28 years in municipal government, working in human resources, before transitioning into the private sector about four years ago. That is when I joined Sofina Foods. I was hired to oversee labor relations and HR for Western Canada. About three years ago, I was appointed as the National Senior Director of Labour Relations for Sofina Canada.

Sofina is a growing international company with 19 plants across Canada, 14 of which are unionized. In my current role, I manage all labour and employee relations across these facilities, which include conducting contract negotiations with unions, advising HR managers, HR directors, and plant managers on best practices, and leading training and development initiatives for supervisors, managers, and leaders across the organization. I along with my team developed the curriculum for these training programs. Additionally, I am responsible for HR related litigation, including wrongful dismissal, constructive dismissal, human rights claims, and grievance arbitration.

When I joined, the organization had grown rapidly through acquisitions, resulting in a lack of standardized policies, procedures, and operating practices. One of my first tasks was to address those gaps by assisting the team in the development of HR procedures and implementing consistent standards across the board. As we continue to grow, the updating and cataloguing of policies and procedures will continue.

Preventing Conflict through Positive Leadership

The root of most conflicts in the workplace is poor or absent communication. During our training programs, we found that many frontline leaders lacked the necessary skills to effectively engage and support their employees. This was by no fault of their own, as with most organizations, we focused our supervisory recruitment from within based on technically strong people but neglected in providing them the necessary tools to manage people.

One of the tools I use in training is a U.S.-based survey that asks supervisors to identify the top drivers of employee morale. As expected in the survey, supervisors listed good wages as one of the top priorities. However, when the same survey was given to over 1,200 employees, wages ranked only fifth. Employees prioritized recognition, appreciation, and a sense of value—elements that ranked much lower in the supervisors’ responses.

“Treat people like they are family, seek to understand before expecting to be understood”

We decided to refocus on proactive, positive leadership, recognizing employees for their accomplishments rather than dwelling on their mistakes. When leaders engage in meaningful, positive interactions, the likelihood of conflict is significantly reduced. I often remind our leaders that no one wakes up in the morning hoping to be disciplined. Many employees face personal pressures such as financial strain, family issues, and mental health challenges that affect behavior at work. We need to remember, this could be one of our family members who have to face ongoing struggles outside of the workplace.

When conflict arises, the way we approach it matters. Tone, body language, and empathy can either de-escalate or worsen the situation. Our philosophy is to treat employees as we would a family member, leading with understanding, seeking context, and communicating with respect. In unionized environments, that mindset helps shift discipline from punitive to corrective, allowing for constructive dialogue rather than fear-based silence.

Building Trust through Transparency in Labour Relations

Having spent most of my career specializing in labor and industrial relations, transparency is critical. For example, when I took over three unionized plants in British Columbia (BC), each had between 60 and 80 outstanding grievances. In my view, these stemmed from misunderstandings or a lack of communication.

Instead of taking a defensive approach, I chose transparency. I sat down with union representatives and shared information openly, including documents we weren’t legally obligated to disclose until arbitration. This helped the union better understand the company’s position and led to more informed decisions on their end.

The same holds during negotiations. If you are not transparent at the bargaining table, unresolved issues often return in the form of costly arbitrations. Transparent and honest conversations prevent disputes and reinforce mutual respect between the employer and the union. After every round of bargaining, we still have the same employees, and we need to focus our attention to a positive work environment. I often say, “Negotiations is successful when both parties walk away from the bargaining table, equally dissatisfied or satisfied.”

Balancing Compliance, Compassion and Opportunity

Compliance and positive employee experience do not have to be at odds; they can work hand in hand. In Canada, labour laws vary slightly by province; however, some regulations, such as the Employment Standards Act, establish minimum requirements that must be met. In Ontario, for instance, we have excess hours agreements that allow employees to work more than 48 hours a week, sometimes up to 60 or 70 hours, especially during seasonal peaks.

While these agreements are essential for operational needs, our priority remains the well-being of our employees. We offer those hours first to our people rather than relying on external temp agencies. This keeps the work internal and shows employees that we trust and value them.

A positive work experience also comes from feeling seen and supported. At Sofina, we create opportunities for employees to move up. Some of our plant leaders began their careers in entry-level roles. When people see a future for themselves in the company, they are more likely to engage, stay motivated, and go the extra mile. Compliance is our baseline, but compassion and ambition elevate the employee experience. Given the competitive challenges we and our competition are experiencing in attracting talented staff, more specifically the trades, we need to change our mindset becoming a learning organization and invest in the people who have invested in Sofina. As such, we now have apprenticeship agreements in all of our plants where we take valued employees and pay for them to get a trade and in return, they commit to staying with the company.

Connect Before You Correct

My advice is simple: treat people like they are family. That is the mindset I instill when I teach. I often ask leaders to reflect on who they consider their “worst” employee, and then challenge them to think about whether they have taken the time to understand that person’s situation. In HR and labour relations, it is essential to make fact-based decisions. Ask the right questions. Go into meetings with an open mind. Don’t assume someone is guilty or at fault. Seek to understand before expecting to be understood. In our field, empathy, listening skills, and sound judgment are more valuable than ever. Technology will continue to evolve, but human connection and leadership grounded in trust, fairness, and respect will always be at the heart of effective HR and labor relations.