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HR April 2013


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One day open training event held in Mississauga in Canada.

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HR April 2013

  1. 1. What HR people need to knowby Toronto Training and HRApril 2013
  2. 2. CONTENTS3-4 Introduction to Toronto Training and HR 47-48 Fast-track to the top5-6 Perception of HR 49-50 Deploying workforce reporting and7-8 Contribution of the various HR roles analytics9-10 Avoiding costly HR mistakes 51-52 Clouds in the forecast11-14 Foundations of business savvy 53-54 Stay in front with an effective sales15-16 Role of HR in business strategy force17-18 Components of strategic HR 55-56 Drill C19-20 Talent plan vs. workplace strategy 57-65 Human Resource Management21-22 Strategy for mobile devices and social media (HRM)23-24 Drill A 66-69 Return on investment25-26 Fundamental HR competencies 70-72 Self-service functionality27-28 Changing priorities 73-74 Remote working29-30 Employee surveys 75-77 Service delivery issues31-32 Auditing existing HR policies 78-81 Changing the current structure33-34 Effect of talent constraints 82-89 HR planning35-36 Outsourcing for cost optimization 90-93 World’s Most Admired Companies37-38 Work measurement programs 94-97 Tomorrow’s HR professional39-40 Avoiding union-led disruptions 98-99 Case studies41-42 Drill B 100-101 Conclusion and questions43-44 Helping the President achieve growth45-46 Operation globalizationPage 2
  3. 3. Page 3Introduction
  4. 4. Page 4Introduction to Toronto Trainingand HRToronto Training and HR is a specialist training andhuman resources consultancy headed by Timothy Holden10 years in banking10 years in training and human resourcesFreelance practitioner since 2006The core services provided by Toronto Training and HRare:Training event designTraining event deliveryReducing costs, saving time plus improvingemployee engagement and moraleServices for job seekers
  5. 5. Page 5Perception of HR
  6. 6. Perception of HR• Agony Aunt• Paper pushers• Employee’s best friend• Talent officer• Vanish in airPage 6
  7. 7. Page 7Contribution of the variousHR roles
  8. 8. Contribution of the various HR roles• Strategic partner• Change champion• Employee champion• Administrative expertPage 8
  9. 9. Page 9Avoiding costly HRmistakes
  10. 10. Avoiding costly HR mistakes• Prioritize before you hire• Get your hiring right• Leaders are key to resultsand retention• Watch your benefits costs• Keep compensationcompetitive• Never copy employmentpolicies without involvingan expertPage 10
  11. 11. Page 11Foundations of businesssavvy
  12. 12. Foundations of business savvy 1 of 3• Understanding thebusiness model at depth• Generating insight andimpact through evidenceand data• Connecting andcollaborating withcuriosity, purpose andimpact• Leading with integrity,consideration andchallengePage 12
  13. 13. Foundations of business savvy 2 of 3INDICATORS• Values, integrity andconviction• Showing considerationbut not avoiding difficultdecisions• Facing and managing theemotional consequencesof business decisionsPage 13
  14. 14. Foundations of business savvy 3 of 3THREE PRODUCT LINES• Basic administrative services andtransactions involved withreward, hiring, training andrecruitment• Business Partner services involvedwith developing effective HR systemsand helping implement businessplans and talent management• Strategic Partner role contributing tobusiness strategy based onconsiderations of humancapital, organizationalcapabilities, readiness and
  15. 15. Page 15Role of HR in businessstrategy
  16. 16. Role of HR in business strategy• Full partner• Input role• Implementation role• No rolePage 16
  17. 17. Page 17Components of strategicHR
  18. 18. Components of strategic HR• Structure• Roles• CompetenciesPage 18
  19. 19. Page 19Talent plan vs. workforcestrategy
  20. 20. Talent plan vs. workforce strategy• Goal• Focus• Value• OwnershipPage 20
  21. 21. Page 21Strategy for mobiledevices and social media
  22. 22. Strategy for mobile devices andsocial media• Create a holistic strategy andvalue proposition with otherbusiness functions• Enable HR to drive mobile andsocial adoption• Consider the specific needs ofeach customer segment• Define success• Develop and implement anintegrated solutionPage 22
  23. 23. Page 23Drill A
  24. 24. Page 24Drill A
  25. 25. Page 25Fundamental HRcompetencies
  26. 26. Fundamental HR competencies• Outside/in• Business/people• Individual/organizational• Event/sustainability overtime• Past/future• Administrative/strategicPage 26
  27. 27. Page 27Changing priorities
  28. 28. Changing priorities• Last five years• Now• Next five yearsPage 28
  29. 29. Page 29Employee surveys
  30. 30. Employee surveys• Conditions for conductinga survey• Types of instruments• Feedback• Frequently encounteredproblemsPage 30
  31. 31. Page 31Auditing existing HRpractices
  32. 32. Auditing existing HR practices• HR expertise• Hiring• Onboarding and orientation• Performance management• Employee retention• Discipline and termination• Compliance• BenefitsPage 32
  33. 33. Page 33Effect of talent constraints
  34. 34. Effect of talent constraints• Cost of talent-relatedexpenses• Inability to innovateeffectively• Inability to pursue amarket opportunity• Failure to achieve growthforecasts• Cancelling or delay of akey strategic initiative• Fall in production orservice delivery standardsPage 34
  35. 35. Page 35Outsourcing for costoptimization
  36. 36. Outsourcing for cost optimization• Employee engagement• Employee shared services• Learning & development• Recruitment processPage 36
  37. 37. Page 37Work measurementprograms
  38. 38. Work measurement programs• Set base pay ranges• Manage internal equity• Benchmark against the market• Maintain grade structures• Identify key/critical roles• Manage career pathing• Manage talent• Shape organization design• Control reward/other HR costs• Succession planPage 38
  39. 39. Page 39Avoiding union-leddisruptions
  40. 40. Avoiding union-led disruptions• Ignore union directives atyour peril• Get help before you needit• Move quickly to evaluateyour organization andassess vulnerabilities• Prepare for the worst• Be a good communicator• Keep your eye on the ballPage 40
  41. 41. Page 41Drill B
  42. 42. Page 42Drill B
  43. 43. Page 43Helping the Presidentachieve growth
  44. 44. Helping the President achievegrowth• Manage talent with growth inmind• Help groom business leadersand managers who can drivegrowth and innovation globally• Be a “special teams” coach toexecutive leadershipPage 44
  45. 45. Page 45Operation globalization
  46. 46. Operation globalization• Invest in HR leaders with theknowledge, skills andmotivation for globaloperations• Expand HR’s services• Align HR around a globaloperating model• Ratchet up HR’s changemanagement capabilities• Harness the power ofadvanced analyticsPage 46
  47. 47. Page 47Fast-track to the top
  48. 48. Fast-track to the top• Work to avoid a leadershipbacklash• Align development activitieswith leadership strategy• Walk the talk• What makes a good leader?• AttributesPage 48
  49. 49. Page 49Deploying workforcereporting and analytics
  50. 50. Deploying workforce reporting andanalytics• Start small and buildmomentum• Focus on capabilities, not justpoint solutions• Leverage existing technologyinvestments• Consider cloud to jump-startthe effort• Use what you learnPage 50
  51. 51. Page 51Clouds in the forecast
  52. 52. Clouds in the forecast• Mind the organization• Create a cloud culture• Attract, manage and developcloud-savvy talent• Develop cloud-savvy leaders• Prepare for warp speedPage 52
  53. 53. Page 53Stay in front with aneffective sales force
  54. 54. Stay in front with an effective salesforce• Different talent for a different way ofselling• New skills, competencies andorganizational structures that fostercollaboration• Governance that balances controland flexibility• Stronger integration across channelsand functions• Effective sales management• Overcome resistance to change• Rewards that drive desiredbehaviours
  55. 55. Page 55Drill C
  56. 56. Page 56Drill C
  57. 57. Page 57Human ResourceManagement (HRM)
  58. 58. Human Resource Management(HRM) 1 of 8• Definition• Past view• Present view• Challenges• Strategic view• Technology andknowledge• Skills• Trends and issues in HRMPage 58
  59. 59. Human Resource Management(HRM) 2 of 8LINE MANAGEMENT• Line versus staffmanagement• Major HR responsibilitiesPage 59
  60. 60. Human Resource Management(HRM) 3 of 8DISCIPLINES WITHIN HRM• The legal environmentand diversity• Staffing• Learning & development• Employee relations• Labour and industrialrelations• Compensation andbenefitsPage 60
  61. 61. Human Resource Management(HRM) 4 of 8DISCIPLINES WITHIN HRM• Safety and security• Ethics and sustainabilityPage 61
  62. 62. Human Resource Management(HRM) 5 of 8BEST PRACTICE• Employment security• Selective hiring• Self-managedteams/team working• High compensationcontingent onorganizationalperformance• Extensive training• Reduction in statusdifference• Sharing information
  63. 63. Human Resource Management(HRM) 6 of 8BUNDLE OF KEY PRACTICES• Careful recruitment andselection• Extensive remunerationsystems• Team working andflexible job design• Learning & development• Employee involvement• Performance reviews withlinks to contingent rewardsystemsPage 63
  64. 64. Human Resource Management(HRM) 7 of 8FACTORS AFFECTING HRMPRACTICES• External factors• Internal factorsMODELS OF HRMOTHER VARIABLESPage 64
  65. 65. Human Resource Management(HRM) 8 of 8Page 6
  66. 66. Page 66Return on investment
  67. 67. Return on investment 1 of 3• Talent managementinitiatives linked togreater shareholderreturn• Employee engagementlinked to a business’soperating margin• Investment in leadershiplinked to financialperformancePage 67
  68. 68. Return on investment 2 of 3EMPLOYEE LIFE CYCLE• Performancemanagement• Engagement• Learning & development• Deployment• Retention• Succession planningPage 68
  69. 69. Return on investment 3 of 3PROFIT• Definition• How does HR link in?Page 69
  70. 70. Page 70Self-service functionality
  71. 71. Self-service functionality 1 of 2EMPLOYEE• Change personal data• View pay stub/pay slip• View total reward statement• View vacation/sick-time usage• Update skills, competencies,education and certifications• Update performance goalsand results• View career ladders and jobdefinitionsPage 71
  72. 72. Self-service functionality 2 of 2MANAGER• Register/approve trainingevents for employees• Change salary• Determine bonus/variablecompensation• Make/extend offers• Initiate/approve jobrequisitions• Perform succession-planningactivitiesPage 72
  73. 73. Page 73Remote working
  74. 74. Remote workingRECIPE FOR SUCCESS• Having the rightleader, capable of managing aremote team• Making optimal use of timeduring conference calls• Maintaining a dashboard thatconstantly and publicly sharesprogress and issues• Keeping everyone on pointand on target for deliveryPage 74
  75. 75. Page 75Service delivery issues
  76. 76. Service delivery issues 1 of 2• Talent and performancesystems• Streamline business processes• Recruitment and staffing• More involvement in strategicbusiness-driven issues• Training• Implement a new HRMsystem• Improve line managers’people managementcapabilities
  77. 77. Service delivery issues 2 of 2• Compensation services andsystems• Cost reduction related to HRadministration• Upgrade the HR managementsystem• Payroll and time managementsystems/services• Define or deploy humancapital metrics anddashboardsPage 77
  78. 78. Page 78Changing the currentstructure
  79. 79. Changing the current structure 1 of 3REASONS FOR CHANGING• Realization of furtherefficiency potentials• Realization of synergies• Quality improvements• Cost savings• Globalization initiative• Change of business strategy• Business reorganizationPage 79
  80. 80. Changing the current structure 2 of 3ANTICIPATED CHANGES• Move to a shared servicesenvironment (SSE)• Bring additional services intothe SSE• Outsource some or morefunctions• Move to a single HRorganization• Decentralize HRPage 80
  81. 81. Changing the current structure 3 of 3CANADA• US• Asia Pacific• Europe• Middle East/AfricaPage 81
  82. 82. Page 82HR planning
  83. 83. HR planning 1 of 7• Definition• Benefits of good HRplanning• Costs of poor or absentHR planning• Documenting the HR plan• Communicating the HRplan• HR planning modelPage 83
  84. 84. HR planning 2 of 7THE HR PLANNINGPROCESS• Develop and review theorganizational profile• Forecasting your HRrequirements• Forecasting your HRavailability• Gap analysis• Planning HR initiatives• Measure/evaluatePage 84
  85. 85. HR planning 3 of 7• Occupations in Canadawith a labour shortage• Supply-internal andexternal• Forecasting demand• Gap analysis and staffingtables• Possible scenarios• Ways to ensure legalcompliancePage 85
  86. 86. HR planning 4 of 7FUTURE HR DEMAND• Trend analysis• Ratio analysis• Scatter plots• Regression analysis• Nominal group technique• Delphi techniquePage 86
  87. 87. HR planning 5 of 7INTERNAL HR SUPPLY• Markov analysis• Skills and managementinventories• Replacement charts andsummaries• Succession planningPage 87
  88. 88. HR planning 6 of 7LABOUR SURPLUS• Hiring freeze• Downsizing through attrition• Early retirement buyoutprograms• Reduced hours through jobsharing• Part-time work, work sharing orreduced work weeks• Leaves of absence• Termination of employmentPage 88
  89. 89. HR planning 7 of 7HR SHORTAGE• Hiring employers• Employee transfers andpromotions• Retention programsPage 89
  90. 90. Page 90World’s Most AdmiredCompanies
  91. 91. World’s Most Admired Companies1 of 3ESSENTIAL INGREDIENTS• Strategic excellence• Structures and processesthat sustain performanceover time• Achieving success throughpeople• Placing a high value onleadership and talentPage 91
  92. 92. World’s Most Admired Companies2 of 3PERFORMANCE DIMENSIONS• Innovation• Quality of management• Long-term investment value• Social responsibility to thecommunity and theenvironment• Ability to attract, developand retain talented people• Quality of products andservicesPage 92
  93. 93. World’s Most Admired Companies3 of 3PERFORMANCE DIMENSIONS• Financial soundness• Wide use of corporateassets• Effectiveness in doingbusiness globallyPage 93
  94. 94. Page 94Tomorrow’s HRprofessional
  95. 95. Tomorrow’s HR professional 1 of 3• Shaper• Builder• Catalyst• Connector• AchieverPage 95
  96. 96. Tomorrow’s HR professional 2 of 3WHAT’S NEW?• Work models• People practices• Talent sourcesPage 96
  97. 97. Tomorrow’s HR professional 3 of 3SKILLS REQUIRED• Brand ambassador• Change agent• PR for HR• ROI focused• Strategic business partnerattitudePage 97
  98. 98. Page 98Case studies
  99. 99. Page 99Case studies
  100. 100. Page 100Conclusion and questions
  101. 101. Page 101Conclusion and questionsSummaryVideosQuestions