HR June 2014

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Half day open event covering recent developments in Human Resources for HR professionals and leaders held in Hamilton, Canada

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HR June 2014

  1. 1. Important HR topics for the second half of 2014 by Toronto Training and HR June 2014
  2. 2. CONTENTS 3-4 Introduction 5-8 Classification of work in late 2014 9-12 Adaptability 13-14 Wisdom 15-17 Fairness 18-20 Unconventional HR 19-20 Overcoming barriers caused by culture 21-22 Encroachment by line managers 23-25 Overarching issues for HR when considering structure 26-27 Experts in the workplace 28-29 Promoting diversity 30-32 Attracting talent 33-36 International mobility 37-38 Workforce planning 39-40 Cybercrime and data security 41-43 Gamification 44-45 Measures 46-47 Case studies 48 Drill 49-50 Conclusion, summary and questions Page 2
  3. 3. Page 3 Introduction
  4. 4. Page 4 Introduction to Toronto Training and HR Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden 10 years in banking 15 years in training and human resources Freelance practitioner since 2006 The core services provided by Toronto Training and HR are: Training event design Training event delivery HR support with an emphasis on reducing costs, saving time plus improving employee engagement and morale Services for job seekers
  5. 5. Page 5 Classification of work in late 2014
  6. 6. Classification of work in late 2014 1 of 3 EMPLOYMENT • Direct employment • Co-employment Page 6
  7. 7. Classification of work in late 2014 2 of 3 CONTRACT WORK • Direct contracting • Subcontracting Page 7
  8. 8. Classification of work in late 2014 3 of 3 WORK ARRANGEMENTS AVAILABLE TO ORGANIZATIONS • Full-time employees • Part-time employees • On-call employees • Direct hire temporary employees • Agency temporary workers • Independent contractors • Day labourers • Vendor on premises
  9. 9. Page 9 Adaptability
  10. 10. Adaptability 1 of 3 • Employees, customers, competitors, partners and investors • What could HR be doing? • The enemies of adaptability • Design principles of adaptable organizations Page 10
  11. 11. Adaptability 2 of 3 INITIATIVES TO BOOST ADAPTABILITY • Experimentation and learning • Transparency and openness • Autonomy and trust • Purpose and meaning • Diversity • Flexibility • Creativity • Peer collaboration • Natural leadership and meritocracy
  12. 12. Adaptability 3 of 3 QUESTIONS TO ASK • Is it deep? • Is it bold? • Is it specific? • Is it doable? Page 12
  13. 13. Page 13 Wisdom
  14. 14. Wisdom • Definition • Sources of wisdom • Conventional wisdom • What do wise people do? • Skilled and unskilled wisdom Page 14
  15. 15. Page 15 Fairness
  16. 16. Fairness 1 of 2 • What is fair? • Triggers of unfairness • Problems for HR • Fairness in an evolving employment relationship Page 16
  17. 17. Fairness 2 of 2 DIFFERENT PERSPECTIVES ON FAIRNESS • Fairness as organizational justice • Fairness as the socially just distribution of goods • Fairness as the principles of outcome • Fairness as capability • Fairness as a temporal perspective • Fairness as a matter of interpretation
  18. 18. Page 18 Unconventional HR
  19. 19. Unconventional HR 1 of 2 • Hire, reward, and tolerate only fully formed adults • Tell the truth about performance • Make clear to managers that their top priority is building great teams Page 19
  20. 20. Unconventional HR 2 of 2 • Leaders should create the organizational culture • Talent managers should think like innovative businesspeople and not fall into the traditional HR mindset Page 20
  21. 21. Page 21 Encroachment by line managers
  22. 22. Encroachment by line managers QUESTIONS TO ASK • What are our talent needs? • How should we meet our talent needs? • How can we do a better job of hiring? • How can we develop internal talent? • How can we manage our employees’ career paths? Page 22
  23. 23. Page 23 Overarching issues for HR when considering structure
  24. 24. Overarching issues for HR when considering structure 1 of 2 • Understanding the way the whole partnering network operates to inform HR choices • Supporting partnership arrangements needs to be a core HR capability • Differentiating the level of strategic HR support between arrangements Page 24
  25. 25. Overarching issues for HR when considering structure 2 of 2 • Designing HR to deal with crisis situations • Developing leadership for the network • Dealing with the issues of employees’ dual identity Page 25
  26. 26. Page 26 Experts in the workplace
  27. 27. Experts in the workplace • Works under supervision • Is autonomous • Has problem solving ability • Can innovate • Has demonstrated leadership Page 27
  28. 28. Page 28 Promoting diversity
  29. 29. Promoting diversity STRATEGIES • Engagement • Total visibility • Workforce intelligence Page 29
  30. 30. Page 30 Attracting talent
  31. 31. Attracting talent 1 of 2 • Organizational practices • Job related practices Page 31
  32. 32. Attracting talent 2 of 2 FACTORS WHICH HAVE A SIGNIFICANT IMPACT • Nature of the work itself • Immediate work environment • Global compensation • Corporate image or reputation • Location • Health and wellness Page 32
  33. 33. Page 33 International mobility
  34. 34. International mobility 1 of 3 • Definition • International assignments • Reasons for using an expatriate • Different types of approach • Policies and documentation • Risk types which need to be considered Page 34
  35. 35. International mobility 2 of 3 • Different types of policy • Areas for the employee to consider before accepting an assignment • Elements of relocation to be considered • Remuneration considerations • Benefits which might be included Page 35
  36. 36. International mobility 3 of 3 STEPS TO TAKE • Talent • Reward • Process • Technology Page 36
  37. 37. Page 37 Workforce planning
  38. 38. Workforce planning • Definition • Typical activities • Hard and soft workforce planning • Key issues when considering workforce planning • Stages of the workforce planning process • Areas to consider during implementation • Action points Page 38
  39. 39. Page 39 Cybercrime and data security
  40. 40. Cybercrime and data security • Recent developments which have led to an increase in hacker attacks • Multiple techniques used in data breaches • Data targeted by criminals • Tips to improve levels of mobile security • How to make data more secure Page 40
  41. 41. Page 41 Gamification
  42. 42. Gamification 1 of 2 • What is a game? • Game elements • Game design techniques • Non-game context • Criticisms of gamification • Legal and regulatory considerations Page 42
  43. 43. Gamification 2 of 2 • Who is using it? • How are they using it? • What is the effectiveness? • What barriers exist to gamification? • Good game design • Points, badges, leaderboards • Intrinsic and extrinsic motivation Page 43
  44. 44. Page 44 Measures
  45. 45. Measures • Compensation • Performance management • Recruitment • Succession planning Page 45
  46. 46. Page 46 Case study-survey questions
  47. 47. Page 47 Case study-shared leadership
  48. 48. Page 48 Drill
  49. 49. Page 49 Conclusion, summary and questions
  50. 50. Page 50 Conclusion, summary and questions Conclusion Summary Videos Questions

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