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What HR people need to know March 2011

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Half day interactive workshop in Toronto for HR specialists.

Half day interactive workshop in Toronto for HR specialists.

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  • 1. What HR people need to know
    by Toronto Training and HR
    March 2011
  • 2. Contents
    3-4 Introduction to Toronto Training and HR
    5-6 Personnel management and business execution
    7-8 Labour force survey February 2011
    9-12 Issues facing the Toronto labour market
    13-14 Drill A
    15-17 Challenges facing HR in 2011
    18-22 HR as a strategic partner
    23-24 Career progression in specialist HR
    25-28 HR audits
    29-30 Relational climates
    31-33 Knowledge, skills, abilities and other characteristics
    34-35 Issues in the public sector
    36-37 Stages in HR transformation
    38-43 HR planning
    44-45 Drill B
    46-49 Case studies
    50-51 Conclusion and questions
    Page 2
  • 3. Page 3
    Introduction
  • 4. Page 4
    Introduction to Toronto Training and HR
    Toronto Training and HRis 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 course design
    • 5. Training course delivery
    - Reducing costs
    • Saving time
    • 6. Improving employee engagement & morale
    • 7. Services for job seekers
  • Page 5
    Personnel management and business execution
  • 8. Page 6
    Personnel management and business execution
    Expertise
    Implementation
    Pre 1990
    1990 to 2000
    2000 to 2010
    2011 ?
  • 9. Page 7
    Labour force survey February 2011
  • 10. Page 8
    ONTARIO
    Population 10.873M
    Labor force 7.267M
    Employment 6.685M
    Full-time employment 5.389M
    Part-time employment 1.296M
    Unemployed 0.582M
    Participation rate 66%
    Unemployment rate 8%
    Labour force survey February 2011
  • 11. Page 9
    Issues facing the Toronto labour market
  • 12. Page 10
    Issues facing the Toronto labour market 1 of 3
    A labour force that lacks the skills that employers need.
    Post-secondary graduates that have difficulty establishing careers.
    Highly educated newcomers that are slow to integrate to meaningful employment and who are over-represented in entry level positions.
    Job growth that occurs at two ends of the job spectrum: in high-level, high-skilled knowledge work and entry-level jobs, leading to polarization of occupations and incomes.
  • 13. Page 11
    Issues facing the Toronto labour market 2 of 3
    REASONS FOR THE “MISMATCH”
    The lack of an integrated approach to workforce development that brings the two sides of the economy, supply and demand, together.
    The erosion of job security and the replacement of predictable career advancement with precarious employment and just-in-time training for just-in-time jobs. The continuing shift from manufacturing to service sector and knowledge work jobs.
  • 14. Page 12
    Issues facing the Toronto labour market 3 of 3
    REASONS FOR THE “MISMATCH”
    The expected retirement of baby-boomers leading to skills and labour shortages.
    The lack of investment in workplace training that is connected to lagging productivity.
  • 15. Page 13
    Drill A
  • 16. Page 14
    Drill A
  • 17. Page 15
    Challenges facing HR in 2011
  • 18. Page 16
    The changing role of the HR professional
    The war for talent
    Outsourcing of HR functions and the virtual HR
    organization
    Health & wellbeing, work-life balance and the
    healthy workplace
    Diverse workforce
    Challenges facing HR in 2011 1 of 2
  • 19. Page 17
    Impact of technology
    Talent management
    Leadership development
    Succession planning
    Corporate values and culture
    Impact of legal and compliance issues
    Challenges facing HR in 2011 2 of 2
  • 20. Page 18
    HR as a strategic partner
  • 21. Page 19
    Focus on solutions
    Know the customer
    Get the inside perspective
    Be flexible
    HR as a strategic partner 1 of 4
  • 22. Page 20
    BEST PRACTICES
    Job rotations for high performers
    Rotating line managers into HR
    Hiring individuals from non-HR disciplines
    Finance and business education
    Mentorships and leadership development
    Competency training
    Forging collaborative relationships
    HR as a strategic partner 2 of 4
  • 23. Page 21
    BEST PRACTICES
    Performance appraisals
    Strategic workforce planning
    Change traditional HR structure
    Take risks to develop employees
    Be innovative
    HR as a strategic partner 3 of 4
  • 24. Page 22
    WRITING A BUSINESS CASE
    Think bigger
    Don’t go on
    Start with what you want
    Cut the HR speak
    Think heart…not just head
    Talk about the worst thing
    When will they read it?
    HR as a strategic partner 4 of 4
  • 25. Page 23
    Career progression in specialist HR
  • 26. Page 24
    Ask yourself which role you aspire to and choose an end
    goal
    Move across HR as well as upwards to develop your
    experience
    Bear in mind that most HRDs are largely generalists who
    have gained experience in a small number of key areas
    Keep your learning up to date in the areas that interest you
    Try to get a role in a larger organization with a well-
    resourced HR department
    Career progression in specialist HR
  • 27. Page 25
    HR audits
  • 28. Page 26
    COMMON FINDINGS
    Improper acceptance and retention of resumes
    and applications
    Illegal questions on applications or during
    interviews
    Improper information retained in primary
    personnel files
    Inadequate or improper background and reference
    checking forms
    HR audits 1 of 3
  • 29. Page 27
    COMMON FINDINGS
    Improper classification of exempt and non-exempt
    employees
    Noncompliance with immigration law
    Improper classification of independent contractors
    Inadequate job descriptions
    Illegal pay deductions from exempt employees and
    not paying non-exempts for all time worked
    HR audits 2 of 3
  • 30. Page 28
    COMMON FINDINGS
    Out-of-date or non-applicable employment law posters
    used
    Inadequate employment-at-will disclaimer in handbook
    Improper mandatory language in handbooks
    Insufficient policies on privacy, electronic
    communications, social networking, etc.
    Inadequate performance and compensation
    management tools
    HR audits 3 of 3
  • 31. Page 29
    Relational climates
  • 32. Page 30
    Market pricing
    Equality matching
    Communal sharing
    Market pricing-compliance based
    Equality matching-collaborative based
    Communal sharing-commitment based
    Relational climates
  • 33. Page 31
    Knowledge, skills, abilities & other characteristics
  • 34. Page 32
    COGNITIVE “Can do”
    General cognitive ability
    Knowledge
    Skills
    Experience
    Knowledge, skills, abilities & other characteristics 1 of 2
  • 35. Page 33
    NON-COGNITIVE “Will do”
    Personality
    Interests
    Values
    Knowledge, skills, abilities & other characteristics 2 of 2
  • 36. Page 34
    Issues in the public sector
  • 37. Page 35
    Focus on boosting employee engagement as a strategic
    priority
    Review people management development to ensure
    managers at all levels are equipped with the necessary
    skills to support employee engagement, new ways of
    working and service delivery improvements
    Develop organizational development capability
    Review HR structure and consider the scope for HR shared
    services and/or outsourcing
    Issues in the public sector
  • 38. Page 36
    Stages in HR transformation
  • 39. Page 37
    Stages in HR transformation
    Knowing external business realities
    Serving internal and external stakeholders
    Crafting HR practices
    Building HR resources
    Assuring HR professionalism
  • 40. Page 38
    HR planning
  • 41. Page 39
    HR planning 1 of 5
    BENEFITS
    Helps the organization predict future labour and management needs.
    Addresses the impact of social, economic, legislative and technological trends that impact HR.
    Allows the organization to manage change more effectively.
    Job growth may occur at two ends of the job spectrum: in high-level, high-skilled knowledge work and entry-level. jobs, leading to polarization of occupations and incomes.
  • 42. Page 40
    HR planning 2 of 5
    COSTS OF POOR OR ABSENT HR PLANNING
    Good HR Planning provides the opportunity to select the best possible resources to fill the organization’s needs. Organizations may be challenged to find quality employees when they are required to hire quickly.
    Ensuring a present and engaged workforce may provide organizations with a competitive edge over similar businesses in the market.
    By staying attuned to organizational needs, businesses will be able to respond to client needs more efficiently and effectively.
  • 43. Page 41
    HR planning 3 of 5
    COSTS OF POOR OR ABSENT HR PLANNING
    Similarly, by staying attuned to the needs of the employee, organizations will increase the levels of employee motivation and engagement. They will be able to provide employees with meaningful and challenging work. This increases employee retention and reduces the costly requirement to recruit and train new employees.
    With proper planning organizations are better positioned to take on new workloads, and to respond to common business challenges such as absenteeism, illness and
    leaves of absence.
  • 44. Page 42
    HR planning 4 of 5
    DOCUMENTING THE HR PLAN
    It is a continuous process that requires constant review & assessment against the organization’s goals/objectives.
    Most organizations review and document the HR Plan on a yearly basis.
    The HR Plan is a brief document that outlines the HR initiatives and strategies that respond to the organization’s needs and overall direction. It states the key assumptions and identifies who has responsibility within the organization for the various strategies.
    Typically the HR Plan includes timelines for implementation.
  • 45. Page 43
    HR planning 5 of 5
    COMMUNICATING THE HR PLAN
    The HR Plan must be communicated throughout the organization and should include:
    How the HR Plan serves to meet the goals and objectives
    What changes in policies, programs, practices and systems How the changes will impact the employees, when the changes will occur, how each staff member can contribute and support the HR Plan and how the HR Plan will impact the organization in the future.
    The HR Plan should be supported and agreed to by the CEO and senior managers.
  • 46. Page 44
    Drill B
  • 47. Page 45
    Drill B
  • 48. Page 46
    Case study A
  • 49. Page 47
    Case study A
  • 50. Page 48
    Case study B
  • 51. Page 49
    Case study B
  • 52. Page 50
    Conclusion & Questions
  • 53. Page 51
    Conclusion
    Summary
    Questions