What HR people need to know January 2014
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This document provides an overview of topics relevant to human resources professionals. It begins with an introduction to the training and consulting firm Toronto Training and HR. The rest of the document outlines various HR topics like regional differences, global trends, key insights, independent contractors, employment agreements, and data breaches. It also discusses topics such as reward issues, employability, gamification, virtual work, and perspectives from a salesperson. The document concludes with a summary and questions section.
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What HR people need to know January 2014
- 1. What HR people need to know by Toronto Training and HR January 2014
- 2. CONTENTS 3-4 5-6 7-9 10-12 13-14 15-16 17-18 19-20 21-22 23-28 29-30 31-32 33-39 40-42 43-46 47-48 49-50 Introduction Regional differences Global human capital trends Key insights to consider Drill Independent contractors Employment agreements Managing human rights Drug and alcohol testing HR in the Arab Middle East Issues around reward Employability and adaptability Data breaches Gamification Working virtually A salesperson’s perspective Conclusion, summary and questions Page 2
- 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 Page 4
- 8. Global human capital trends 1 of 2 • • • • • • • • • Leadership-superheroes Boards of directors Leading talent from the BRIC Diversity of demography and ideas Workplace flexibility Open talent Trend to acceleration Developing talent HR transformation Page 8
- 9. Global human capital trends 2 of 2 • Branding in the workplace • The aging workforce • New ways of managing performance • Human capital analytics Page 9
- 10. Key insights to consider Page 10
- 11. Key insights • Balancing a global, local, flexible virtual workforce to consider creates new challenges 1 of 2 and opportunities • Attracting, retaining and engaging top talent is crucial to business success • Rapid changes in technology accelerates HR’s ability to transform Page 11
- 12. Key insights • Seizing the opportunity to transform HR into a to consider strategic player 2 of 2 Page 12
- 13. Drill Page 13
- 14. Drill Page 14
- 16. Independent • Incorrect classification contractors • Factors to consider • Legal and financial liability • Classification solutions Page 16
- 18. Employment • Common mistakes agreements • Areas to be cautious about • Restrictive covenants • Key terms Page 18
- 19. Managing human rights Page 19
- 20. Managing human rights • Duty to accommodate to the point of undue hardship • Common mistakes Page 20
- 21. Drug and alcohol testing Page 21
- 22. Drug and alcohol testing • When it is appropriate • Workplace implications • Bona Fide Occupational Requirements Page 22
- 23. HR in the Arab Middle East Page 23
- 24. • HR in the Arab Middle • • East 1 of 5 National factors Contingent variables Organizational strategies Page 24
- 25. ISSUES IN THE PUBLIC HR in the SECTOR Arab Middle • Limiting the size and fiscal East 2 of 5 weight of the civil • Restructuring the civil service • Increasing performance and ensuring merit in recruitment and promotion • Setting and implementing anti-corruption and integrity standards Page 25
- 26. ISSUES IN THE PUBLIC HR in the SECTOR (CONTINUED) Arab Middle • Making the anti-corruption East 3 of 5 institutional procedural framework effective • Improving scrutiny over government and civil service action Page 26
- 27. HR in the Arab Middle East 4 of 5 WHERE POLICIES, PRACTICES AND REGULATIONS FALL DOWN • The overall institutional framework • Absence of HR planning/data • Absence of a fair, equal and transparent recruitment policy • Absence of sound selection and placement policies based on merit and competence • Weak performance management Page 27
- 28. HR in the Arab Middle East 5 of 5 WHERE POLICIES, PRACTICES AND REGULATIONS FALL DOWN (CONTINUED) • Discrimination in compensation may lead to conflict • Training and development may also be subject to abuse and corruption • Promotions and career advancement may also be based on personal/political criteria
- 29. Issues around reward Page 29
- 30. Issues around reward SALARY INCREASES • Global situation • Canada and Ontario • Manufacturing • Service sector • Construction • Power and oil • Pharmaceutical and medical devices • Funds and asset management Page 30
- 32. Employability and adaptability POLICIES • Hiring employees for explicit "tours of duty“ • Encouraging employees to build networks and expertise outside the organization • Establishing active alumni networks to maintain career-long relationships Page 32
- 34. Data breaches 1 of 6 HOW BAD IS THE PROBLEM? • Exploitation of weak or stolen credentials • Malware • Physical attacks such as ATM skimming • Social engineering attacks such as phishing Page 34
- 35. Data breaches 2 of 6 BEING MOBILE • Exploitation of weak or stolen credentials • Malware • Physical attacks such as ATM skimming • Social engineering attacks such as phishing Page 35
- 36. Data breaches 3 of 6 TIPS FOR MOBILE SECURITY • Install a mobile anti-virus product from a leading vendor • Download applications only from reputable stores • Realize that even if an app comes from a reputable app store, it may not be safe • Consider any communication to be suspicious that asks you to download an application Page 36
- 37. Data breaches 4 of 6 TIPS FOR MOBILE SECURITY (CONTINUED) • Treat as suspicious any notification of a problem with an account that requests a phone call or a visit to a website to provide account information. • Report spam and other unwanted text messages Page 37
- 38. Data breaches 5 of 6 HOW TO MAKE DATA MORE SECURE • Use firewalls and virus protection software • Establish and enforce a variety of password policies • Restrict network access for departing employees • Use encryption software Page 38
- 39. Data breaches 6 of 6 HOW TO MAKE DATA MORE SECURE (CONTINUED) • Make sure backup systems are in place, and have onsite and offsite storage, in case of an attack • Make sure employees log off or lock computers when not in use Page 39
- 41. Gamification 1 of 2 • • • • Definition of gamification Game elements Game design techniques Non-game context • Barriers to gamification • Looking forward Page 41
- 42. Gamification 2 of 2 • • • • What is a game? Good game design PBL Intrinsic and extrinsic motivation • “Playbor” • Criticisms of gamification Page 42
- 44. Working virtually 1 of 3 • Wave one-virtual freelancers • Wave two-virtual corporate colleagues • Wave three-virtual coworkers Page 44
- 45. Working virtually 2 of 3 CAPITALIZING ON WAVE THREE • Strategy • Settings in which work is done • Organization • Technology • Degree of customization Page 45
- 46. Working virtually 3 of 3 MAKING THE CHANGE • Focus on collaboration • Reconceive physical workspaces • Reconstruct workflows to tap into remote talent • Invest in intuitive technology • Recognize idiosyncrasy Page 46
- 48. A • salesperson’s • perspective What qualities do you value most in a salesperson? Do you think our company is true to its mission, vision and values statements? • What behaviours does our company exhibit that demonstrate we are living those statements? • Would you be more committed to the company if it acted on your feedback?