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HR May 2014
HR May 2014
HR May 2014
HR May 2014
HR May 2014
HR May 2014
HR May 2014
HR May 2014
HR May 2014
HR May 2014
HR May 2014
HR May 2014
HR May 2014
HR May 2014
HR May 2014
HR May 2014
HR May 2014
HR May 2014
HR May 2014
HR May 2014
HR May 2014
HR May 2014
HR May 2014
HR May 2014
HR May 2014
HR May 2014
HR May 2014
HR May 2014
HR May 2014
HR May 2014
HR May 2014
HR May 2014
HR May 2014
HR May 2014
HR May 2014
HR May 2014
HR May 2014
HR May 2014
HR May 2014
HR May 2014
HR May 2014
HR May 2014
HR May 2014
HR May 2014
HR May 2014
HR May 2014
HR May 2014
HR May 2014
HR May 2014
HR May 2014
HR May 2014
HR May 2014
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HR May 2014

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Half day open training event for HR professionals and practitioners in Toronto, Canada.

Half day open training event for HR professionals and practitioners in Toronto, Canada.

Published in: Business, Technology
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  1. Human Resources in Ontario by Toronto Training and HR May 2014
  2. CONTENTS 3-4 Introduction 5-6 What does an effective organization look like? 7-10 Priority functions 11-12 Securing confidential employee information 13-14 Outsourcing HR 15-16 Goodbye loyalty, hello laissez-faire 17-20 Issues around leadership 21-24 Evolving work models 25-27 The innovation process 28-31 HR in SMEs 32-41 Business partnering 42-45 Legal developments 46-47 Trends to be aware of 48-50 It’s more than just a trend… 51-52 Conclusion, summary and questions Page 2
  3. Page 3 Introduction
  4. Page 4 Introduction to Toronto Training and HR Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden 10 years in banking 15 years in training and human resources Freelance practitioner since 2006 The core services provided by Toronto Training and HR are: Training event design Training event delivery HR support with an emphasis on reducing costs, saving time plus improving employee engagement and morale Services for job seekers
  5. Page 5 What does an effective organization look like?
  6. What does an effective organization look like? • Flexibility • Efficiency • Adaptability Page 6
  7. Page 7 Priority functions
  8. Priority functions 1 of 3 • People management • Talent management • Mismatches between effectiveness and priority Page 8
  9. Priority functions 2 of 3 OTHER CONSIDERATIONS • Shortage in leadership skills results in a need for leadership development • Employee engagement drives performance, retention and creativity • Employee development has a direct impact on engagement • Many management development programs are ineffective
  10. Priority functions 3 of 3 OTHER CONSIDERATIONS (CONT.) • Workforce planning needs to be formalized • Succession planning should be in place at all levels of the organization • Teams matter • The talent pipeline requires strengthening by increasing the size and quality of the applicant pool
  11. Page 11 Securing confidential employee information
  12. Securing confidential employee information • Tighten password use • Educate employees on policy • Enforce and monitor the policy • Use technological solutions • Understand relevant laws Page 12
  13. Page 13 Outsourcing HR
  14. Outsourcing HR • Definition • Reasons for undertaking • Alternatives to outsourcing • Potential benefits • Potential challenges • Selecting a provider Page 14
  15. Page 15 Goodbye loyalty, hello laissez-faire
  16. Goodbye loyalty, hello laissez-faire • Set up a ‘tour of duty’ • Encourage the building of networks and expertise outside the organization • Establish active alumni networks Page 16
  17. Page 17 Issues around leadership
  18. Issues around leadership 1 of 3 • The leadership gap • Traditional HR mindset • Reactive • Preventative • Proactive Page 18
  19. Issues around leadership 2 of 3 COMPETENCIES OF PROGRESSIVE LEADERS • Inspiring confidence • Exemplifying fortitude • Fostering compassion Page 19
  20. Issues around leadership 3 of 3 WHAT CAN HR DO? • Build trust to inspire confidence • Have courage to exemplify fortitude • Show empathy to foster compassion Page 20
  21. Page 21 Evolving work models
  22. Evolving work models 1 of 3 • Virtual freelancers • Virtual corporate colleagues • Virtual coworkers Page 22
  23. Evolving work models 2 of 3 HOW FORWARD-THINKING ORGANIZATIONS CAN CAPITALIZE • Strategy • Settings • Organization • Technology • Degree of customization Page 23
  24. Evolving work models 3 of 3 MAKING THE CHANGE • Focus on collaboration • Reconceive physical workspaces • Reconstruct workflows to tap remote talent • Invest in intuitive technology • Recognize idiosyncrasy Page 24
  25. Page 25 The innovation process
  26. The innovation process 1 of 2 • Generating • Conceptualizing • Optimizing • Implementing Page 26
  27. The innovation process 2 of 2 • Gaining knowledge • Using knowledge • Preferred style or styles • Potential conflicts • Organizations in different sectors • Cognitive diversity and inter-functional teams Page 27
  28. Page 28 HR in SMEs
  29. HR in SMEs 1 of 3 ORGANIZATION STOCK-TAKE • Entrepreneurial edge • Emerging enterprise • Consolidating organization • Established organization Page 29
  30. HR in SMEs 2 of 3 TRANSITIONS • From entrepreneurial edge to emerging enterprise • From emerging enterprise to consolidating organization • From consolidating organization to established organization Page 30
  31. HR in SMEs 3 of 3 DUAL DELIVERY TASK FOR HR • Owner/founder’s vision and expectation about people management • Diagnosis of current and future people management issues Page 31
  32. Page 32 Business partnering
  33. Business partnering 1 of 9 THE CHOICE OF PARTNER • Competitive • Complementary • Co-operative Page 33
  34. Business partnering 2 of 9 WITHIN A PARTNERSHIP ARRANGEMENT THE DESIRE IS TO: • Control against risk of opportunistic and self- interested behaviours • Gain from the opportunities presented Page 34
  35. Business partnering 3 of 9 EXAMPLES OF ORGANIZATION-LEVEL SOURCES OF RISK • Nature of the business • Relationship history • External circumstances Page 35
  36. Business partnering 4 of 9 RISKS TO CONSIDER • Governance structures • Capability development • Joint learning and transfer of knowledge • Relationships • Performance measurement and rewards Page 36
  37. Business partnering 5 of 9 REGULATORY MECHANISMS FOR CONTROLLING RISK • Structural design of transactions • Social and relational mechanisms Page 37
  38. Business partnering 6 of 9 QUESTIONS OVER EFFECTIVE USE OF CONTRACTS • When is it best to use a higher level of contract complexity? • What is the best way to frame clauses in inter firm contracts? • Can contract terms impact perceptions about partnership behaviour? Page 38
  39. Business partnering 7 of 9 QUESTIONS OVER EFFECTIVE USE OF CONTRACTS (CONT.) • Can the language used in contractual clauses help to avoid subsequent violation of expectations? Page 39
  40. Business partnering 8 of 9 OVERARCHING APPROACHES TO GOVERNANCE • Structural governance • Relational governance Page 40
  41. Business partnering 9 of 9 MODELS OF KNOWLEDGE- BASED COLLABORATION • Open innovation • Knowledge supply-chain networks • Business networks • Research networks Page 41
  42. Page 42 Legal developments
  43. Legal developments 1 of 3 • Family status discrimination • Privacy • Social media • Increasing damage awards • Drug and alcohol accommodation • Employer rules Page 43
  44. Legal developments 2 of 3 PROVINCIAL • Toby’s Act • Bill 21 • Bill 17 • Bill 12 • Bill 49 Page 44
  45. Legal developments 3 of 3 FEDERAL • Bill C-44 • Bill C-316 • Bill C-467 • Bill C-279 Page 45
  46. Page 46 Trends to be aware of
  47. Trends to be aware of • Doing more with less • Increasing legal pressure • Being pulled to the bleeding edge Page 47
  48. Page 48 It’s more than just a trend…
  49. It’s more than just a trend… 1 of 2 • Social media for recruiting • Wellness initiatives • High potential employee programs • Other trends… Page 49
  50. It’s more than just a trend… 2 of 2 • Why is it important? • Leveraging it Page 50
  51. Page 51 Conclusion, summary and questions
  52. Page 52 Conclusion, summary and questions Conclusion Summary Videos Questions

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