What Personnel people need to know June 2011


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Half day open interactive workshop in Toronto for Personnel specialists.

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What Personnel people need to know June 2011

  1. 1. What Personnel people need to know<br />by Toronto Training and HR <br />June 2011<br />
  2. 2. Contents<br /> 3-4 Introduction to Toronto Training and HR<br /> 5-6 Drill A<br />7-8 Main people issues<br />9-10 New measures for the second half of 2011<br /> 11-14 Disconnect disorder<br /> 15-17 Relocation-getting it right<br /> 18-20 Workforce analytics<br />21-23 Workforce planning<br /> 24-25 Different stages of the contribution HR can make<br /> 26-27 HR on an international basis<br />28-29 Internal and external coherence/fit<br />30-31 Realignment<br /> 32-34 Dualities and paradoxes<br />35-36 Achieving organizational fusion<br />37-38 Buying payroll software<br /> 39-41 Qualities & strengths of a HR leader<br />42-44 Charter for the new work<br /> 45-46 Drill B<br />47-48 Case study <br />49-50 Conclusion and questions<br />
  3. 3. Page 3<br />Introduction<br />
  4. 4. Page 4<br />Introduction to Toronto Training and HR<br />Toronto Training and HRis a specialist training and human resources consultancy headed by Timothy Holden <br />10 years in banking<br />10 years in training and human resources<br />Freelance practitioner since 2006<br />The core services provided by Toronto Training and HR are:<br /><ul><li>Training course design
  5. 5. Training course delivery</li></ul>- Reducing costs<br /><ul><li>Saving time
  6. 6. Improving employee engagement & morale
  7. 7. Services for job seekers</li></li></ul><li>Page 5<br />Drill A<br />
  8. 8. Page 6<br />Drill A <br />
  9. 9. Page 7<br />Main people issues<br />
  10. 10. Page 8<br />Main people issues<br />Performance<br />Planning for the future<br />Employee engagement<br />Retention<br />Recruitment<br />
  11. 11. Page 9<br />New measures for the second half of 2011<br />
  12. 12. Page 10<br />New measures for the second half of 2011<br />Introduce the new company handbook<br />Reclassify employees<br />Adjust pay plans<br />Revise the vacation policy<br />Reduce holiday pay<br />Evaluate employee health plans<br />
  13. 13. Page 11<br />Disconnection disorder<br />
  14. 14. Page 12<br />Disconnection disorder 1 of 3<br />SYMPTOMS<br />Disconnected from the business, especially the commercial realities<br />Physically seperated from the operations so no-one sees HR or knows what it does<br />Never meets customers, so doesn’t understand what the business is about<br />Provides solutions to problems that no-one knows they have, driving an agenda that does not deal with real issues<br />Best practice is great but only when the context is relevant<br />No-one understands HR because it uses its own jargon<br />
  15. 15. Page 13<br />Disconnection disorder 2 of 3<br />IMPACT<br />Everyone in HR is busy doing lots of HR stuff that fails to make a difference to the organization<br />This results in HR lacking credibility and being seen as disconnected<br />HR is sidelined when important decisions are being made<br />The danger is key people issues are not taken into account and come back to haunt the organization<br />
  16. 16. Page 14<br />Disconnection disorder 3 of 3<br />CURES<br />HR professionals should think of themselves as business people first and HR people second<br />Be fascinated not only by business, but by your business-read about the industry and spend time understanding where the stresses are, how money is made and customers are satisfied<br />Spend more time on the numbers<br />Prioritize what is done by the impact on the bottom line<br />Measure success against value creation and the difference HR makes <br />
  17. 17. Page 15<br />Relocation-getting it right<br />
  18. 18. Page 16<br />Relocation-getting it right 1 of 2<br />Give people reasonable notice, state what the business case is for moving someone, and consider offering them financial assistance.<br />If you want to move somebody or you want to have the right to move somebody, it would be advisable for an employer to make that an express term in their contract.<br />If moving employees outside Canada, support before arrival helps.<br />Consider the rest of an employee’s family. If the family is unhappy the employee is unhappy, and ultimately their work will not be up to scratch.<br />
  19. 19. Page 17<br />Relocation-getting it right 2 of 2<br />Put some structure to the guidance materials that are provided-make sure it is clear and concise, for both managers and employees.<br />Support surgeries can be invaluable.<br />Look where employees live, especially key individuals. Consider whether people need to be office-bound each day.<br />Don’t overlook severance obligations at the early stage.<br />Consider how you are going to hire people at the new location, did into the detail with local recruiters.<br />Meet people individually, to discuss the relocation, as soon as possible.<br />
  20. 20. Page 18<br />Workforce analytics<br />
  21. 21. Page 19<br />Workforce analytics 1 of 2<br />In today’s difficult economic environment, workforce analytics plays an increasingly important role in addressing HR challenges<br />Analytics enables HR to take a more proactive role in driving business strategy forward<br />The implementation of analytics continues to be hindered by both technical and skills-related issues<br />
  22. 22. Page 20<br />Workforce analytics 2 of 2<br />Define workforce challenges<br />Identify data requirements and ensure consistency in data collection<br />Define a common analytics platform<br />Make the platform easy to use<br />Enhance HR analytic capacity<br />
  23. 23. Page 21<br />Workforce planning<br />
  24. 24. Page 22<br />Workforce planning 1 of 2<br />Succession planning<br />Demand/supply forecasting<br />Flexible working<br />Skills gap/audit analysis<br />Talent management<br />Multi-skilling<br />Role design<br />Risk management<br />Outsourcing<br />Career planning<br />Scenario planning<br />
  25. 25. Page 23<br />Workforce planning 2 of 2<br />TOP TIPS FOR STARTING<br />Forecast business/talent scenarios<br />Validate talent groups<br />Forecast talent changes<br />Identify the gap between supply and demand<br />Develop appropriate strategies and measures<br />
  26. 26. Page 24<br />Different stages of the contribution HR can make<br />
  27. 27. Page 25<br />Different stages of the contribution HR can make<br />Building HR<br />Realigning HR<br />Steering via HR <br />
  28. 28. Page 26<br />HR on an international basis<br />
  29. 29. Page 27<br />HR on an international basis<br />PUSHES AND PULLS OF CERTAIN FORCES<br />Country-of-origin effect<br />Company-of-origin effect<br />National business systems effect<br />Multinational corporation effect<br />
  30. 30. Page 28<br />Internal and external coherence/fit<br />
  31. 31. Page 29<br />Internal and external coherence/fit<br />Organization’s strategy<br />External institutional environment<br />Workforce<br />Organization’s culture<br />Technology and work organization<br />
  32. 32. Page 30<br />Realignment<br />
  33. 33. Page 31<br />Realignment<br />Building a guiding coalition<br />Imagining the future<br />Understanding the gap with current capabilities<br />Creating a map of the change system<br />Building commitment to change<br />Bridging into action<br />
  34. 34. Page 32<br />Dualities and paradoxes<br />
  35. 35. Page 33<br />Dualities and paradoxes 1 of 2<br />managing today’s assets — building tomorrow’s assets<br />satisfying customer needs — being ahead of the customer<br />short term — long term<br />exploitation — exploration<br />competition — partnership<br />low cost — high value-added<br />differentiation — integration<br />decentralization — centralization<br />unit performance — corporate integration<br />individual accountability — team responsibility<br />
  36. 36. Page 34<br />Dualities and paradoxes 2 of 2<br />loose — tight<br />opportunistic — planned<br />entrepreneurship — control/accountability<br />flexibility — efficiency<br />change — continuity<br />speed of responsiveness — care in implementation<br />professional — generalist<br />technical logic — business logic<br />taking risks — avoiding failures<br />task orientation — people orientation<br />
  37. 37. Page 35<br />Achieving organizational fusion<br />
  38. 38. Page 36<br />Achieving organizational fusion<br />Plan your capability<br />Create an ‘all hands’ talent pool<br />Motivate to learn<br />Be ‘change agile’<br />Be accomodating<br />
  39. 39. Page 37<br />Buying payroll software<br />
  40. 40. Page 38<br />Buying payroll software<br />QUESTIONS TO ASK<br />Price<br />Licence<br />Implementation<br />Project management<br />Sales support<br />Escalation<br />Ongoing charges<br />Upgrades<br />Guarantees<br />Termination<br />
  41. 41. Page 39<br />Qualities & strengths of a HR leader<br />
  42. 42. Page 40<br />Qualities and strengths of a HR leader 1 of 2<br />Perspective and insight<br />Influence at a senior level<br />A high-performing HR team<br />Leadership with courage<br />Tackling whole system change<br />Continuous learning <br />
  43. 43. Page 41<br />Qualities and strengths of a HR leader 2 of 2<br />Build your emotional intelligence<br />Be hungry to learn and make a difference in whatever role you have<br />Act as a business partner and internal consultant, speaking the language of the business<br />Understand the business<br />Pay attention to development-both your own and your team’s<br />Take on challenges <br />
  44. 44. Page 42<br />Charter for the new work<br />
  45. 45. Page 43<br />Charter for the new work 1 of 2<br />Understand that the home is interchangeable with the office for many and support and trust those workers by measuring by results<br />Focus on results, rather than time spent on a task<br />Make all professions more accessible<br />Insist on relationship experience and empathy in management in addition to technical mastery<br />Broaden recruitment criteria in order to create truly diverse workplaces<br />Retire the concept of retirement & remove default ages of retirement for all-enhance the concept of age management<br />
  46. 46. Page 44<br />Charter for the new work 2 of 2<br />Scrutinize all work for job enrichment and purpose. Accept claims of drudge work as a contributory factor in tribunal claims<br />View leadership as a generic competency that should be practiced among all employees<br />Publish the gap between top and bottom pay in company reports, as a ratio-treat high ratios as a governance issue<br />Introduce more practical, context-based learning and collaborative teamwork<br />
  47. 47. Page 45<br />Drill B<br />
  48. 48. Page 46<br />Drill B <br />
  49. 49. Page 47<br />Case study <br />
  50. 50. Page 48<br />Case study <br />
  51. 51. Page 49<br />Conclusion & Questions<br />
  52. 52. Page 50<br />Conclusion<br />Summary<br />Questions<br />