Becoming an Employer of Choice
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Becoming an Employer of Choice

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What employers need to do before they do their grid.

What employers need to do before they do their grid.

The groundwork is necessary otherwise the grid will be based on a faulty foundation

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  • CG Hylton 403 264-5288
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  • CG Hylton 403 264-5288 Profilers asked workers: What do you do in your job? Show me…. Why do you do it? How do you do it? What resources and materials do you use? Importance of ES Profiles: Clear pathways require transparent entrance requirements for destinations. Entrance requirements are well established for university,college and apprenticeship, but not for the workplace. The Essential Skill Profiles clarify the skill requirements for different occupations, including entry-level work. The Essential Skill Profiles can help us better prepare students for entry-level work directly after high school.
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  • CG Hylton 403 264-5288 Conference Board of Canada (2003 ) reports that Canadian employers say the top 5 skills they need are: reading, critical thinking, working with others, oral communication and problem-solving – all Essential Skills. There is a high investment and growing interest in Essential Skills Research (ESR) because of: Canada’s skill deficit. Their impact on Canada’s GDP. Their impact on safety. Their requirement for employment. The need for a valid measure of workplace competency.
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  • CG Hylton 403 264-5288 18 However, before any training takes place, and organization should determine is training is the appropriate intervention. Managers can be alerted to training needs by numerous signals: for instance, productivity related signals like decreases in output and quality or increases in accidents; and, future elements like jobs that have been redesigned or technological breakthroughs. Most training takes place on the job. Such training is convenient and cost effective. But, on-the-job training can disrupt the workplace, and some skills are too complex to learn on the job. In such cases, training should take place outside of the work setting.
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  • CG Hylton 403 264-5288 Salary is an extrinsic factor: therefore, an average or generous salary did not lead to job satisfaction; rather, it lead to no job dissatisfaction. An inadequate salary however resulted in job dissatisfaction. Even as an extrinsic factor though, salary ranked fifth on the list, behind company policy and administration, quality of supervision, relationship with the supervisor, and working conditions.
  • CG Hylton 403 264-5288 Salary is an extrinsic factor: therefore, an average or generous salary did not lead to job satisfaction; rather, it lead to no job dissatisfaction. An inadequate salary however resulted in job dissatisfaction. Even as an extrinsic factor though, salary ranked fifth on the list, behind company policy and administration, quality of supervision, relationship with the supervisor, and working conditions.
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  • CG Hylton 403 264-5288 KEANE CANADA, INC.
  • CG Hylton 403 264-5288 KEANE CANADA, INC. 2006 Hewitt survey Flex work arrangements/work-life balance Flex hours/compressed work week Pension/retirement savings Health care benefits Career development Other – daycare, fitness memberships, recognition program & parking Flexible benefits Monetary compensation Additional time off
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Becoming an Employer of Choice Becoming an Employer of Choice Presentation Transcript

  • 1April 2013Chris Hylton, MACG Hylton Inc.800 449-5866Becoming anEmployer of Choice
  • 2Agenda About Us Salary grids Job Classification / NOC Job Descriptions – EmployeeInterviews Essential Skills Workplace WellnessYour issues
  • 3We believeEmployees do not wake up in themorning and go to work to do a bad jobManagers do not intend for employeesto do a bad jobTraining can turn losers into winnersThe workplace can be a fulfilling placefor staffHR tools we bring can make adifference in your workplace
  • 4Our ApproachWe work with your staff to make surethey are motivated and focusedWant your organization to be thesuccess it deserves to beWe like to provide solutions that areeasy to use and we like to have fun
  • 5Our ExperienceWorked for many communities ontheir policiesWorked for NAIT HR Training formany of your staffWe provide confidential EmployeeAssistance Plan counsellingservices for Siksika Child and FamilyServicesSpeaker and sponsor at AFOA
  • 6Our clientsSamson Management LtdPaul First NationLouis Bull First NationSaddle Lake First NationErmineskin First NationChampagne & Aishihik FirstNationMacLeod Lake Indian BandMetis Settlements of AlbertaYK Dene First NationSiksika ResourceDevelopments LtdSiksika Child andFamily ServicesSiksika AdministrationTsuu T’inaAdministration andFinance DeptTreaty 7 Tribal CouncilBen Calf Robe Society
  • 7HR ToolsEmployee InterviewsJob Descriptions – Most ImportantNOC Classification SystemSalary GridWorkplace Wellness
  • 8A salary grid is valuableClassify jobsprovide for internal equityexternal equityStaff know their pay rangeKnow the progression in steps upthe rangePermits the easy updating ofsalaries for inflation
  • 9Developing a ConsistentSalary GridTo do this you need:Internal Equity - how jobs are paidin relation to other jobs within theorganizationExternal Equity - how jobs are paidin relation to other employers
  • 10Which is more importantInternal Equity?orExternal Equity?
  • 11Do your employees havecomplaintsAbout your salary system?About individuals earning more thanme, but they do less?About individuals earning more thanme, because they have been aroundlonger?Other salary complaints?
  • 12To achieve Internal Equity…We ensure all jobs are measuredwith the “same ruler”We use the NOC Classification System
  • 13To achieve External Equity…You need to define your marketMarket is defined as to who youcompare to, it’s your choice. I.E. samegeographic area, similar organizationYou need to define where you want tobe in the market (plus or minus x %)Use your market for cost of livingadjustments as well.
  • 14Survey SalariesUse monster.caUse AlisOther sourcesSalary survey participants40 participant Chief and Council surveylast winterSmall Energy Producers SurveyCustomized survey to meet your needs
  • 15Now you have consistencybecause….Internal equity – all positions aremeasured with the same ruler ie.(NOC)External equity – you have linkedyour jobs to the external market
  • 16Salary GridMINIMUM MIDPOINT MAXIMUMANNUALSALARY$60,000 $75,000 $90,000Range 80% JOB RATE 120%New anddevelopingemployeesEmployeesmeeting all thejob standardsLonger termemployeesand/or highperformers
  • 17Role of Consultant?Ensure the building blocks to HRsuccess are in placeJob DescriptionsLink to NOC positionsOrg charts clear and up to dateLink to salary dataCreate the grid and policies, assist withimplementation and provide ongoingsupport
  • 18What is the NOC?Any ideas?Are you familiar with it?
  • 19National Occupational Classification (NOC)reference tool for writing jobdescriptions/specificationscompiled by the federal governmentfor 30,000 occupationsProvides standardized job descriptionsjob requirementsCareer Handbook counselingcomponent
  • 20National Occupational Classification(NOC)The NOC is a classification system for jobs inthe Canadian economy. It describes duties,skills, talents and work settings for occupations.
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  • 22National Occupational CodeJob Classification Systemfreeeasy to usevery comprehensive as to jobs coveredupdated continuously at no costprovides job description summariesavoids disputes with staff – simply pointthem to the NOC sitetied to career planning for students
  • 2300 LEGISLATORS /SNR MANAGERS0 MANAGEMENTOCCUPATIONSSKILL LEVEL AuniversitySKILL LEVEL Bcollege orapprenticeshipSKILL LEVEL Csecondary school and/oroccupation-specifictrainingSKILL LEVEL DOn-the-job training1 BUSINESS, FINANCE AND ADMINISTRATIONOCCUPATIONSGroup 00 001 Legislators and Senior ManagementGroup 0 012 Managers in Financial and Business ServicesPROFESSIONAL OCCUPATIONS IN BUSINESS AND FINANCE111 Auditors, Accountants and Investment Professionals112 Human Resources and Business Service ProfessionalsSKILLED ADMINISTRATIVE AND BUSINESS OCCUPATIONS121 Clerical Supervisors122 Administrative and Regulatory Occupations123 Finance and Insurance Administrative Occupations124 SecretariesCLERICAL OCCUPATIONS141 Clerical Occupations, General Office Skills143 Finance Clerks144 Administrative Support Clerks
  • 2400 LEGISLATORS /SNR MANAGERS0 MANAGEMENTOCCUPATIONSSKILL LEVEL AuniversitySKILL LEVEL Bcollege orapprenticeshipSKILL LEVEL Csecondary school and/oroccupation-specifictrainingSKILL LEVEL DOn-the-job training7 TRADES, EQUIPMENT OPERATORS ANDRELATED OCCUPATIONS071 Managers in Construction and Transportation072 Facility Operation and Maintenance ManagersTRADES AND SKILLED TRANSPORT ANDEQUIPMENT OPERATORS721 Contractors and Supervisors, Trades and RelatedWorkers724 Electrical Trades725 Plumbers, Pipefitters and Gas Fitters727 Carpenters and Cabinetmakers728 Masonry and Plastering Trades729 Other Construction Trades732 Automotive Service TechniciansLABOURERS IN PROCESSING,MANUFACTURING AND UTILITIES961 Labourers in Processing, Manufacturingand Utilities
  • 25National OccupationalClassificationSince its introduction in 1992, theNational Occupational Classificationsystem continues to be the authoritativeresource on occupational information inCanada. The NOC is used daily bythousands of people to understand thejobs found throughout Canadas labourmarket.
  • 26National OccupationalClassification ManagementOccupations Business, Finance andAdministration Natural and AppliedSciences Health
  • 27National OccupationalClassification continued . . . Social Sciences,Education,Government Scienceand Religion Art, Culture, Recreationand Sport Sales and Service
  • 28National OccupationalClassification continued . . .Trades,Transportation andEquipmentOperators andRelatedPrimary IndustryAgriculture and FoodProcessing,Manufacturing andUtilities
  • 29Essential Skills ProfilesEssential Skills Profiles describe how is skillis used in an occupation.Researches asked workers: What do you do in your job? Why do you do it? How do you do it? What resources and materials do youuse?
  • 30Components of an Essential SkillsProfile Brief description of the occupation List of most important Essential Skills Typical tasks grouped by skill and skill level Physical aspects of performing the job and theattitudes that workers feel are needed to do the jobwell Future trends affecting Essential Skill requirements forthe occupation Links to sites with information on this occupation,such as the National Occupational ClassificationMatrix (NOC) and Job Futures
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  • 35National Occupational Classification Matrix (NOC)The profiles align with the NOCOccupations are grouped in the NOC by typeof education required0 - level are managerial level occupationsA - level occupations require universityeducationB - level occupations require a collegeeducation or apprenticeship training (e.g. RedSeal trades)C & D - level occupations require a highschool education or less
  • 36Essential SkillsResearch WeblinksInformation on Essential Skills Profiles, isavailable at:http://www.hrsdc.gc.ca/eng/workplaceskills/eNational Occupational ClassificationMatrix availablehttp://www5.hrsdc.gc.ca/NOC/English/NOC/
  • 37Essential Skills Matter to Workers,Employers and Governments… The International Adult Literacy Survey (IALS)(1994) and the Adult Literacy and Life SkillsSurvey (2004) noted that 40% of Canadian working-age adults have low essential skills levels (levels 1 &2) while most Canadian occupations require level 3and higher. The Prime Minister’s Expert Panel on Skills (2000)concluded that the Canadian workforce typically hadthe necessary technical skills, but had critical gaps inits essential skills. Statistics Canada correlates increased EssentialSkills capacity with higher earnings, stronger labourforce attachment and better health among individuals.
  • 38Conference Board of Canada’s Case Studies onHard and Soft Returns on Essential SkillsInvestmentsOrganizations reported: Safer workplace – fewer accidents Higher productivity and more efficiencies Lower turnover and absenteeism rates Improved performance appraisal processesIndividuals, Teams, Organizations and Family & CommunityBenefits: Increase in self-confidence, initiative, communication,teamwork More open to change and lifelong learning attitude Better able to make decisions and to recognize and solveproblems Increase in volunteerism and ability to help children withhomework Enjoy improved healthHRSDC publication HIP-028-03-05E
  • 39The Skills ChallengeWe must help learners and job seekerssee themselves as “knowledgeworkers” with skills that they candevelop in school and trainingprograms and transfer to theworkplace….They must understandthat they will have to continue todevelop their skills to keep their jobsand progress in the workplace.
  • 40Focus on workplace learningEmployees want to know how to dotheir job betterCommunity members want to knowwhat skills they need to gainemploymentStudents know what skills they need tostudy
  • 41Wellness Building BlocksJob DescriptionsEmployee Satisfaction SurveyPerformance Evaluation done fromperspective of employee growthWorkplansCareer trainingOrganization ChartsSalary grid
  • If the foundation building blocksare missing or weak the otherwork, on Salary Grid is wasted42
  • 43What Do Employees Expect fromEmployers?A good working environmentA chance to make a differenceSet goals and evaluationSupport for educationRespect from peersUnderstanding their needs
  • 44EvaluationEmployees should know where theystandThese days most organizations cannotafford to lose employeesIt is imperative that you get the bestfrom themAn employee cannot improve if they donot know what you expect
  • 45Set GoalsAccording to a recent study ofCanadian employee attitudes, onlyhalf of employees say they understandhow their organizations will assesstheir job performanceEmployees want to know what theexpectations are of themSetting goals for the organization andwith them as workers is imperative
  • 46Support for TrainingTraining – A well designed trainingprogram that maximizes learningbefore, during and after instructionSelf Directed LearningPartner with local education resourcesCoaching and MentoringEmployees control their own learningInvolves investing in employee’s futureImproves quality and quantity of work
  • 47Respect from PeersThis can only be accomplished bymanagement modeling behavioursGood behaviours include open communicationwhere an open door policy is a fact, not a sayingRemember, a good attitude from a manager setsthe tone for the organizationHave you ever called an employee at homeand thanked them for doing a good job?How often do we thank employees at work?
  • 48Does this remind you of anyone?
  • 49More Questions to Considerfor Employee DevelopmentTransferable skills – soft (eg. Leadership,people skills, communication)Personal Characteristics - ( Honesty,Integrity, Etc.)Unique Talents/Skills - ( Languages)Extra Curricular Activities
  • 50Training for successWhat deficiencies, if any,does job holder have interms of skills, knowledge,abilities, and behaviours?What behaviours arenecessary?Is there aneed fortraining?What arethe strategicgoals of theorganization?What tasks mustbe completedto achievegoals?
  • 51Tie career development toperformance appraisalMissed targetsdue to lack ofskills or toolsDevelopmentprogram to addressgapsHas effect of makingthe performanceappraisal morepositive – focusedon somethingneutral
  • 52Improving MoraleI don’t know what my job isMy boss does not know what I doThere is no communications betweendepartmentsEmployee Interviews – typical issues
  • 53What is an“Employer of Choice”?
  • 54Any ideas?
  • 55What is an“Employer of Choice”?Any employer of any size in the public,private or not-for-profit sector thatattracts, optimizes and retains toptalent… because the employeeschoose to be there
  • 56Which results inEmployees choosing to work orcontinue to work for yourorganization… even when presentedwith other and more enticingemployment opportunities
  • 57Where does salary stack up interms of employee wants?Any ideas
  • 58Where does salary stack up?When an employee is considering a job,what do they look for? 2003 data1. Company policy2. Company administration3. Relationship with Supervisor4. Working conditions5. SalarySource: August 2003 survey by the Society for Human ResourceManagement (SHRM) and CareerJournal.com
  • 59IPSOS Survey Top 5 reasons forstaying in a job1. like the work2. like the co-workers3. like the company4. learning a lot5. salary satisfaction
  • 60What about now, has theeconomy changed things?Any ideas?
  • 61SurveyMore than 7,141 employees and 363human resources (HR) professionalsparticipated in the survey whichrevealed new insights into who ishappy, who is looking, why employeesstay, where employers may be offtarget in their efforts to retainemployees and where they may be atrisk when the economy recovers.
  • 62Has the Economy changedthings?employee satisfaction levels are oftenoverestimated by employers.Approximately 65% of employeesadmitted to passively or actively lookingfor a new job, compared to employersestimate of 37%.
  • 63Has the Economy changedthings?While employers have a good sense ofoverall employee satisfaction, theyoften overestimate the degree ofextremely satisfied employees nearly2 to 1.the results of the survey suggest thereis a direct link between pay andsatisfaction -- the higher the salary andjob level, the greater the number ofextremely satisfied employees
  • 64Nearly 80% of employers do notbelieve employees will begin a jobsearch in next few months whilenearly 60% of employees intend tointensify their job search in next 3months.
  • 65Employee Satisfaction"Consequently, many employers havenot placed enough emphasis onimportant retention strategies. Thiscould lead to their best employeesdefecting during the next year, justwhen this talent will be most needed tohelp turn businesses around."
  • 66Who is most satisfied?Millennials are the most likely group tolook for a job, followed closely by GenXers and Baby Boomers.Satisfaction is the reverse of ageRetirement Age (68+); About to Retire(58-67); Baby Boomers (44-57); Gen X(31-43) and Millennials (18-30)
  • 67What types of industries aremost satisfied?Industries including Financial Services,Construction and Retail topped the listof extremely dissatisfied employeesInternet, Education/Government andnonprofit, Software and Networkingtopped the list of extremely satisfiedemployees.
  • 68Priorities Shift for EmployeesBeforeGood Relationswith Co-WorkersGood Relationswith Managers AdequateBenefitsNowGood Relationswith Co-WorkersJob SecurityDesirableCommute &Desirable Hours
  • 69Top reasons to leave a jobTop reasons to leave a job stayed samefrom last years survey:Inadequate Compensation,Inadequate Development OpportunitiesandInsufficient RecognitionAre these things you can fix?
  • 70What did one law firm do?One large law firm offered their lawyers$100,000 if they would stay off work forone year.The hook, the money, yes but evenbetterIf they accepted, and further cuts tostaff was necessary, the ones that hadaccepted the $100,000 were immunefrom further firings.
  • 71Becoming an Employer of ChoiceBut does it really matter? Yes!Nearly half of all Americanworkers (49 percent) indicate thattheir companies brand, or image,played a key role in their decisionto apply for a job at theirrespective workplace,Source: 2001 Maritz Poll
  • 72What could you do to improvethe workplace?1.Flex work arrangements/work-life balance2.Flex hours/compressed work week3.Pension/retirement savings4.Health care benefits5.Career development6.Other – daycare, fitness memberships,recognition program & parking7.Flexible benefits8.Monetary compensation9.Additional time off(Source 2006 Hewitt Survey)
  • 73Other things you can do?What do you think you can do?
  • 74Flex work costs you nothingFlex work important partFocus on work accomplishments not hoursof work
  • 75WorkplansSupplement the job descriptionDetails the training needed to do the jobThe timelines to obtain the trainingThe details of the jobThe goals and objectives and how they tie intoDept and Nation strategies
  • 76EAPGreat way to assistemployees andtheir families dealwith grief, stress,workplace, drug andalcohol, parentingissuesFree to employeeUse a dentist to fixa sore tooth, use acounsellor to fix abroken headTotallyconfidential
  • 77SummarizeSalary GridsJob Classification/NOCWellness Building BlocksEmployer of ChoiceImproving the Workplace
  • 78CG Hylton would liketo thank you for theopportunity to meetwith you todayQuestions?Lisa@hylton.caChris@hylton.ca403 264-5288