What HR people need to know April 2012
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What HR people need to know April 2012

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One day open training event held in Toronto.

One day open training event held in Toronto.

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What HR people need to know April 2012 What HR people need to know April 2012 Presentation Transcript

  • What HR people need to know by Toronto Training and HR April 2012
  • 3-4 Introduction to Toronto Training and HR 5-6 What is HR there for? 7-9 Managing projects through project assuranceContents 10-12 13-14 Project management in HR Strategic HR management 15-16 Cost containment or cost reduction strategies 17-20 Security breaches 21-24 Influencing the CEO 25-26 Emotion at work 27-31 Establishing a code of conduct 32-33 Gathering evidence before a tribunal 34-36 Psychological factors affecting compliance 37-41 HR policies 42-43 Insight-led HR 44-46 Managing the workforce in a difficult economy 47-49 Western financial turmoil 50-52 Working with the IT department 53-54 Human capital 55-57 Potential GDP 58-61 Return on investment 62-63 Implementing a balanced scorecard 64-65 Aging workforce 66-67 Creating a vibrant workplace 68-72 Challenges for the HR leader 73-81 Shared services 82-83 Multiple locations 84-86 Knowledge workers 87-90 The future of work 91-93 New ways of working 94-96 Being a successful HR professional 97-98 Drill 99-100 Conclusion and questions
  • Introduction Page 3 View slide
  • 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• 10 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 - Reducing costs - Saving time - Improving employee engagement & morale - Services for job seekers Page 4 View slide
  • What is HR there for? Page 5
  • What is HR there for?RecruitmentPayMotivation and developmentAttendanceManaging outChange management Page 6
  • Managing projectsthrough project assurance Page 7
  • Managing projects through project assurance 1 of 2THIS WILL HELP:Control/reduce project costsEnsure milestones are metMinimize surprisesProvide objective analysisProvide peace of mind and trust among executivesand project team members Page 8
  • Managing projects through project assurance 2 of 2METHODOLOGIES ARE BASED ON:Identify the real issuesSet realistic time framesAlign the work streamsLook beyond the indicatorsManage the expectationsSeek objectivity Page 9
  • Project management in HR Page 10
  • Project management in HR 1 of 2 Number of Number of projects projects undertaken is undertaken is below average below average Above average UNDERLEVERAGED GOOD satisfaction with PRACTICE projects Below average DIFFICULT TOPICS POORLY satisfaction with MANAGED projects Page 11
  • Project management in HR 2 of 2Five most frequent HR projectsTop ten HR projects of high-performingorganizations Page 12
  • Strategic HR management Page 13
  • Strategic HR management Page 14
  • Cost containment or cost reduction strategies Page 15
  • Cost containment or cost reduction strategiesPay freezeRecruitment freezeMandatory layoffsLimit or eliminate overtimeVoluntary layoffs with incentiveVoluntary unpaid time offPay cutsPension scheme reductionsTemporary layoffsMandatory unpaid time off Page 16
  • Security breaches Page 17
  • Security breaches 1 of 3Carry out a risk assessment to decide on the threatsyou might be facing and their likelihood-identify yourvulnerabilities and the potential impact ofexploitationIf acquiring or extending premises, consider securityat the planning stage-it will be cheaper and moreeffective than adding measures laterMake security awareness part of the organization’sculture and ensure security is represented at asenior level Page 18
  • Security breaches 2 of 3Ensure good basic housekeeping throughout yourpremises-keep public areas tidy and well-litKeep access points to a minimum and issueemployees and visitors with passes-where possibledo not allow unauthorized vehicles close to thebuildingInstall appropriate physical measures such as locks,alarms, CCTV surveillance, complementary lightingand glazing protectionExamine your mail-handling procedures Page 19
  • Security breaches 3 of 3When hiring employees or appointing contractors,check identities and follow up referencesConsider how best to protect information and takeproper IT security precautions-examine methods todispose of confidential wastePlan and test business continuity plans, ensuringthat you can continue to function without access tothe main premises and IT systems Page 20
  • Influencing the CEO Page 21
  • Influencing the CEO 1 of 3Do you have the credentials?Have you done your homework?Do you tell them what they want to hear?Do you speak their language?What is your read on employees?How often does your CEO hear from you?Can you adapt quickly? Page 22
  • Influencing the CEO 2 of 3Talk the talk; speak like a CEOFollow more closely the career path of a CEOGrab any opportunity to get more involved inbusiness planningDemonstrate analytical and numerical skills toeradicate any misconceptions about HR as ‘soft’Build confidence through broadening knowledge,particularly of the business issues affecting theorganization Page 23
  • Influencing the CEO 3 of 3Join other boards as NEDs wherever possibleUse key issues such as succession planning as aplatform to engage more directly with members ofthe board and connect HR expertise to widerbusiness issues Page 24
  • Emotion at work Page 25
  • Emotion at workWhat are emotions?Feeling emotions at the workplaceGood and bad emotionsAre emotions and consequences the same foreveryone? Page 26
  • Establishing a code of conduct Page 27
  • Establishing a code of conduct 1 of 4REASONS TO ESTABLISH:Clarifies what behaviour is expected from allemployeesProvides a basis on which to hold employeesmembers accountable for their behaviourProtects the organization in case of an individualemployee’s misconductMay be required by an organization’s board ofdirectors Page 28
  • Establishing a code of conduct 2 of 4REASONS TO ESTABLISH:Fulfils the organization’s obligation to protect therights of employees, steward the resources of theorganization, and uphold the reputation ofthe organization Page 29
  • Establishing a code of conduct 3 of 4WHAT MAY BE COVERED:Embezzlement/fraudFalsification of contracts, reports, or recordsImproper supplier or contractor activityTheftHarassment (sexual or otherwise), discrimination,physical or verbal abuse, intimidation, favouritism,or exploitative sexual relations Page 30
  • Establishing a code of conduct 4 of 4WHAT MAY BE COVERED:Inappropriate use of resourcesGifts and solicitationsOther illegal or criminal use of organizationproperty or assetsKickbacks, bribery, or the pay or giving of anythingof value to a government official directly orindirectly for the purpose of securing animproper advantage Page 31
  • Gathering evidence before a tribunal Page 32
  • Gathering evidence before a tribunalThe legal frameworkKnow the types of evidenceEnsure evidence is credibleDistinguish fact from opinionKeep records Page 33
  • Psychological factorsaffecting compliance Page 34
  • Psychological factors affecting compliance 1 of 2The overwhelming attractiveness of short-termgoals in an immediate contextThe belief that success recognition depends ongoal achievementA lack of alignment of organizational objectivesActions speak louder than wordsPeople are strongly influenced by local culturenorms of behaviour Page 35
  • Psychological factors affecting compliance 2 of 2WHAT CAN BE DONE?Strengthen weak feedback loopsReward effort and progress as well as achievementMove from either/or to both/andModel what you wantBuild the culture to support your objectives Page 36
  • HR policies Page 37
  • HR policies 1 of 4DefinitionsLink between HR policies, procedures and strategy Page 38
  • HR policies 2 of 4REASONS TO INTRODUCE OR REVIEW POLICIESThe need to reflect and comply with existing ornew legislation, including European directives andcase lawTo support business strategyTo follow the latest developments in effectivepeople managementIn dealing with internal changeIn complying with head office/parent-companyrules to keep up with competitors Page 39
  • HR policies 3 of 4REASONS TO INTRODUCE OR REVIEW POLICIESFor smaller organizations, a desire to develop amore formal and consistent approach that willmeet their needs as they grow and develop Page 40
  • HR policies 4 of 4WHICH HR POLICIES SHOULD BE INTRODUCEDBefore employmentDuring employmentEnding employment Page 41
  • Insight-led HR Page 42
  • Insight-led HRFOUR LEVELS OF INFLUENCECore people processesCulture and peopleDelivering strategyShaping the future Page 43
  • Managing the workforce in a difficult economy Page 44
  • Managing the workforce in a difficult economy 1 of 2Think long termMaintain employee engagementStrengthen line management capabilitySupport employees’ health and wellbeingDevelop a strategy for layoffs so it’s there whenyou need itThink about ways to minimize layoffs ifworkforce reductions are inevitable Page 45
  • Managing the workforce in a difficult economy 2 of 2Consult with your workforce and employeerepresentativesEstablish fair and objective selection criteria thatwill help you to retain key peopleHelp laid off employees find other workPlan for the future Page 46
  • Western financial turmoil Page 47
  • Western financial turmoil 1 of 2Failing of major financial institutions andtightening of creditContinuing corporate layoffs and risingunemploymentBottoming out of the housing market and loss ofretirement fundsShrinking or disappearing bonuses and salarycuts and freezes Page 48
  • Western financial turmoil 2 of 2Massive layoffs not seen since the 1930sSecond round coming?Continuous pressure to cut expenses, findefficiencies, and do more with lessMore work with fewer peopleEroding company loyaltyEmployee engagement issuesSurvivor syndrome Page 49
  • Working with the IT department Page 50
  • Working with the IT department 1 of 2Block headhunters, corporate recruiters, etc. byproviding their email addresses to IT-bulkchange email addresses of your employees sothat recruiters cannot easily figure outBlock all your competitors careercenter/interview follow-up addressesDeny external web access to all corporatetelephone directories, organization charts, emaillistings, etc. Page 51
  • Working with the IT department 2 of 2Get IT to obtain a phone answering service foryour company that is centralized to a few keyresources that are trained to protect yourcompanies talent from headhunters and othertalent or intellectual property thievesIf threats from competitors are taking place,look into receiving a copy of all the competitorsemail into one folder where you can have ateam member assess the threat Page 52
  • Human capital Page 53
  • Human capitalAreas for human capital oversightRoles and capabilities in people governanceRoles for the HR President or HR DirectorPeople management issues at board levelThe reasons why boards take human capitalseriouslyChallenges aheadQuestions to askEmerging capabilities Page 54
  • Potential GDP Page 55
  • Potential GDP 1 of 2DETERMINED BY FACTORS INCLUDINGThe amount of work people are able and willingto put in, which will depend in turn on humanresources: the size of the population, how manypeople in the population can or want to work,and how many hours they workThe amount of physical capital people use intheir work which enables them to produce morein each hour of work Page 56
  • Potential GDP 2 of 2DETERMINED BY FACTORS INCLUDINGThe level of skill (‘human capital’) people use intheir work which enables them to produce morein each hour of workThe state of technology and knowledge whichimproves the quality of the physical capitalpeople use in their workThe range of techniques which enables peopleto produce more in each hour of work Page 57
  • Return on investment Page 58
  • Return on investment 1 of 3HR PROGRAM VALUE CHAIN0. INPUT-Measures input such as volume andefficiencies1. REACTION & PLANNED ACTION-Measuresparticipant reaction to the programand captures planned actions2. LEARNING-Measures changes in knowledge,skills, and attitudes Page 59
  • Return on investment 2 of 3HR PROGRAM VALUE CHAIN3. APPLICATION-Measures changes in on-the-job behaviour or actions4. BUSINESS IMPACT-Captures changes inbusiness impact measures5. ROI-Compares program benefits to the costs Page 60
  • Return on investment 3 of 3TYPES OF DATA COLLECTEDReaction and planned actionLearning and confidenceApplication and implementationBusiness impactReturn on investmentIntangible benefit Page 61
  • Implementing a balanced scorecard Page 62
  • Implementing a balanced scorecardIdentifying HRM’s internal clientsAssessing HRM’s performanceIdentifying overall strategic themesCreating a strategy mapIdentifying initiatives, owners, measures ofsuccess and targets Page 63
  • Aging workforce Page 64
  • Aging workforceVeteransBaby boomersGeneration XMillennials Page 65
  • Creating a vibrant workplace Page 66
  • Creating a vibrant workplaceLong-term holistic viewLink HR and CSRStrengthen the cultureTap into the employee experienceCultivate future capabilitiesBeyond the triple bottom line Page 67
  • Challenges for the HR leader Page 68
  • Challenges for the HR leader 1 of 4Senior managementProgram participantsWithin the HR department Page 69
  • Challenges for the HR leader 2 of 4THE NEXT TEN YEARSRetaining and rewarding the best peopleCreating a corporate culture to attract the bestto the organizationFinding people with the increasingly specializedskills neededFinding the right people in the right marketsDeveloping the next generation of leaders Page 70
  • Challenges for the HR leader 3 of 4QUESTIONS TO ASKHow often do you put yourself on the front linesof your business?Is it time to take a line role to gain businessexperience?Do you know your way around the P&L of yourbusiness?Do your colleagues look to you for wise adviceand counsel? Page 71
  • Challenges for the HR leader 4 of 4QUESTIONS TO ASKDo you have the skills and resources you need tohelp your organization change/grow/prosper?How do you keep track of social trends andlegislative change? How do you communicatethese to your colleagues and CEO and gain buy-in for programs to address them?Do you know what your CEO and your businessrequire from you? How well are you meeting yourbusiness’s real needs? Page 72
  • Shared services Page 73
  • Shared services 1 of 8MODEL FUNCTIONSHR Business PartnersCentres of ExcellenceHR Service Centre Page 74
  • Shared services 2 of 8Scale-basedExpertise-based Page 75
  • Shared services 3 of 8BENEFITSImproved timeliness of transactionsHigher levels of transaction accuracyPotential drop in workload Page 76
  • Shared services 4 of 8 Common across Unique across businesses businessesHigh strategic MAY OR MAY NOT UNLIKELY TO BEvalue to the BE SHARED SHAREDorganizationLow strategic MOST LIKELY TO MAY OR MAY NOTvalue to the BE SHARED BE SHAREDorganization Page 77
  • Shared services 5 of 8GLOBAL TRENDSConsistency and quality, not cost, are theleading drivers for implementing global sharedservicesHR organizations are increasingly focused oncustomer-centric modelsOutsourcing remains an important component ofthe HR service delivery strategy Page 78
  • Shared services 6 of 8GLOBAL TRENDSProgram standardization is a prerequisite tosuccessful shared services designMany companies employ a globally coordinatedstrategy with regional service centresRigorous change management, centred on HRitself, is a critical success factor Page 79
  • Shared services 7 of 8LESSONS LEARNEDUnderstand your organization’s starting pointEnsure strong business leadership andsponsorshipDon’t underestimate the time it takes to changeminds among the HR community Page 80
  • Shared services 8 of 8EFFECTIVE DESIGN AND IMPLEMENTATIONCreate a compelling shared services visionGain senior leadership support for visionCreate clear blueprint of globally coordinatedapproachDetermine governance structure for globaldecision makingExecute a robust change management planGather metrics to track progress andmeasure success Page 81
  • Multiple locations Page 82
  • Multiple locations On-premise Off-premise location locationIntangible DIGITAL VIRTUALcollaborationTangible LOCAL REMOTEcollaboration Page 83
  • Knowledge workers Page 84
  • Knowledge workers 1 of 2MINING INDUSTRYDefinitionHow knowledge workers contributeEducationCharacteristics mentioned by stakeholdersList of occupations and industriesAge distributionGender Page 85
  • Knowledge workers 2 of 2MINING INDUSTRYImmigrant statusEducational attainmentUniversities offering relevant coursesFlow of knowledge workers into the industryAreas of concern for current and futureknowledge workersPrimary motivatorsRecommendations for the future Page 86
  • The future of work Page 87
  • The future of work 1 of 3FIVE MAIN FORCESTechnologyGlobalizationDemography and longevitySocietyNatural resources Page 88
  • The future of work 2 of 3THREE BROAD CAREER PATHSGrassroots advocacySocial entrepreneurshipMicro-entrepreneurship Page 89
  • The future of work 3 of 3CLUSTERS OF SKILLSLife sciences and healthEnergy conservationCreativity and innovationCoaching and caring Page 90
  • New ways of working Page 91
  • New ways of working 1 of 2Change attitudesUse positive languageEncourage ‘good’ behaviour Page 92
  • New ways of working 2 of 2GOOD BEHAVIOURActing on areas of concernListenAgreeFeedbackLeading by exampleMeasure progress Page 93
  • Being a successful HR professional Page 94
  • Being a successful HR professional 1 of 2Questions to askBeing a psychologist and a detectiveSpeaking the language of businessMerging qualitative abilities with quantitativeskillsOpinion leadersAn appropriate mind-setSelf-assessment Page 95
  • Being a successful HR professional 2 of 2Behavioural economistChoice architectQuant Page 96
  • Drill Page 97
  • DrillPage 98
  • Conclusion and questions Page 99
  • Conclusion and questionsSummaryVideosQuestions Page 100