What HR people need to know January 2012

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One day open training event held in Mississauga.

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What HR people need to know January 2012

  1. 1. What HR people need to know by Toronto Training and HR January 2012
  2. 2. 3-4 Introduction to Toronto Training and HR 5-6 Providing support 7-8 Getting process management rightContents 9-10 11-12 Process improvement Creating strategic impact 13-14 Labour costs 15-17 Fleet management 18-20 Business context model 21-24 Gaining board credibility on handling talent 25-27 Skills for HR leaders 28-29 Problems with investigations 30-31 Mediation 32-34 The psychological contract 35-36 HR planning 37-38 New hires 39-40 Rules and procedures 41-42 Ingredients of organizational insight 43-44 Shifting technology 45-47 Using an external SaaS provider 48-49 How to add greater value 50-51 Financial reporting 52-54 Transforming the HR team into a greater source of value 55-60 Metrics for 2012 61-62 Becoming business savvy 63-64 Cultural differences 65-67 Moving from HR to employee experience 68-70 Employment agreements 71-74 Service delivery model 75-78 Multiple contracts 79-82 Business partnering 83-84 Writing a good career plan 85-91 Now and the future 92-94 The future of work 95-96 Drill 97-98 Case study 99-100 Conclusion and questions
  3. 3. Introduction Page 3
  4. 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• 10 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 - Reducing costs - Saving time - Improving employee engagement & morale - Services for job seekers Page 4
  5. 5. Providing support Page 5
  6. 6. Providing supportSTRESS, BURNOUT, OVERWHELMA feeling of overwhelm, inability to make decisionsor need to check your work over and over againParalysis – feeling like a rabbit in the headlightsShort-temper, both at work and at homeFeeling listless and lacking the interest ormotivation to do the things you normally enjoyWaking up in the night worrying about work issues Page 6
  7. 7. Getting processmanagement right Page 7
  8. 8. Getting process management rightLink strategy with executionEliminate unnecessary complexityTransform in the right waySustain process improvement Page 8
  9. 9. Process improvement Page 9
  10. 10. Process improvementProcess automationExampleBenefits to be achieved Page 10
  11. 11. Creating strategic impact Page 11
  12. 12. Creating strategic impactBalanceCollaborationCommunicationDisciplineInsightIntimacy Page 12
  13. 13. Labour costs Page 13
  14. 14. Labour costsVariable costsQuasi-fixed costsNon-wage labour costsHiring costsTraining costsEmployee benefits Page 14
  15. 15. Fleet management Page 15
  16. 16. Fleet management 1 of 2Ensure the list of vehicle choices is cost-effective, but still motivates employeesConsult with employees to assess theirexpectations and car wish-list, so that any schemeboth appeals to them and meets the objectives ofthe organizationRunning costs can be reduced by 15% usingefficient driving techniques, so analyze drivinghabits to determine training needs Page 16
  17. 17. Fleet management 2 of 2Determine if everyone needs a subsidized vehicleor company carConsider extending the vehicle replacement cycleRemember the duty of care responsibilities froman employer when employees use their own carfor businessSafety is paramount, so review work targets toensure employees do not feel pressured to drivefaster-or more carelessly-than they should Page 17
  18. 18. Business context model Page 18
  19. 19. Business context model 1 of 2OUTSIDE-IN QUESTIONS TO ASK-STEPEDSocialTechnicalEconomicPoliticalEnvironmentalDemographic Page 19
  20. 20. Business context model 2 of 2KEY STAKEHOLDERSCommunityCustomerEmployee today/tomorrowInvestorLine manager Page 20
  21. 21. Gaining board credibility on handling talent Page 21
  22. 22. Gaining board credibility on handling talent 1 of 3Understand and reflect the business’s direction andprioritiesEngage with the CEO early and understand theirtalent concerns and prioritiesIdentify practices that support the organization’sculture and valuesBe clear on the roles and responsibilities within theprocessEnsure that activities support the business planningcycle Page 22
  23. 23. Gaining board credibility on handling talent 2 of 3Help the board to develop a shared understanding of‘talent’ and ‘potential’Speak to high potentials in the organization tounderstand what they are looking forMake explicit the links to organization design andother HR processesKeep process and paperwork to a minimumRestrict the numbers of people being discussed to arealistic level, and ideally to a target grouping thatthe board members will know personally Page 23
  24. 24. Gaining board credibility on handling talent 3 of 3Avoid the use of jargon terms and acronymsFollow through on actions agreed and ensure thatfeedback goes to the various individuals who havebeen discussedSeek feedback regularly to ensure the meetingsare useful and valued Page 24
  25. 25. Skills for HR leaders Page 25
  26. 26. Skills for HR leaders 1 of 2Commercial acumenUnderstanding of cultural differences and shiftingdemographicsChange management skills; facility with culturalchange initiativesCredibility to act as an internal adviser to Presidentand the boardAbility to work with the board to managesuccession Page 26
  27. 27. Skills for HR leaders 2 of 2Technologically savvyExpertise in building compensation andperformance into governance structuresSkill at marketing the HR VP position to the rest ofthe organization Page 27
  28. 28. Problems withinvestigations Page 28
  29. 29. Problems with investigationsTiming is everythingGet professional help if neededImpartial investigationPreserve the evidenceGet the full picture Page 29
  30. 30. Mediation Page 30
  31. 31. MediationBenefits for employersWhen mediation may be used Page 31
  32. 32. The psychological contract Page 32
  33. 33. The psychological contract 1 of 2DefinitionKey pointsWhat happens if the contract is broken?What do managers need to remember?Changes currently affecting the workplaceEmployee promisesEmployer promises Page 33
  34. 34. The psychological contract 2 of 2STRATEGIC IMPLICATIONS OF THEPSYCHOLOGICAL CONTRACTProcess fairnessCommunicationsManagement styleManaging expectationsMeasuring employee attitudes Page 34
  35. 35. HR planning Page 35
  36. 36. HR planningJob analysisForecasting HR demand and supplyMatching HR supply and demand Page 36
  37. 37. New hires Page 37
  38. 38. New hires30 days-existence needs90 days-competence needsSix months-relatedness needsOne year-autonomy and competence needs Page 38
  39. 39. Rules and procedures Page 39
  40. 40. Rules and proceduresConditions of service, policies and rules coveringwhat the business provides for employeesPolicies and rules covering the behaviour that isexpected of employees at workPolicies and processes for dealing with seriousbreaches of rulesProcesses for raising and resolving differences anddisputesPrinciples for agreeing or maintaining continuity ofservice or business in the event of a dispute Page 40
  41. 41. Ingredients oforganizational insight Page 41
  42. 42. Ingredients of organizational insightOrganizational savvyContextual savvyBusiness savvy Page 42
  43. 43. Shifting technology Page 43
  44. 44. Shifting technologyCloud computingSaaSSocial mediaCell phone applications Page 44
  45. 45. Using an external SaaS provider Page 45
  46. 46. Using an external SaaS provider 1 of 2Think about the functionality you requireAfter identifying potential suppliers, exploretheir approach to product developmentAsk candidate SaaS providers to outline theirfunctional road maps and ensure their productsare scalableEvaluate total cost of ownership Page 46
  47. 47. Using an external SaaS provider 2 of 2Ensure that a suitable balance is struck oncontract lengthConfirm that the expected deliverables matchyour scope and budget Page 47
  48. 48. How to add greater value Page 48
  49. 49. How to add greater valueExamine your mission statement and makenecessary changesDetermine what role HR plays and decide if youneed to be a strategic partner or a cost centre?Identify what performance measures you will useUndertake a survey to determine to what degreeyou are a source of economic value add Page 49
  50. 50. Financial reporting Page 50
  51. 51. Financial reportingThe average age of an employeeThe average length of serviceThe average remunerationThe amount invested in training per employeeStaff turnoverNumber of internal promotionsNumber of external appointees Page 51
  52. 52. Transforming the HR team into a greater source of value Page 52
  53. 53. Transforming the HR team into a greater source of value 1 of 2Assess your HRD organization with input fromsenior managementDetermine what you want your transformedfunction to look like in the future, including itsmission,structure, strategies, metrics, andworking relationships with key constituentsObtain input and support from within your own HRorganization as well as among senior managementfor the transformed function Page 53
  54. 54. Transforming the HR team into a greater source of value 2 of 2Inform those affected by changes what you will bedoing differently and why-get their input as wellDetermine the metrics you will use to measuresuccessImplement your plan Page 54
  55. 55. Metrics for 2012 Page 55
  56. 56. Metrics for 2012 1 of 5Proof of employee understanding of criticalcompany values, such that they are living thevalues in their daily workProof of how that can hit the bottom line, forinstance the results for innovation in the R&DdepartmentMore clear and easy identification of hidden highperformers across the organization Page 56
  57. 57. Metrics for 2012 2 of 5The ability to target these high performers basedon critical skills and behaviours at a moment’snoticeHow leadership can proactively manage theorganizational culture to raise up these hiddenperformers and address areas where valuesdemonstration is low Page 57
  58. 58. Metrics for 2012 3 of 5HOW TO MAKE THE MOST OF METRICSUnderstand your business strategyIdentify key business outcomesKnow your audienceDevise metrics and build your scorecardPublicize and refine your metrics Page 58
  59. 59. Metrics for 2012 4 of 5METRICS TO SIT AT THE TOP TABLEProductivity=moneyRaise their eyebrowsMake them sit up in their seatsChewing nails Page 59
  60. 60. Metrics for 2012 5 of 5Measure what matters to the CEO and CFOYou can’t prove strategic value by measurementand reportingBe sure to measure the right things Page 60
  61. 61. Becoming business savvy Page 61
  62. 62. Becoming business savvyCultivate curiosityEncourage collaborationOffer simple, common-sense solutionsCoaching as a vehicle for promoting businesssavvy Page 62
  63. 63. Cultural differences Page 63
  64. 64. Cultural differencesLow-contextHigh-contextNorth American v Asian Page 64
  65. 65. Moving from HR toemployee experience Page 65
  66. 66. Moving from HR to employee experience 1 of 2Differences between HR and employeeexperienceTransparencyTwo-way performance conversationsPromotion of talentPortable capital investment in talent Page 66
  67. 67. Moving from HR to employee experience 2 of 2SKILLS NEEDED TO IMPLEMENT A TRUEEMPLOYEE EXPERIENCELobbying skillsMentality of a super agentMarketing chopsAbility to confront Page 67
  68. 68. Employment agreements Page 68
  69. 69. Employment agreements 1 of 2Types of employment agreementsRecruitmentWhen should you have one?Ensuring enforceabilityTypical executive clausesCompensation clausesTermination clauses Page 69
  70. 70. Employment agreements 2 of 2Restrictive covenants-confidentialityRestrictive covenants-competitorRestrictive covenants-solicitation ofcustomers, clients, suppliers or employeesTailoring of restrictive covenants Page 70
  71. 71. Service delivery model Page 71
  72. 72. Service delivery model 1 of 3What services should be offered?Who will support each service?How will each service be delivered?When will each service be offered?Where will each be located? Page 72
  73. 73. Service delivery model 2 of 3COMPONENTS OF A GLOBAL MODELFunctionRoleOrganizationDelivery Page 73
  74. 74. Service delivery model 3 of 3WHERE?GlobalRegionalNationalLocal Page 74
  75. 75. Multiple contracts Page 75
  76. 76. Multiple contracts 1 of 3 Generalist Specialist expertise expertiseHigh flexibility BACK-OFFICE ON-DEMAND WORKERS WORKERSLow flexibility CORE WORKERS KNOWLEDGE WORKERS Page 76
  77. 77. Multiple contracts 2 of 3SKILLS AND COMPETENCIESCultural awareness/global mind setCollaboration/teamwork skillsCommunication/interpersonal skillsCustomer-focused/business advocateTechnology literacy/internet savvyBusiness process/industry knowledgeFinancial acumen/ROI skillsData analysis/business intelligence/metrics Page 77
  78. 78. Multiple contracts 3 of 3SKILLS AND COMPETENCIESProgram/project management skillsChange management/transformation skills Page 78
  79. 79. Business partnering Page 79
  80. 80. Business partnering 1 of 3DefinitionThe three-legged modelKey drivers of changeRole of HR business partnersIntroducing partneringStrengthening partneringImplications for HR careers Page 80
  81. 81. Business partnering 2 of 3SKILLSBusiness analyticsBusiness planningClient relationship managementConflict resolutionContractingHR expertiseIT acumen Page 81
  82. 82. Business partnering 3 of 3SKILLSMarketingPolicy implementationProject managementResource management Page 82
  83. 83. Writing a good career plan Page 83
  84. 84. Writing a good career planOpen conversationsBuild in flexibilityBe realisticMatch skills to aspirationsEncourage ownershipAlign the plan and business strategyRecognize career stakeholdersGet the language right Page 84
  85. 85. Now and the future Page 85
  86. 86. Now and the future 1 of 6HR ACTIVITIES ON THE RISEEthicsSuccession planningChange managementOrganization cultureHR governance Page 86
  87. 87. Now and the future 2 of 6HR CHALLENGES ON THE HORIZONTalent managementEmployee engagementSuccession planningChange managementOrganization culture Page 87
  88. 88. Now and the future 3 of 6IMMEDIATE HR PRIORITIESSuccession planningEmployee engagementTalent managementLearning & development Page 88
  89. 89. Now and the future 4 of 6LONG-TERM HR PRIORITIESSuccession planningTalent managementRecruitment Page 89
  90. 90. Now and the future 5 of 6SKILLS NEEDEDCommunicationAnalytical, critical and strategic thinkingInterpersonal skillsTechnical skillsConflict resolution Page 90
  91. 91. Now and the future 6 of 6KNOWLEDGE NEEDEDBusiness acumenEmployment law and legislationTalent managementBroad HR knowledgeEmployee/labour relations Page 91
  92. 92. The future of work Page 92
  93. 93. The future of work 1 of 2FIVE FORCESDemographic trendsGlobalizationNeed for a low carbon economySocietal changesTechnology Page 93
  94. 94. The future of work 2 of 2MAKING THE SHIFTShift from shallow generalist to serial masterShift from isolated competitor to innovativeconnectorShift from voracious consumer to impassionedproducer Page 94
  95. 95. Drill Page 95
  96. 96. DrillPage 96
  97. 97. Case study Page 97
  98. 98. Case study Page 98
  99. 99. Conclusion and questions Page 99
  100. 100. Conclusion and questionsSummaryVideosQuestions Page 100

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