What HR people need to know March 2011

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Half day interactive workshop in Toronto for HR specialists.

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What HR people need to know March 2011

  1. 1. What HR people need to know by Toronto Training and HR March 2011
  2. 2. Contents 3-4 Introduction to Toronto Training and HR 5-6 Personnel management and business execution 7-8 Labour force survey February 2011 9-12 Issues facing the Toronto labour market 13-14 Drill A 15-17 Challenges facing HR in 2011 18-22 HR as a strategic partner 23-24 Career progression in specialist HR 25-28 HR audits 29-30 Relational climates 31-33 Knowledge, skills, abilities and other characteristics 34-35 Issues in the public sector 36-37 Stages in HR transformation 38-43 HR planning 44-45 Drill B 46-49 Case studies 50-51 Conclusion 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 • 10 years in training and human resources • Freelance practitioner since 2006 • The core services provided by Toronto Training and HR are: - Training course design - Training course delivery - Reducing costs - Saving time - Improving employee engagement & morale - Services for job seekers
  5. 5. Page 5 Personnel management and business execution
  6. 6. Page 6 Personnel management and business executionExpertise Implementation Pre 1990 1990 to 2000 2000 to 2010 2011 ?
  7. 7. Page 7 Labour force survey February 2011
  8. 8. Page 8 ONTARIO Population 10.873M Labor force 7.267M Employment 6.685M Full-time employment 5.389M Part-time employment 1.296M Unemployed 0.582M Participation rate 66% Unemployment rate 8% Labour force survey February 2011
  9. 9. Page 9 Issues facing the Toronto labour market
  10. 10. Page 10 Issues facing the Toronto labour market 1 of 3 A labour force that lacks the skills that employers need. Post-secondary graduates that have difficulty establishing careers. Highly educated newcomers that are slow to integrate to meaningful employment and who are over-represented in entry level positions. Job growth that occurs at two ends of the job spectrum: in high-level, high-skilled knowledge work and entry- level jobs, leading to polarization of occupations and incomes.
  11. 11. Page 11 Issues facing the Toronto labour market 2 of 3 REASONS FOR THE “MISMATCH” The lack of an integrated approach to workforce development that brings the two sides of the economy, supply and demand, together. The erosion of job security and the replacement of predictable career advancement with precarious employment and just-in-time training for just-in-time jobs. The continuing shift from manufacturing to service sector and knowledge work jobs.
  12. 12. Page 12 Issues facing the Toronto labour market 3 of 3 REASONS FOR THE “MISMATCH” The expected retirement of baby-boomers leading to skills and labour shortages. The lack of investment in workplace training that is connected to lagging productivity.
  13. 13. Page 13 Drill A
  14. 14. Page 14 Drill A
  15. 15. Page 15 Challenges facing HR in 2011
  16. 16. Page 16 The changing role of the HR professional The war for talent Outsourcing of HR functions and the virtual HR organization Health & wellbeing, work-life balance and the healthy workplace Diverse workforce Challenges facing HR in 2011 1 of 2
  17. 17. Page 17 Impact of technology Talent management Leadership development Succession planning Corporate values and culture Impact of legal and compliance issues Challenges facing HR in 2011 2 of 2
  18. 18. Page 18 HR as a strategic partner
  19. 19. Page 19 Focus on solutions Know the customer Get the inside perspective Be flexible HR as a strategic partner 1 of 4
  20. 20. Page 20 BEST PRACTICES Job rotations for high performers Rotating line managers into HR Hiring individuals from non-HR disciplines Finance and business education Mentorships and leadership development Competency training Forging collaborative relationships HR as a strategic partner 2 of 4
  21. 21. Page 21 BEST PRACTICES Performance appraisals Strategic workforce planning Change traditional HR structure Take risks to develop employees Be innovative HR as a strategic partner 3 of 4
  22. 22. Page 22 WRITING A BUSINESS CASE Think bigger Don’t go on Start with what you want Cut the HR speak Think heart…not just head Talk about the worst thing When will they read it? HR as a strategic partner 4 of 4
  23. 23. Page 23 Career progression in specialist HR
  24. 24. Page 24 Ask yourself which role you aspire to and choose an end goal Move across HR as well as upwards to develop your experience Bear in mind that most HRDs are largely generalists who have gained experience in a small number of key areas Keep your learning up to date in the areas that interest you Try to get a role in a larger organization with a well- resourced HR department Career progression in specialist HR
  25. 25. Page 25 HR audits
  26. 26. Page 26 COMMON FINDINGS Improper acceptance and retention of resumes and applications Illegal questions on applications or during interviews Improper information retained in primary personnel files Inadequate or improper background and reference checking forms HR audits 1 of 3
  27. 27. Page 27 COMMON FINDINGS Improper classification of exempt and non-exempt employees Noncompliance with immigration law Improper classification of independent contractors Inadequate job descriptions Illegal pay deductions from exempt employees and not paying non-exempts for all time worked HR audits 2 of 3
  28. 28. Page 28 COMMON FINDINGS Out-of-date or non-applicable employment law posters used Inadequate employment-at-will disclaimer in handbook Improper mandatory language in handbooks Insufficient policies on privacy, electronic communications, social networking, etc. Inadequate performance and compensation management tools HR audits 3 of 3
  29. 29. Page 29 Relational climates
  30. 30. Page 30 Market pricing Equality matching Communal sharing Market pricing-compliance based Equality matching-collaborative based Communal sharing-commitment based Relational climates
  31. 31. Page 31 Knowledge, skills, abilities & other characteristics
  32. 32. Page 32 COGNITIVE “Can do” General cognitive ability Knowledge Skills Experience Knowledge, skills, abilities & other characteristics 1 of 2
  33. 33. Page 33 NON-COGNITIVE “Will do” Personality Interests Values Knowledge, skills, abilities & other characteristics 2 of 2
  34. 34. Page 34 Issues in the public sector
  35. 35. Page 35 Focus on boosting employee engagement as a strategic priority Review people management development to ensure managers at all levels are equipped with the necessary skills to support employee engagement, new ways of working and service delivery improvements Develop organizational development capability Review HR structure and consider the scope for HR shared services and/or outsourcing Issues in the public sector
  36. 36. Page 36 Stages in HR transformation
  37. 37. Page 37 Stages in HR transformation Knowing external business realities Serving internal and external stakeholders Crafting HR practices Building HR resources Assuring HR professionalism
  38. 38. Page 38 HR planning
  39. 39. Page 39 HR planning 1 of 5 BENEFITS Helps the organization predict future labour and management needs. Addresses the impact of social, economic, legislative and technological trends that impact HR. Allows the organization to manage change more effectively. Job growth may occur at two ends of the job spectrum: in high-level, high-skilled knowledge work and entry-level. jobs, leading to polarization of occupations and incomes.
  40. 40. Page 40 HR planning 2 of 5 COSTS OF POOR OR ABSENT HR PLANNING Good HR Planning provides the opportunity to select the best possible resources to fill the organization’s needs. Organizations may be challenged to find quality employees when they are required to hire quickly. Ensuring a present and engaged workforce may provide organizations with a competitive edge over similar businesses in the market. By staying attuned to organizational needs, businesses will be able to respond to client needs more efficiently and effectively.
  41. 41. Page 41 HR planning 3 of 5 COSTS OF POOR OR ABSENT HR PLANNING Similarly, by staying attuned to the needs of the employee, organizations will increase the levels of employee motivation and engagement. They will be able to provide employees with meaningful and challenging work. This increases employee retention and reduces the costly requirement to recruit and train new employees. •With proper planning organizations are better positioned to take on new workloads, and to respond to common business challenges such as absenteeism, illness and leaves of absence.
  42. 42. Page 42 HR planning 4 of 5 DOCUMENTING THE HR PLAN It is a continuous process that requires constant review & assessment against the organization’s goals/objectives. Most organizations review and document the HR Plan on a yearly basis. The HR Plan is a brief document that outlines the HR initiatives and strategies that respond to the organization’s needs and overall direction. It states the key assumptions and identifies who has responsibility within the organization for the various strategies. Typically the HR Plan includes timelines for implementation.
  43. 43. Page 43 HR planning 5 of 5 COMMUNICATING THE HR PLAN The HR Plan must be communicated throughout the organization and should include: How the HR Plan serves to meet the goals and objectives What changes in policies, programs, practices and systems How the changes will impact the employees, when the changes will occur, how each staff member can contribute and support the HR Plan and how the HR Plan will impact the organization in the future. The HR Plan should be supported and agreed to by the CEO and senior managers.
  44. 44. Page 44 Drill B
  45. 45. Page 45 Drill B
  46. 46. Page 46 Case study A
  47. 47. Page 47 Case study A
  48. 48. Page 48 Case study B
  49. 49. Page 49 Case study B
  50. 50. Page 50 Conclusion & Questions
  51. 51. Page 51 Conclusion Summary Questions

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