What HR people need to know

by Toronto Training and HR

January 2014
CONTENTS
3-4
5-6
7-9
10-12
13-14
15-16
17-18
19-20
21-22
23-28
29-30
31-32
33-39
40-42
43-46
47-48
49-50

Introduction
Reg...
Introduction

Page 3
Introduction to Toronto Training
and HR
Toronto Training and HR is a specialist training and
human resources consultancy h...
Regional differences

Page 5
Regional
differences

•
•
•
•

North America
Latin America
Europe
Asia-Pacific

Page 6
Global human capital
trends

Page 7
Global
human
capital
trends
1 of 2

•
•
•
•
•
•
•
•
•

Leadership-superheroes
Boards of directors
Leading talent from the ...
Global
human
capital
trends
2 of 2

• Branding in the workplace
• The aging workforce
• New ways of managing
performance
•...
Key insights to consider

Page 10
Key insights • Balancing a global, local,
flexible virtual workforce
to consider
creates new challenges
1 of 2
and opportu...
Key insights • Seizing the opportunity
to transform HR into a
to consider
strategic player
2 of 2

Page 12
Drill

Page 13
Drill

Page 14
Independent contractors

Page 15
Independent • Incorrect classification
contractors • Factors to consider
• Legal and financial
liability
• Classification ...
Employment agreements

Page 17
Employment • Common mistakes
agreements • Areas to be cautious

about
• Restrictive covenants
• Key terms

Page 18
Managing human rights

Page 19
Managing
human
rights

• Duty to accommodate to
the point of undue
hardship
• Common mistakes

Page 20
Drug and alcohol testing

Page 21
Drug and
alcohol
testing

• When it is appropriate
• Workplace implications
• Bona Fide Occupational
Requirements

Page 22
HR in the Arab Middle East

Page 23
•
HR in the
Arab Middle •
•
East 1 of 5

National factors
Contingent variables
Organizational strategies

Page 24
ISSUES IN THE PUBLIC
HR in the
SECTOR
Arab Middle
• Limiting the size and fiscal
East 2 of 5
weight of the civil
• Restruc...
ISSUES IN THE PUBLIC
HR in the
SECTOR (CONTINUED)
Arab Middle
• Making the anti-corruption
East 3 of 5
institutional proce...
HR in the
Arab
Middle East
4 of 5

WHERE POLICIES, PRACTICES
AND REGULATIONS FALL DOWN
• The overall institutional
framewo...
HR in the
Arab Middle
East 5 of 5

WHERE POLICIES,
PRACTICES AND
REGULATIONS FALL DOWN
(CONTINUED)
• Discrimination in
com...
Issues around reward

Page 29
Issues
around
reward

SALARY INCREASES
• Global situation
• Canada and Ontario
• Manufacturing
• Service sector
• Construc...
Employability and
adaptability

Page 31
Employability
and
adaptability

POLICIES
• Hiring employees for
explicit "tours of duty“
• Encouraging employees
to build ...
Data breaches

Page 33
Data
breaches
1 of 6

HOW BAD IS THE PROBLEM?
• Exploitation of weak or
stolen credentials
• Malware
• Physical attacks su...
Data
breaches
2 of 6

BEING MOBILE
• Exploitation of weak or
stolen credentials
• Malware
• Physical attacks such as
ATM s...
Data
breaches
3 of 6

TIPS FOR MOBILE SECURITY
• Install a mobile anti-virus
product from a leading vendor
• Download appl...
Data
breaches
4 of 6

TIPS FOR MOBILE SECURITY
(CONTINUED)
• Treat as suspicious any
notification of a problem with
an acc...
Data
breaches
5 of 6

HOW TO MAKE DATA MORE
SECURE
• Use firewalls and virus
protection software
• Establish and enforce a...
Data
breaches
6 of 6

HOW TO MAKE DATA MORE
SECURE (CONTINUED)
• Make sure backup systems are
in place, and have onsite an...
Gamification

Page 40
Gamification
1 of 2

•
•
•
•

Definition of gamification
Game elements
Game design techniques
Non-game context

• Barriers...
Gamification
2 of 2

•
•
•
•

What is a game?
Good game design
PBL
Intrinsic and extrinsic
motivation
• “Playbor”
• Critic...
Working virtually

Page 43
Working
virtually
1 of 3

• Wave one-virtual
freelancers
• Wave two-virtual corporate
colleagues
• Wave three-virtual
cowo...
Working
virtually
2 of 3

CAPITALIZING ON WAVE
THREE
• Strategy
• Settings in which work is
done
• Organization
• Technolo...
Working
virtually
3 of 3

MAKING THE CHANGE
• Focus on collaboration
• Reconceive physical
workspaces
• Reconstruct workfl...
A salesperson’s
perspective

Page 47
A
•
salesperson’s
•
perspective

What qualities do you value
most in a salesperson?
Do you think our company
is true to it...
Conclusion, summary and
questions

Page 49
Conclusion, summary and
questions
Conclusion
Summary
Videos
Questions

Page 50
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Half day open training event on recent HR developments in Mississauga, Ontario.

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What HR people need to know January 2014

  1. 1. What HR people need to know by Toronto Training and HR January 2014
  2. 2. CONTENTS 3-4 5-6 7-9 10-12 13-14 15-16 17-18 19-20 21-22 23-28 29-30 31-32 33-39 40-42 43-46 47-48 49-50 Introduction Regional differences Global human capital trends Key insights to consider Drill Independent contractors Employment agreements Managing human rights Drug and alcohol testing HR in the Arab Middle East Issues around reward Employability and adaptability Data breaches Gamification Working virtually A salesperson’s perspective Conclusion, summary and questions Page 2
  3. 3. Introduction Page 3
  4. 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 Page 4
  5. 5. Regional differences Page 5
  6. 6. Regional differences • • • • North America Latin America Europe Asia-Pacific Page 6
  7. 7. Global human capital trends Page 7
  8. 8. Global human capital trends 1 of 2 • • • • • • • • • Leadership-superheroes Boards of directors Leading talent from the BRIC Diversity of demography and ideas Workplace flexibility Open talent Trend to acceleration Developing talent HR transformation Page 8
  9. 9. Global human capital trends 2 of 2 • Branding in the workplace • The aging workforce • New ways of managing performance • Human capital analytics Page 9
  10. 10. Key insights to consider Page 10
  11. 11. Key insights • Balancing a global, local, flexible virtual workforce to consider creates new challenges 1 of 2 and opportunities • Attracting, retaining and engaging top talent is crucial to business success • Rapid changes in technology accelerates HR’s ability to transform Page 11
  12. 12. Key insights • Seizing the opportunity to transform HR into a to consider strategic player 2 of 2 Page 12
  13. 13. Drill Page 13
  14. 14. Drill Page 14
  15. 15. Independent contractors Page 15
  16. 16. Independent • Incorrect classification contractors • Factors to consider • Legal and financial liability • Classification solutions Page 16
  17. 17. Employment agreements Page 17
  18. 18. Employment • Common mistakes agreements • Areas to be cautious about • Restrictive covenants • Key terms Page 18
  19. 19. Managing human rights Page 19
  20. 20. Managing human rights • Duty to accommodate to the point of undue hardship • Common mistakes Page 20
  21. 21. Drug and alcohol testing Page 21
  22. 22. Drug and alcohol testing • When it is appropriate • Workplace implications • Bona Fide Occupational Requirements Page 22
  23. 23. HR in the Arab Middle East Page 23
  24. 24. • HR in the Arab Middle • • East 1 of 5 National factors Contingent variables Organizational strategies Page 24
  25. 25. ISSUES IN THE PUBLIC HR in the SECTOR Arab Middle • Limiting the size and fiscal East 2 of 5 weight of the civil • Restructuring the civil service • Increasing performance and ensuring merit in recruitment and promotion • Setting and implementing anti-corruption and integrity standards Page 25
  26. 26. ISSUES IN THE PUBLIC HR in the SECTOR (CONTINUED) Arab Middle • Making the anti-corruption East 3 of 5 institutional procedural framework effective • Improving scrutiny over government and civil service action Page 26
  27. 27. HR in the Arab Middle East 4 of 5 WHERE POLICIES, PRACTICES AND REGULATIONS FALL DOWN • The overall institutional framework • Absence of HR planning/data • Absence of a fair, equal and transparent recruitment policy • Absence of sound selection and placement policies based on merit and competence • Weak performance management Page 27
  28. 28. HR in the Arab Middle East 5 of 5 WHERE POLICIES, PRACTICES AND REGULATIONS FALL DOWN (CONTINUED) • Discrimination in compensation may lead to conflict • Training and development may also be subject to abuse and corruption • Promotions and career advancement may also be based on personal/political criteria
  29. 29. Issues around reward Page 29
  30. 30. Issues around reward SALARY INCREASES • Global situation • Canada and Ontario • Manufacturing • Service sector • Construction • Power and oil • Pharmaceutical and medical devices • Funds and asset management Page 30
  31. 31. Employability and adaptability Page 31
  32. 32. Employability and adaptability POLICIES • Hiring employees for explicit "tours of duty“ • Encouraging employees to build networks and expertise outside the organization • Establishing active alumni networks to maintain career-long relationships Page 32
  33. 33. Data breaches Page 33
  34. 34. Data breaches 1 of 6 HOW BAD IS THE PROBLEM? • Exploitation of weak or stolen credentials • Malware • Physical attacks such as ATM skimming • Social engineering attacks such as phishing Page 34
  35. 35. Data breaches 2 of 6 BEING MOBILE • Exploitation of weak or stolen credentials • Malware • Physical attacks such as ATM skimming • Social engineering attacks such as phishing Page 35
  36. 36. Data breaches 3 of 6 TIPS FOR MOBILE SECURITY • Install a mobile anti-virus product from a leading vendor • Download applications only from reputable stores • Realize that even if an app comes from a reputable app store, it may not be safe • Consider any communication to be suspicious that asks you to download an application Page 36
  37. 37. Data breaches 4 of 6 TIPS FOR MOBILE SECURITY (CONTINUED) • Treat as suspicious any notification of a problem with an account that requests a phone call or a visit to a website to provide account information. • Report spam and other unwanted text messages Page 37
  38. 38. Data breaches 5 of 6 HOW TO MAKE DATA MORE SECURE • Use firewalls and virus protection software • Establish and enforce a variety of password policies • Restrict network access for departing employees • Use encryption software Page 38
  39. 39. Data breaches 6 of 6 HOW TO MAKE DATA MORE SECURE (CONTINUED) • Make sure backup systems are in place, and have onsite and offsite storage, in case of an attack • Make sure employees log off or lock computers when not in use Page 39
  40. 40. Gamification Page 40
  41. 41. Gamification 1 of 2 • • • • Definition of gamification Game elements Game design techniques Non-game context • Barriers to gamification • Looking forward Page 41
  42. 42. Gamification 2 of 2 • • • • What is a game? Good game design PBL Intrinsic and extrinsic motivation • “Playbor” • Criticisms of gamification Page 42
  43. 43. Working virtually Page 43
  44. 44. Working virtually 1 of 3 • Wave one-virtual freelancers • Wave two-virtual corporate colleagues • Wave three-virtual coworkers Page 44
  45. 45. Working virtually 2 of 3 CAPITALIZING ON WAVE THREE • Strategy • Settings in which work is done • Organization • Technology • Degree of customization Page 45
  46. 46. Working virtually 3 of 3 MAKING THE CHANGE • Focus on collaboration • Reconceive physical workspaces • Reconstruct workflows to tap into remote talent • Invest in intuitive technology • Recognize idiosyncrasy Page 46
  47. 47. A salesperson’s perspective Page 47
  48. 48. A • salesperson’s • perspective What qualities do you value most in a salesperson? Do you think our company is true to its mission, vision and values statements? • What behaviours does our company exhibit that demonstrate we are living those statements? • Would you be more committed to the company if it acted on your feedback?
  49. 49. Conclusion, summary and questions Page 49
  50. 50. Conclusion, summary and questions Conclusion Summary Videos Questions Page 50
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