Half day open interactive workshop in Toronto for Personnel specialists.

1. What Personnel people need to know by Toronto Training and HR June 2011

2. Contents 3-4 Introduction to Toronto Training and HR 5-6 Drill A 7-8 Main people issues 9-10 New measures for the second half of 2011 11-14 Disconnect disorder 15-17 Relocation-getting it right 18-20 Workforce analytics 21-23 Workforce planning 24-25 Different stages of the contribution HR can make 26-27 HR on an international basis 28-29 Internal and external coherence/fit 30-31 Realignment 32-34 Dualities and paradoxes 35-36 Achieving organizational fusion 37-38 Buying payroll software 39-41 Qualities & strengths of a HR leader 42-44 Charter for the new work 45-46 Drill B 47-48 Case study 49-50 Conclusion and questions

3. Page 3 Introduction

6. Improving employee engagement & morale

8. Page 6 Drill A

9. Page 7 Main people issues

10. Page 8 Main people issues Performance Planning for the future Employee engagement Retention Recruitment

11. Page 9 New measures for the second half of 2011

12. Page 10 New measures for the second half of 2011 Introduce the new company handbook Reclassify employees Adjust pay plans Revise the vacation policy Reduce holiday pay Evaluate employee health plans

13. Page 11 Disconnection disorder

14. Page 12 Disconnection disorder 1 of 3 SYMPTOMS Disconnected from the business, especially the commercial realities Physically seperated from the operations so no-one sees HR or knows what it does Never meets customers, so doesn’t understand what the business is about Provides solutions to problems that no-one knows they have, driving an agenda that does not deal with real issues Best practice is great but only when the context is relevant No-one understands HR because it uses its own jargon

15. Page 13 Disconnection disorder 2 of 3 IMPACT Everyone in HR is busy doing lots of HR stuff that fails to make a difference to the organization This results in HR lacking credibility and being seen as disconnected HR is sidelined when important decisions are being made The danger is key people issues are not taken into account and come back to haunt the organization

16. Page 14 Disconnection disorder 3 of 3 CURES HR professionals should think of themselves as business people first and HR people second 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 Spend more time on the numbers Prioritize what is done by the impact on the bottom line Measure success against value creation and the difference HR makes

17. Page 15 Relocation-getting it right

18. Page 16 Relocation-getting it right 1 of 2 Give people reasonable notice, state what the business case is for moving someone, and consider offering them financial assistance. 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. If moving employees outside Canada, support before arrival helps. 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.

19. Page 17 Relocation-getting it right 2 of 2 Put some structure to the guidance materials that are provided-make sure it is clear and concise, for both managers and employees. Support surgeries can be invaluable. Look where employees live, especially key individuals. Consider whether people need to be office-bound each day. Don’t overlook severance obligations at the early stage. Consider how you are going to hire people at the new location, did into the detail with local recruiters. Meet people individually, to discuss the relocation, as soon as possible.

20. Page 18 Workforce analytics

21. Page 19 Workforce analytics 1 of 2 In today’s difficult economic environment, workforce analytics plays an increasingly important role in addressing HR challenges Analytics enables HR to take a more proactive role in driving business strategy forward The implementation of analytics continues to be hindered by both technical and skills-related issues

22. Page 20 Workforce analytics 2 of 2 Define workforce challenges Identify data requirements and ensure consistency in data collection Define a common analytics platform Make the platform easy to use Enhance HR analytic capacity

23. Page 21 Workforce planning

24. Page 22 Workforce planning 1 of 2 Succession planning Demand/supply forecasting Flexible working Skills gap/audit analysis Talent management Multi-skilling Role design Risk management Outsourcing Career planning Scenario planning

25. Page 23 Workforce planning 2 of 2 TOP TIPS FOR STARTING Forecast business/talent scenarios Validate talent groups Forecast talent changes Identify the gap between supply and demand Develop appropriate strategies and measures

26. Page 24 Different stages of the contribution HR can make

27. Page 25 Different stages of the contribution HR can make Building HR Realigning HR Steering via HR

28. Page 26 HR on an international basis

29. Page 27 HR on an international basis PUSHES AND PULLS OF CERTAIN FORCES Country-of-origin effect Company-of-origin effect National business systems effect Multinational corporation effect

30. Page 28 Internal and external coherence/fit

31. Page 29 Internal and external coherence/fit Organization’s strategy External institutional environment Workforce Organization’s culture Technology and work organization

32. Page 30 Realignment

33. Page 31 Realignment Building a guiding coalition Imagining the future Understanding the gap with current capabilities Creating a map of the change system Building commitment to change Bridging into action

34. Page 32 Dualities and paradoxes

35. Page 33 Dualities and paradoxes 1 of 2 managing today’s assets — building tomorrow’s assets satisfying customer needs — being ahead of the customer short term — long term exploitation — exploration competition — partnership low cost — high value-added differentiation — integration decentralization — centralization unit performance — corporate integration individual accountability — team responsibility

36. Page 34 Dualities and paradoxes 2 of 2 loose — tight opportunistic — planned entrepreneurship — control/accountability flexibility — efficiency change — continuity speed of responsiveness — care in implementation professional — generalist technical logic — business logic taking risks — avoiding failures task orientation — people orientation

37. Page 35 Achieving organizational fusion

38. Page 36 Achieving organizational fusion Plan your capability Create an ‘all hands’ talent pool Motivate to learn Be ‘change agile’ Be accomodating

39. Page 37 Buying payroll software

40. Page 38 Buying payroll software QUESTIONS TO ASK Price Licence Implementation Project management Sales support Escalation Ongoing charges Upgrades Guarantees Termination

41. Page 39 Qualities & strengths of a HR leader

42. Page 40 Qualities and strengths of a HR leader 1 of 2 Perspective and insight Influence at a senior level A high-performing HR team Leadership with courage Tackling whole system change Continuous learning

43. Page 41 Qualities and strengths of a HR leader 2 of 2 Build your emotional intelligence Be hungry to learn and make a difference in whatever role you have Act as a business partner and internal consultant, speaking the language of the business Understand the business Pay attention to development-both your own and your team’s Take on challenges

44. Page 42 Charter for the new work

45. Page 43 Charter for the new work 1 of 2 Understand that the home is interchangeable with the office for many and support and trust those workers by measuring by results Focus on results, rather than time spent on a task Make all professions more accessible Insist on relationship experience and empathy in management in addition to technical mastery Broaden recruitment criteria in order to create truly diverse workplaces Retire the concept of retirement & remove default ages of retirement for all-enhance the concept of age management

46. Page 44 Charter for the new work 2 of 2 Scrutinize all work for job enrichment and purpose. Accept claims of drudge work as a contributory factor in tribunal claims View leadership as a generic competency that should be practiced among all employees Publish the gap between top and bottom pay in company reports, as a ratio-treat high ratios as a governance issue Introduce more practical, context-based learning and collaborative teamwork

47. Page 45 Drill B

48. Page 46 Drill B

49. Page 47 Case study

50. Page 48 Case study

51. Page 49 Conclusion & Questions

52. Page 50 Conclusion Summary Questions