Hr Strategic Plan Dec 5 2009


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  • Value-added Progressive and practical HR function For a small business, a unique selling proposition (U.S.P.) answers the question for potential recruits: Why should I work for Hear-Right Adaptive Technologies? This is where Human Resources transforms your company's vision and mission into a work environment, benefits package and compensation strategy that motivate job candidates to seek employment here with us. A U.S.P. that is considered to be desirable by both job candidates and current employees can greatly reduce the costs and ramifications of turnover, which translate directly to your bottom line. Strategic Workforce Planning is the business process for ensuring that an organization has suitable access to talent to ensure future business success. Access to talent includes considering all potential access sources (employment, contracting out, partnerships, changing business activities to modify the types of talent required, etc.). By talent is meant the skills, knowledge, predisposition and ability to undertake required activities including decisions making. Strategic Planning considers the business risks concerning insufficient, disrupted, mis-deployed talent on the organization's business priorities. Strategic Workforce Planning is analogous to the treasurer role which is concerned with ensuring the organization has suitable access to working capital. This role also looks at multiple sources for access and similar risks to those mentioned above. One of the more restrictive and potentially dangerous assumptions is that Strategic Planning is only about talent in the form of employees. Hiring is a strategy for accessing talent and will often be the superior one. However, the use of employees to meet talent needs carries with it unique risks that can be mitigated using alternative access sourcing arrangements. Regardless of the access source used, insightful assessment of the strategy's attendant business risk is prudent. The process for starting out Strategic Workforce Planning is link with the organization's strategy. This means identifying the critical talent needs that if not met can materially adversely impact business success. Recommend using a Segmentation approach - breaking the workforce into segments along the lines of their jobs and determining relevance to strategic intent. Provides a technique for prioritizing. Once the business risks are fully appreciated then attention turns to schedule and timing. Assessing current internal capability and assessing its relative position when it will be called upon in the future. Speculating on future sourcing options and identifying the preferred sourcing option. Implementation and execution follow. Attention to periodically reviewing the "sanity" of the current plan is prudent.
  • What do employees want? A workplace culture Perks and competitive compensation packages Worker flexibility Ability to work in groups and self-discipline Employees want: An organization that explains proposed changes to those affected by them; An organization that has open channels of communication An organization that share business information with employees An organization that engages in a systematic search for opportunities and problems An organization that uses participative decision making at management levels. A collaborative, highly entrepreneurial workplace in which staff feels like family and play an active role in decision-making
  • Human resource management  (HRM) is the strategic and coherent approach to the management of an organization's most valued assets - the people working there who individually and collectively contribute to the achievement of the objectives of the business. The terms "human resource management" and "human resources" (HR) have largely replaced the term "personnel management" as a description of the processes involved in managing people in organizations. In simple sense, HRM means employing people, developing their resources, utilizing, maintaining and compensating their services in tune with the job and organizational requirement. HRM is seen by practitioners in the field as a more innovative view of workplace management than the traditional approach. Its techniques force the managers of an enterprise to express their goals with specificity so that they can be understood and undertaken by the workforce, and to provide the resources needed for them to successfully accomplish their work to achieve the strategic objectives of Hear-Right Adaptive Technologies. As such, HRM techniques, when properly practiced, are expressive of the goals and operating practices of the enterprise overall. HRM is also seen by many to have a key role in  risk reduction  within organizations .
  • Partnership Management & Staff – MUST HAVE EFFECTIVE COMMUNICATION - great importance of downward communication systems, to get information to employees and upward communication systems, to obtain information from employees Employers want a motivated , skilled workforce in order to compete effectively in the global market place. They must recruit and retain these employees. In these days of global competition & rapid change, keeping employees informed is extremely important Employees are looking for flexibility, a workplace culture and a highly entrepreneurial workplace in which staff feels like family and play an active role in decision-making. They want the ability to work in groups and with self-discipline. They want: An organization that explains proposed changes to those affected by them; An organization that has open channels of communication An organization that share business information with employees An organization that engages in a systematic search for opportunities and problems An organization that uses participative decision making at management levels. There must be a partnership between employers and employees and therefore it is important to build a strong upward and downward communication. The cornerstone to HR planning is the development of Policies and Procedures in partnership with management and their employees.
  • Policies and procedures are important because they are the framework of the organization (legislative and regulatory policies). Provides accountability and responsibility for both the employees and the organization. Recruitment Policy : Citizenship Eligibility, Nepotism, Moving Expenses, Relocation Pay, Pay Rates, Probation, Orientation, Unique Hiring Situations, Medical Exams & Immunization, Transfers, Consultants & Contractors, Recruitment Advertisement. Professional Responsibility Policy : Ethics, integrity, competency, foster professional welfare of firm; declaration of organizational values & statement of enforceable standards of conduct; highest professional standards; forgery or alteration of documents or records, theft, damage or destruction of employer’s property; personal or financial interest which conflicts with performance of one’s duties; participation in activity that promotes personal interest or gain unless related to one’s duties or done with knowledge & agreement of Organization; confidentiality of personnel & organizational processes; Employment Equity Policy: Representative work force; members of the four designated groups: Aboriginal – Persons with Disabilities- Visible Minorities & Women; guideline on accommodation for designated group Leave Policy: Vacation leave, sick leave, personal leave, maternity & parental; care of spouse, child or parent with serious illness, leave without pay, etc. Employee Development Policy: Development Planning; Training effectiveness; Training Records; Training Courses; Performance Evaluations; Tele-work Policy/ Flexible Working Arrangements: Enable employees to achieve a balance between their work & personal lives while fulfilling performance expectations & companies objectives; completing a “Telework Agreement” with manager; conditions for telework -- operationally feasible, cost effective, telework place be a suitable working environment, meet health and safety requirements & Canada Labour Code Regulations, meet security requirements; “Telework – a flexbile work arrangement where an employee has approval to carry out some or all of his or her duties at a telework Place on a consistent, periodic basis (ex. One day a week). Termination Policy: Retirement, Layoff, Termination for poor performance or failure to comply with company policies; Termination Procedures “ In a major 2003 Health Canada survey on work/lie conflict, 57% of respondents said they felt stressed, one-third felt burned out or depressed and one-quarter thought of quitting their jobs t east once a week. No wonder employees are looking for companies that support flexible working arrangements. Indeed, the Ipsos-Reid survey found that 42% of Canadians would change jobs for the promise of working from home as little as one day a week. Other options: Flexible Fridays (summer – day free from commuting, save on high gas prices & long commutes & have n earlier start to their weekend & more time with their family) a compressed work week, flex hours, job-sharing and sabbaticals” Sexual Harassment: Unwelcome sexual advances, requests for sexual favours, and verbal or physical conduct of a sexual nature that is a condition of employment, interferes with work performance, or creates a hostile work environment Consequences: Decreased morale and job satisfaction Negative effects on psychological well being and physical well being Two kinds of sexual harassment: Quid pro quo: Explicit requests for sexual favours as a condition of employment Hostile environment: Work environment in which language/actions or both create an uncomfortable and offensive work environment that interferes with job performance References : “Canadian Human Resource Management, A Strategic Approach” Schwind, Das, Wagar ; CRA website, BioTalent Canada, HR Planning; Internet research on small Companies’ policies;
  • Employment Standards Act Sets minimum standards for workplaces in Ontario. Covers things like hours of work, vacation time and pay, minimum wage, leave of absence, etc. Hear-Right Adaptive Technologies is committed to its employees. Minimum standards set out by the Ministry of Labour in the Act will be met or exceeded. Employment Equity Requires employers with 100+ employees under federal jurisdiction to develop annual plans setting out goals and timetables and to maintain these plans for 3 years. Promotes employment opportunities for women, persons with disability, Aboriginal people and visible minorities. Hear-Right Adaptive Technologies is committed to a diverse workplace that is representative of the Canadian population. It is especially beneficial for Hear-Right Adaptive Technologies to employ persons with disabilities due to the nature of its products. Pay Equity “ Equal pay for work of equal value” “ The implication for human resource people is that they must make very sure their wage and salary does not subtly discriminate on the basis of sex” (Shwind, Das, Wager, 2005 page 138) Hear-Right Adaptive Technologies is committed to equal pay for work of equal value, regardless of gender. Occupational Health and Safety Joint Health and Safety Committee usually required in every workplace with 20 or more employees. Hear-Right Adaptive Technologies is committed to a safe workplace. A health and safety committee has been established and will meet monthly. Sources: “ Complying with Employment Standards: What Small Businesses Need to Know.” Online Brochure, Ontario Ministry of Labour 2009 “ Canadian Human Resource Management, A strategic Approach” Schwind, Das, Wagar
  • Policies/Programs: Employee Pension plan Match employees amount to max of / year of $8,000 for employee to invest in their RRSP’S/ Personal Pension Plan Medical Benefits These include options from dental and prescription-drug coverage to long-term disability and massage therapy. According to a recent survey by Vancouver-based Ipsos-Reid, improved health and dental coverage would be enough to retain or lure away 70% of Canadian workers. An added enticement: "boutique" packages that allow employees to use a personal health spending account to freely "buy" the benefits they want from a menu of options. Dental and Medical (prescription-drug coverage, vision care, long-term disability Choice to have "boutique" packages that allow employees to use a personal health spending account to freely "buy" the benefits they want from a menu of options. Work/Life Balance Programs In a major 2003 Health Canada survey on work/life conflict, 57% of respondents said they felt stressed, one-third felt burned out or depressed and one-quarter thought of quitting their jobs at least once a week. No wonder employees are looking for companies that support flexible working arrangements. Indeed, the Ipsos-Reid survey found that 42% of Canadians would change jobs for the promise of working from home as little as one day a week. Other options: a compressed workweek, flex hours, job-sharing and sabbaticals. Additionally, don’t forget about the small things that can be of big importance to employees because they add to their quality-of-life; items such as: flex-time, birthday’s off, personal days, paid time off to perform community service work, bringing pets to work, etc. can provide a nice incentive that set you apart from other companies competing for these highly-qualified employees. Flexible working arrangements . Compressed workweek, flex hours, job-sharing and sabbaticals. Birthdays off Personal days (# per year.) Flexible Fridays – summer (June 1st to August 31st) Rationale: This is a nice summer time perk. Knowing they have at least one day per week where they could avoid traffic would really improve the outlook of staff and increased satisfaction Save on days of high gas prices and long commutes Is a day free from commuting and could therefore have an earlier start to their weekend and more time with their family the following rules would apply to enable all to work together on these flexible Fridays Must be available by phone Must be online and available in email Must be on Instant Messenger
  • Find creative ways to offer perks similar to those of ‘the big guys’. As a small business, you may not be able to offer the perks large corporate companies are able to offer their employees due to cost – but you may be able to offer a reasonable facsimile. For instance, many large companies offer on-site health facilities such as a fully equipped gym. Chances are good that as a small business, you’re not going to be able to add one of these to your premises, but you might be able to offer employees coupons to use local gym or spa facilities, or a company-paid gym membership. Offer a comprehensive employee benefit program; and remember, not all benefits cost money. In situations where a prospective employee has the qualifications that allow them to pick and choose, an excellent employee benefit program can move your company into the preferred position. For successful employee recruitment, your company needs to offer employees life, medical and dental coverage at a minimum. If your small business does not have an employee benefits program, it’s time to speak with your insurance company about setting one up. You can often achieve cost efficiencies in the purchase of those benefits by joining business organizations such as the Chamber of Commerce where you can take advantage of their larger group rates for members.
  • Technology can streamline HR workflow, provide communication and accessibility to a non-centralized workforce and allow your staff greater flexibility. Some great technological time-savers: web-based payroll and HR Management System applications, employee intranets and electronic applicant tracking systems. Propose HR partner with the IT department to create a simple intranet-based tool for employees to make annual benefit selections. Going electronic with this process can save more than 50 hours annually by eliminating the production, collection and tabulation of paper benefit enrollment forms from multiple offices. The electronic entry system reduce s errors by 92%, resulting in additional time saved. Employee Self Service Software Employees can access information ranging from compensation to benefits. Employees can quickly access company information such as organizational chart, policies and employee contact information. Utilizing ESS technology can enable employees to view, modify, and create "what if" scenarios that would otherwise lead to a potentially time consuming interaction with HR staff. An example of this would be an employee changing RRSP deductions. The employee would be able to see how the change affects their net take home pay. Data Center Infrastructure Technologies: Secure Network Access (VPN) for Remote Employees Due to the limited number of remote employees (at least initially) secure corporate network access could enable remote workers to be purely home based employees. This would eliminate the need for expensive office space. Relatively inexpensive (compare to real estate costs) technologies exists to implement this. Low to medium cost examples of VPN (Virtual Private Network) software and hardware: Open SSH - free software tool exist but requires and IT specialist to implement, Cisco VPN access - More expensive and requires IT hardware but possibly more reliable Re-evaluation of Legacy Software Requirements Traditionally Microsoft software is widespread across the enterprise. Today more innovative technologies are becoming prevalent and are readily available for small and medium sized businesses. Google Inc. now provides an entire suite business productivity software that is more flexible and more geared towards real-time collaboration. Google provides a selection of secured solutions for the enterprise. According to their web site: their office productivity suite costs $50 per user per year. Their systems are entirely web based giving the employee the flexibility to maintain and collaborate with one copy of a document or other media from a web browser. Utilizing this technology removes an employee's dependency to a specific desktop machine with specialized software install on it. Blackberry / Smartphone Technology Mobile smart phone technology could be construed as an essential part of the modern enterprise for management and sales teams. Mobile staff now require this technology to remain agile and communicate in real-time despite their absence from the office space.
  • Make recruiting a year-round component of its business strategy with a strong communications mechanism Identify their ideal employee and outlines what the company has to offer them Post on “Careers” section of the company’s website and including this all in the recruitment advertising and job descriptions Share this with potential candidates when they come in for interviews, and again when they come in for orientation Organize a briefing session to unveil the company’s new branding strategy, and post the brand statement throughout its offices; the present employees, are the best ambassadors of the company brand Set up aggressive public relations and marketing, to sell candidates on applying to the company. Make lifestyle part of your employee recruitment offer. Since many employees today are just as concerned about quality-of-life as they are about the amount of money a position offers, the area your business is located in can be an added benefit toward luring prime employee talent. If you’re fortunate enough to be located in an area with great skiing, beaches, extensive hiking/biking trails, excellent golf courses, limited traffic issues, great weather or other attractive features, be certain to emphasize those benefits during conversations with prospective employees. Proactive Recruitment: o Employee Referral bonus for new employees ($10,000) to those who successfully refer a new employee and new employee remains with the company for X amount of years o Have current staff involved in the employee recruitment process because they already have knowledge of the company culture and can typically identify those who will ‘fit’ and those who won’t. Create an employee incentive program to drive performance. Employee incentive programs not only reward good employee performance, they also give prospective employees something to look forward to if they select your company. Whether it’s an annual company-paid retreat, a program where employees collect points that they can trade in for cash, or awards that are highly-recognized and coveted within the company and/or your industry, employee incentive programs can increase your chances of attracting the most qualified employees. Institute a profit-sharing program. There’s possibly no better way to incentivize an employee’s performance and loyalty than to give them a stake in the company’s success. A business that appears to be on an upward trend – and provides profit sharing – can be a powerful inducement to motivate quality recruits to join your firm. Make your company more attractive to potential employees by offering things such as work-at-home or flex-time options, Adoption Assistance, Education Assistance, On-site Daycare, In-chair Massages, or other benefits that provide the potential employee an added incentive to join your company. Sweeten the pot – up-front! When competition for the best employees is fierce, a plain old signing bonus may be what’s needed to move the needle in your direction. If you elect to add such a program, there are two things to keep in mind: 1) The signing bonus has to be large enough to matter, and 2) the signing bonus must be contingent upon remaining with the company for “x” amount of time or it will require repayment. (Otherwise you’ll have a revolving door as people sign up, take the money and run.)
  • Recommend a four-step approach to recruitment: Step 1 - Prepare a forecast with Executive management team of anticipated partner requirements based on past growth and projected forecast, industry experience and demand for the new product line Step 2 - Develop an HR inventory - to identify positions required through segmentation and weighting of priorities to support strategic objectives. Step 3 - Develop a job analysis for the positions - identify the key functions, skills required and develop job evaluations.  Management positions will also require analysis and evaluation to ensure management-level tasks are reflected. Step 4 - Prepare a comprehensive HR plan to include a 2-3 year staffing plan to identify targeted priority hires and timeframes (include equity, abilities or hiring targets); staffing budget of wages/benefits and increments; training plan/budget, particularly for succession planning and leadership development targets; performance targets and reporting.
  • Applicant tracking systems (ATS) A software application designed to help an enterprise recruit employees more efficiently. Its a convenient way to post job openings, screen resumes, and generate interview requests to potential candidates via email. Applicant Tracking Systems can also rank resumes, offer pre screening questions and customize input forms. Sometimes referred to as Talent Management System such as Halogen Software. There are also credible Open Source applications which eliminates expensive software applications and licensing fees reducing the overall costs. This could be a cheaper alternative than hiring a recruitment specialist. An example of an open source ATS is CATS a web-based, software-as-a-service (SaaS) tool that manages jobs and resumes US Recruitment Hiring in US or recruiting a CDN to a US-based position there are a few things that can happen - a work visa is much easier to obtain than a green card. Once working in the US the employee can continue the process to obtain a green card but it is generally a multi-year process. The hiring company makes an application to obtain the visa. Most often the hiring company retains the services of a local immigration law firm to assistant. In the context of your assignment, once the CDN employee has their offer (must submit their offer of employment as part of the required documents to support the visa application) this application and supporting paperwork is presented at a port of entry to the US and that is where the visa is issued. In some Another option available is in the case where the company has both a CDN legal entity and a US legal entity you can apply for an inter-company transfer visa (L1) In this case you would have to meet the criteria set by the US immigration regulation that the employee has worked for at least 2 yrs in your company and that their skill set is very unique and important to your US legal entity to have them reside and work from the company's US location or specified state.
  • It’s not enough anymore to place an ad in the ‘Help Wanted’ section of the local newspaper. In today’s hiring environment, it’s imperative that you place advertising in online job boards, in trade association publications/online media, and that you post them in a wide variety of social media such as LinkedIN and Twitter. It also helps to get your current staff involved in the employee recruitment process as they already have knowledge of the company culture and can typically identify those who will ‘fit’ and those who won’t. Signing bonuses can be made available to those who successfully refer a new employee. There are many qualified people who can do the work you need done, no matter how specialized; you just need to develop the right incentives for them to select your company over others they may be evaluating. Make sure you utilize every conversation with an employee as an opportunity to ‘sell’ the advantages of working for your firm to insure that you can build the best-qualified, most highly-motivated team possible. Offer employees opportunities for advancement. Most employees aren’t looking for jobs where they’ll do the same thing for the next thirty years. Typically they are seeking a position that offers opportunity for advancement, as well as a way to insure they achieve that advancement. For example, will your company offer the chance to develop new skills? Do you have an actual career-path designated for new employees which insures their ability to advance? Do you offer a mentor program in which they can learn the best ways to succeed within the company? All of these programs provide added incentive for a prospective employee to choose your company.
  • Training Skills training and continuing education Show employees that you're concerned for their personal fulfillment and career growth. Opportunity for advancement Company is offering the chance to develop new skills Have an actual career path designated for new employees, and a mentor program (to learn the best ways to succeed within the company) Training and internal job shuffling to put the right people in the right jobs, but also to boost staff's level of engagement Orientation Program: o the process of new employee orientation solidifies the new employee’s relationship o It fuels their enthusiasm and guides their steps into a long term positive relationship o Done poorly, the new employee orientation will leave the new employees wondering why on earth they walked through your door. o Provide employee with phone, e-mail, computer as of the first day, this will show the company is on the ball and ready to welcome them.
  • Research indicates that HR professionals spend 45% of training and activities supporting interpersonal skills development as a crucial elements identified by managers and corporations of IT and technical professionals. 35% of investment for this sector is spent in business skills development, with 8% in technical skills development. Therefore the program breakdown
  • Performance and appraisal management software These tools are designed to streamline the process of employee evaluation. Utilizing software for this cumbersome task will save time HR man hours and provide effective reporting. Software tools will detect if an employee rating is improving or declining which may be used to determine compensation changes. Example of this type of software are Successfactors (evaluate employee performance) and Halogen a talent management software.
  • It is often difficult for a time-strapped small business owner to conduct meaningful annual performance reviews. Just as your annual tax returns help you to determine your companys profitability and growth, performance reviews ensure that your employees are focusing their attention and efforts on those areas that are critical to your company’s success. Recommend quarterly or semi-annual discussions identify and correct problems in a timely manner before they can evolve into critical challenges undermining your future growth. Additionally, when listening to employees' feedback during the performance appraisal process, you can likewise monitor, evaluate and adapt your current HR operations to better respond to a constantly changing business environment. Skills management provides a structured approach to developing individual and collective skills, and gives a common vocabulary for discussing skills. As well as this general benefit, three groups of employees receive specific benefits from skills management. Individual Employees As a result of skills management, employees should be aware of the skills their job requires, and any skills gaps that they have. Depending on their employer, it may also result in a personal development plan (PDP) of training to bridge some or all of those skills gaps over a given period. Line manager Skills management enables managers to know the skill strengths and weaknesses of employees reporting to them. It can also enable them to search for employees with particular skill sets (e.g. to fill a role on a particular job. Organization Executives A rolled-up view of skills and skills gaps across an organization can enable its executives to see areas of skill strength and weakness. This enables them to plan for the future against the current and future abilities of staff, as well as to prioritise areas for skills development.
  • Hr Strategic Plan Dec 5 2009

    1. 1. HEAR-RIGHT ADAPTIVE TECHNOLOGIES Human Resources Strategy - 2010 Presented by MAAHD HR Consulting December 5, 2009
    2. 2. Year in Review <ul><li>Hear-Right Adaptive Technologies established in June 2009 </li></ul><ul><li>Rapid growth to 50 employees </li></ul><ul><li>Venture capital investment announcement supports further expansion of 25-40 employees in 2010 </li></ul><ul><li>10% (3-4) will be located in US sales markets </li></ul><ul><li>VP Human Resources hired in November 2009 as a key business partner to support strategic growth </li></ul>
    3. 3. 2010 Strategic Objectives <ul><li>Rapid growth of company requires a high motivation human resource program </li></ul><ul><li>Allows for the creation of a positive work environment to support </li></ul><ul><ul><li>Strong morale </li></ul></ul><ul><ul><li>High job satisfaction </li></ul></ul><ul><ul><li>High and sustained productivity </li></ul></ul><ul><li>Key activities in Quarter 1 and 2 includes: </li></ul><ul><ul><li>Development of corporate policies and procedures framework </li></ul></ul><ul><ul><li>Management and partner training development and delivery </li></ul></ul><ul><ul><li>Recruitment campaign and pipeline development </li></ul></ul><ul><li>Quarter 3 and 4 includes: </li></ul><ul><ul><li>Training and development program evaluation and web-based platform development for 2011 roll-out </li></ul></ul><ul><ul><li>Communications – partner and management focus groups; recruitment marketing </li></ul></ul><ul><ul><li>2011-2012 HR planning and budgeting </li></ul></ul>
    4. 4. 2010 HR Objectives <ul><li>Value-added progressive and practical HR function </li></ul><ul><li>People strategies for a competitive edge </li></ul><ul><li>Highly skilled partners </li></ul><ul><li>Aggressive and creative programs </li></ul>
    5. 5. High Motivation HR Program
    6. 6. Key Pillars to Progressive HR Management
    7. 7. Core HR Function Clusters
    8. 8. Policy Development <ul><li>Policies and procedures developed in partnership with management and staff, are the cornerstone to HR </li></ul><ul><li>Develop core organizational HR policies </li></ul><ul><ul><li>Executive review and approval prior to implementation </li></ul></ul><ul><ul><li>Provides management with the policy framework and interpretations for daily management and employee relations </li></ul></ul><ul><li>ROLL-OUT </li></ul><ul><ul><li>Quarter 1 </li></ul></ul><ul><ul><ul><li>January drafting of policies; review and Executive approval </li></ul></ul></ul><ul><ul><li>Annual review of policies and procedures </li></ul></ul>
    9. 9. Policy Development <ul><li>POLICIES: </li></ul><ul><li>Recruitment Policy </li></ul><ul><li>Employment Equity </li></ul><ul><li>Pay Equity </li></ul><ul><li>Travel Policy </li></ul><ul><li>Occupational Health and Safety </li></ul><ul><li>Professional Responsibility </li></ul><ul><li>Employee Development Policy </li></ul><ul><li>Leave Policy </li></ul><ul><li>Tele-work Policy </li></ul><ul><li>Sexual Harassment </li></ul><ul><li>Termination Policy </li></ul>
    10. 10. Policy Development <ul><li>Reflect Ontario and US Legislative and Regulatory Requirements for business with fewer than 100 employees: </li></ul><ul><ul><li>Canada Labour Code; Canadian Charter Rights & Freedom </li></ul></ul><ul><ul><li>Employment Standards Act </li></ul></ul><ul><ul><li>Employment Equity, Pay Equity, Occupational Health & Safety </li></ul></ul><ul><ul><li>Antidiscrimination </li></ul></ul><ul><ul><li>Immigration Reform and Control Act </li></ul></ul><ul><ul><li>Drug Free Workplace Act </li></ul></ul><ul><ul><li>Export Administration Act </li></ul></ul><ul><ul><li>Freedom of Information Act </li></ul></ul>
    11. 11. Communications
    12. 12. Communications <ul><li>Organization and communication are key elements in HR motivation </li></ul><ul><li>Effective communications within management and partners is critical to building high morale and high productivity; </li></ul><ul><li>HR communications must flow up and down the chain of command; </li></ul><ul><li>Recommended activities: </li></ul><ul><ul><li>Regular weekly Extended Management (Executive and Line Managers) meetings </li></ul></ul><ul><ul><li>Regular Directorate/team meetings with partners </li></ul></ul><ul><ul><li>Monday morning “Stand-up” informal meetings on weekly calendar and sales/project priorities </li></ul></ul><ul><ul><li>Annual employee surveys on workplace issues and loyalty </li></ul></ul><ul><ul><li>Sales and performance award program – quarterly dinner with CEO to recognize success </li></ul></ul><ul><ul><li>Conduct Year 1 focus groups for feedback on HR program (policies, training and compensation components) are designed and delivered </li></ul></ul>
    13. 13. Communications <ul><li>HR/Marketing partnership to develop corporate branding to support: </li></ul><ul><ul><li>Reward and recognition programs is the cornerstone to motivating young diverse workforce </li></ul></ul><ul><ul><li>Marketing and creative materials to recognize performance excellence, such as: </li></ul></ul><ul><ul><ul><li>Best Brain-Fart of the Month Award – for creativity </li></ul></ul></ul><ul><ul><ul><li>Smarty-Pants Innovation Award – for research excellence </li></ul></ul></ul><ul><ul><ul><li>I’d Quit this Job but I Need the Sleep Award – for attendance </li></ul></ul></ul><ul><ul><ul><li>Of Course We Don’t Look Busy: We Did it Right the First Time Award – for teamwork </li></ul></ul></ul><ul><ul><ul><li>I’m So Great I’m Jealous of Myself Award – for top Quarter sales </li></ul></ul></ul><ul><ul><li>Recruitment campaign to target demographics and sectors, including local science & tech bursary </li></ul></ul><ul><ul><li>Company banner and recruitment materials for career fair outreach, Open House </li></ul></ul><ul><ul><li>Corporate HR handbook, general announcements and Orientation program materials </li></ul></ul><ul><ul><li>Intranet page with electronic bulletin board, e-newsletter, suggestion system and careers section for ongoing recruitment </li></ul></ul><ul><li>Annual Year-end Retreat/Meeting </li></ul>
    14. 14. Total Compensation
    15. 15. Compensation <ul><li>Provide a competitive salary and core benefit package comparable to other companies in similar industries. </li></ul><ul><li>Salary structure: </li></ul><ul><ul><li>Undertake a job analysis and evaluation for current and proposed positions </li></ul></ul><ul><ul><li>Examine competitive sectors (Canada and US for emerging market analysis) for technical, sales and management positions </li></ul></ul><ul><li>Hard benefit package </li></ul><ul><ul><li>Review existing health, dental and long-term disability package elements, cost-benefit analysis, RRSP Matching / 401K (US) and sick leave is optional </li></ul></ul><ul><li>Soft benefits package </li></ul><ul><ul><li>Propose innovative program elements such as flex-work, vacation purchase plan, parental leave, childcare, Employee Assistance Plan (EAP) as work/life balance incentives </li></ul></ul>
    16. 16. Compensation <ul><li>Establish a compensation statement to clearly articulate the salary, benefit package and output levels for incentive programs: </li></ul><ul><li>“ Hear Right Adaptive Technologies is committed to providing a competitive salary to all of its employees. We offer a core benefit package that promotes a high quality of life. We also offer flexible work arrangements, career-pathing and development opportunities” </li></ul><ul><li>Recommended Components: </li></ul><ul><ul><li>Clear wage/salary and classification structure </li></ul></ul><ul><ul><li>Merit increase schedule based on performance management </li></ul></ul><ul><ul><li>Sales incentive activities – sales bonus </li></ul></ul><ul><ul><li>Investments – stock purchase, RRSP/401K (US) options </li></ul></ul><ul><ul><li>Other – $2,500 phased-in recruitment referral bonus </li></ul></ul><ul><ul><li>Implement a $5,000 bursary partnership with a local science and technology/university for an annual placement of one (1) summer student in high tech research </li></ul></ul>
    17. 17. Compensation <ul><li>TECHNOLOGY </li></ul><ul><ul><li>Implement the use of PeopleSoft Human Resource Management Information System (HRMIS) </li></ul></ul><ul><ul><li>Supplement with Halogen e-Compensation: </li></ul></ul><ul><ul><ul><li>Manage base salary </li></ul></ul></ul><ul><ul><ul><li>Pay for performance </li></ul></ul></ul><ul><ul><ul><li>Incentive compensation </li></ul></ul></ul><ul><ul><ul><li>Stock options </li></ul></ul></ul>
    18. 18. Workplace Environment
    19. 19. Workplace Environment <ul><li>By 2010, more than 50% of North America’s workforce spends more than 2 days per week offsite; </li></ul><ul><li>HR must be active partners involved in office design and physical accommodations planning; </li></ul><ul><ul><li>US remote sales offices may be shared space or home-based offices; </li></ul></ul><ul><ul><li>Teleworking and shared office space is increasing; </li></ul></ul><ul><ul><li>Central HQ office is required, but retrofitting is recommended; </li></ul></ul><ul><ul><li>Technology is an integral ingredient to high performance </li></ul></ul><ul><ul><ul><li>Broadband Internet access </li></ul></ul></ul><ul><ul><ul><li>Mobile technology </li></ul></ul></ul><ul><ul><ul><li>Videoconferencing </li></ul></ul></ul><ul><li>Employees expect a modern, roomy and safe place in which to work; </li></ul>
    20. 20. Workplace Environment <ul><li>Pride in employment is heightened when they have up-to-date equipment to work with and regular maintenance and upgrading; </li></ul><ul><li>Ergonomics is a key consideration, particularly for staff with accommodation needs and disabilities </li></ul><ul><li>Décor should reflect the corporate branding throughout </li></ul><ul><ul><li>Serves as reminders and evidence of innovative thinking, value of partners in key product development and messages of core value </li></ul></ul>
    21. 21. Talent Management
    22. 22. 2010 Recruitment Strategy <ul><li>Growing Hear-Right Adaptive Technologies requires proper screening and training of new hires; </li></ul><ul><li>HR is a key business partner in strategic growth to advise on proposed recruitment options and approaches; </li></ul><ul><li>Recommend a de-centralized Recruitment Model </li></ul><ul><li>Identify required employment workforce options </li></ul><ul><ul><li>Indeterminate, temporary contract, casual and student co-op </li></ul></ul><ul><ul><li>Interchange Program (Government - Private Sector Assignment) Eg. Engineers, Skilled Workers to transfer shared knowledge </li></ul></ul><ul><ul><li>Workforce diversity reflective of: </li></ul></ul><ul><ul><ul><li>Company vision and product focus – balance gender, language and aural abilities; </li></ul></ul></ul><ul><ul><ul><li>Sales force – targeted representative hiring reflective of socio-cultural and linguistic demographic of regional markets; </li></ul></ul></ul><ul><ul><ul><li>Technical staff reflect gender equity and cultural diversity; </li></ul></ul></ul><ul><ul><li>Develop a talent pipeline to mitigate against 8% turnover in High Tech workforce </li></ul></ul>
    23. 23. Recruitment
    24. 24. Recruitment & Retention of New Hires
    25. 26. Staffing Strategy
    26. 27. Staffing Strategy
    27. 28. Training & Development
    28. 29. Training & Development Strategy <ul><li>EXECUTIVE </li></ul><ul><ul><li>Development and delivery of the Hear-Right Adaptive Technologies “Executive Development Program” </li></ul></ul><ul><ul><li>Orientation </li></ul></ul><ul><ul><ul><li>Executive training on corporate strategic objectives, policies, legislation/regulations and communications; </li></ul></ul></ul><ul><ul><ul><li>Details of the Hear-Right Adaptive Technologies Human Resources Program including Executive compensation statement, policies and details </li></ul></ul></ul><ul><ul><li>Executive career development and leadership skills planning </li></ul></ul><ul><ul><ul><li>Consultation with CEO on core competencies, with targeted investments in: </li></ul></ul></ul><ul><ul><ul><ul><ul><li>Strategic global business session; </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Leadership skills development; </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>May include coaching, 360 Feedback, professional education program support, decision-making/problem solving </li></ul></ul></ul></ul></ul><ul><ul><li>Participation in an Extended Management Planning Retreat </li></ul></ul><ul><ul><li>Participation in Year-end All Staff Retreat </li></ul></ul><ul><li>ROLL-OUT </li></ul><ul><ul><li>1 st Quarter – Program development linked to corporate policy drafting and approval </li></ul></ul><ul><ul><li>2 nd Quarter – Program delivery </li></ul></ul>
    29. 30. Training & Development Strategy <ul><li>MANAGEMENT </li></ul><ul><ul><li>Development and delivery of the Hear-Right Adaptive Technologies “Management Training Program” </li></ul></ul><ul><ul><li>Orientation </li></ul></ul><ul><ul><ul><li>Front-line managers training on corporate strategic objectives, policies, legislation/regulations and communications; </li></ul></ul></ul><ul><ul><ul><li>Details of the Hear-Right Adaptive Technologies Human Resources Program including compensation statement, policies and details </li></ul></ul></ul><ul><ul><li>Personal career development and leadership skills planning </li></ul></ul><ul><ul><ul><li>Consultation with Directors on core competencies, with targeted investments in: </li></ul></ul></ul><ul><ul><ul><ul><ul><li>One (1) interpersonal relations / teambuilding activity; </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>One (1) basic management cycle and techniques training session </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>One (1) business skills development session; </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>One (1) leadership skills development session; </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>May include coaching, 360 Feedback, professional education program support, decision-making/problem solving </li></ul></ul></ul></ul></ul><ul><ul><li>Participation in an Extended Management Planning Retreat </li></ul></ul><ul><ul><li>Participation in Year-end All Staff Retreat </li></ul></ul><ul><li>ROLL-OUT </li></ul><ul><ul><li>1 st Quarter – Program development linked to corporate policy drafting and approval </li></ul></ul><ul><ul><li>2 nd Quarter – Program delivery </li></ul></ul>
    30. 31. Training & Development Strategy <ul><li>PARTNERS </li></ul><ul><ul><li>Development and delivery of the in-house Hear-Right Adaptive Technologies “Partner Training Program” </li></ul></ul><ul><ul><li>Orientation Session </li></ul></ul><ul><ul><ul><li>Mandatory partner orientation on corporate strategic objectives, policies, legislation/regulations and communications; </li></ul></ul></ul><ul><ul><ul><li>Presentation of the Hear-Right Adaptive Technologies Human Resources Program including compensation statement, policies and details </li></ul></ul></ul><ul><ul><li>Personal performance management/learning plan </li></ul></ul><ul><ul><ul><li>Consultation with Manager on core competencies, with targeted investments in: </li></ul></ul></ul><ul><ul><ul><ul><ul><li>Two (2) interpersonal relations training activities; </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>One (1) business skills development session; </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>One (1) technical skills development session; </li></ul></ul></ul></ul></ul><ul><ul><ul><li>Assessment for pre-management training and formal assessments </li></ul></ul></ul><ul><ul><ul><li>Opportunities to participate in a job rotation program, assignments on cross-function teams and formal mentoring with professional knowledge experts (in-house and executive networks) </li></ul></ul></ul><ul><ul><li>Year-end All-Staff Retreat - December </li></ul></ul><ul><li>ROLL-OUT </li></ul><ul><ul><li>1 st Quarter – Program development linked to corporate policy drafting and approval </li></ul></ul><ul><ul><li>2 nd Quarter – Program delivery </li></ul></ul>
    31. 32. Training & Development Strategy <ul><li>TECHNOLOGY </li></ul><ul><ul><li>Supplement base HRMIS system with Halogen components for Management, Executive and Human Resources use: </li></ul></ul><ul><ul><ul><li>e-Learning Manager </li></ul></ul></ul><ul><ul><ul><li>e-Appraisal </li></ul></ul></ul><ul><ul><ul><li>e-360 Multirater </li></ul></ul></ul><ul><ul><li>Learning Tools </li></ul></ul><ul><ul><ul><li>In-house Orientation DVD – message from CEO, policy resources, vodcasts on Hear-Right Adaptive Technologies program sections </li></ul></ul></ul><ul><ul><ul><li>Internet – Online Webinars </li></ul></ul></ul><ul><ul><ul><li>E-learning – professional programs </li></ul></ul></ul><ul><ul><ul><li>Real-time IM chat </li></ul></ul></ul>
    32. 33. Performance Management <ul><li>Practice of understanding, developing and deploying partners and their skills </li></ul><ul><li>Development of a competency framework and grading system for given skills </li></ul><ul><li>Conduct performance objectives, learning plans to bridge gaps </li></ul><ul><li>Regular (quarterly or semi-annual meetings) conversations and feedback loop </li></ul><ul><li>Annual performance review </li></ul>
    33. 34. Human Resources Directorate
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