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HR April 2013
The document provides an overview of topics related to human resources and HR management. It discusses the perception of HR, the contribution of various HR roles, avoiding costly mistakes, foundations of business savvy, components of strategic HR, talent planning vs workforce strategy, deploying analytics, changing priorities, employee surveys, auditing policies, outsourcing, union disruptions, return on investment, self-service functionality, remote working, service delivery issues, changing structures, HR planning, admired companies, the future of HR, and case studies. Key questions are posed at the conclusion to prompt further discussion.
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HR April 2013
- 1. What HR peopleneed to know by Toronto Training and HR April 2013
- 2. CONTENTS 3-4 Introduction toToronto Training and HR 47-48 Fast-track to the top 5-6 Perception of HR 49-50 Deploying workforce reporting and 7-8 Contribution of the various HR roles analytics 9-10 Avoiding costly HR mistakes 51-52 Clouds in the forecast 11-14 Foundations of business savvy 53-54 Stay in front with an effective sales 15-16 Role of HR in business strategy force 17-18 Components of strategic HR 55-56 Drill C 19-20 Talent plan vs. workplace strategy 57-65 Human Resource Management 21-22 Strategy for mobile devices and social media (HRM) 23-24 Drill A 66-69 Return on investment 25-26 Fundamental HR competencies 70-72 Self-service functionality 27-28 Changing priorities 73-74 Remote working 29-30 Employee surveys 75-77 Service delivery issues 31-32 Auditing existing HR policies 78-81 Changing the current structure 33-34 Effect of talent constraints 82-89 HR planning 35-36 Outsourcing for cost optimization 90-93 World’s Most Admired Companies 37-38 Work measurement programs 94-97 Tomorrow’s HR professional 39-40 Avoiding union-led disruptions 98-99 Case studies 41-42 Drill B 100-101 Conclusion and questions 43-44 Helping the President achieve growth 45-46 Operation globalization Page 2
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- 4. Page 4 Introduction toToronto 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 plus improving employee engagement and morale Services for job seekers
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- 6. Perception of HR •Agony Aunt • Paper pushers • Employee’s best friend • Talent officer • Vanish in air Page 6
- 7. Page 7 Contribution ofthe various HR roles
- 8. Contribution of thevarious HR roles • Strategic partner • Change champion • Employee champion • Administrative expert Page 8
- 9. Page 9 Avoiding costlyHR mistakes
- 10. Avoiding costly HRmistakes • Prioritize before you hire • Get your hiring right • Leaders are key to results and retention • Watch your benefits costs • Keep compensation competitive • Never copy employment policies without involving an expert Page 10
- 11. Page 11 Foundations ofbusiness savvy
- 12. Foundations of businesssavvy 1 of 3 • Understanding the business model at depth • Generating insight and impact through evidence and data • Connecting and collaborating with curiosity, purpose and impact • Leading with integrity, consideration and challenge Page 12
- 13. Foundations of businesssavvy 2 of 3 INDICATORS • Values, integrity and conviction • Showing consideration but not avoiding difficult decisions • Facing and managing the emotional consequences of business decisions Page 13
- 14. Foundations of businesssavvy 3 of 3 THREE PRODUCT LINES • Basic administrative services and transactions involved with reward, hiring, training and recruitment • Business Partner services involved with developing effective HR systems and helping implement business plans and talent management • Strategic Partner role contributing to business strategy based on considerations of human capital, organizational capabilities, readiness and
- 15. Page 15 Role ofHR in business strategy
- 16. Role of HRin business strategy • Full partner • Input role • Implementation role • No role Page 16
- 17. Page 17 Components ofstrategic HR
- 18. Components of strategicHR • Structure • Roles • Competencies Page 18
- 19. Page 19 Talent planvs. workforce strategy
- 20. Talent plan vs.workforce strategy • Goal • Focus • Value • Ownership Page 20
- 21. Page 21 Strategy formobile devices and social media
- 22. Strategy for mobiledevices and social media • Create a holistic strategy and value proposition with other business functions • Enable HR to drive mobile and social adoption • Consider the specific needs of each customer segment • Define success • Develop and implement an integrated solution Page 22
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- 26. Fundamental HR competencies •Outside/in • Business/people • Individual/organizational • Event/sustainability over time • Past/future • Administrative/strategic Page 26
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- 28. Changing priorities • Lastfive years • Now • Next five years Page 28
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- 30. Employee surveys • Conditionsfor conducting a survey • Types of instruments • Feedback • Frequently encountered problems Page 30
- 31. Page 31 Auditing existingHR practices
- 32. Auditing existing HRpractices • HR expertise • Hiring • Onboarding and orientation • Performance management • Employee retention • Discipline and termination • Compliance • Benefits Page 32
- 33. Page 33 Effect oftalent constraints
- 34. Effect of talentconstraints • Cost of talent-related expenses • Inability to innovate effectively • Inability to pursue a market opportunity • Failure to achieve growth forecasts • Cancelling or delay of a key strategic initiative • Fall in production or service delivery standards Page 34
- 35. Page 35 Outsourcing forcost optimization
- 36. Outsourcing for costoptimization • Employee engagement • Employee shared services • Learning & development • Recruitment process Page 36
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- 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 plan Page 38
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- 40. Avoiding union-led disruptions •Ignore union directives at your peril • Get help before you need it • Move quickly to evaluate your organization and assess vulnerabilities • Prepare for the worst • Be a good communicator • Keep your eye on the ball Page 40
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- 43. Page 43 Helping thePresident achieve growth
- 44. Helping the Presidentachieve growth • Manage talent with growth in mind • Help groom business leaders and managers who can drive growth and innovation globally • Be a “special teams” coach to executive leadership Page 44
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- 46. Operation globalization • Investin HR leaders with the knowledge, skills and motivation for global operations • Expand HR’s services • Align HR around a global operating model • Ratchet up HR’s change management capabilities • Harness the power of advanced analytics Page 46
- 47. Page 47 Fast-track tothe top
- 48. Fast-track to thetop • Work to avoid a leadership backlash • Align development activities with leadership strategy • Walk the talk • What makes a good leader? • Attributes Page 48
- 49. Page 49 Deploying workforce reportingand analytics
- 50. Deploying workforce reportingand analytics • Start small and build momentum • Focus on capabilities, not just point solutions • Leverage existing technology investments • Consider cloud to jump-start the effort • Use what you learn Page 50
- 51. Page 51 Clouds inthe forecast
- 52. Clouds in theforecast • Mind the organization • Create a cloud culture • Attract, manage and develop cloud-savvy talent • Develop cloud-savvy leaders • Prepare for warp speed Page 52
- 53. Page 53 Stay infront with an effective sales force
- 54. Stay in frontwith an effective sales force • Different talent for a different way of selling • New skills, competencies and organizational structures that foster collaboration • Governance that balances control and flexibility • Stronger integration across channels and functions • Effective sales management • Overcome resistance to change • Rewards that drive desired behaviours
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- 58. Human Resource Management (HRM)1 of 8 • Definition • Past view • Present view • Challenges • Strategic view • Technology and knowledge • Skills • Trends and issues in HRM Page 58
- 59. Human Resource Management (HRM)2 of 8 LINE MANAGEMENT • Line versus staff management • Major HR responsibilities Page 59
- 60. Human Resource Management (HRM)3 of 8 DISCIPLINES WITHIN HRM • The legal environment and diversity • Staffing • Learning & development • Employee relations • Labour and industrial relations • Compensation and benefits Page 60
- 61. Human Resource Management (HRM)4 of 8 DISCIPLINES WITHIN HRM • Safety and security • Ethics and sustainability Page 61
- 62. Human Resource Management (HRM)5 of 8 BEST PRACTICE • Employment security • Selective hiring • Self-managed teams/team working • High compensation contingent on organizational performance • Extensive training • Reduction in status difference • Sharing information
- 63. Human Resource Management (HRM)6 of 8 BUNDLE OF KEY PRACTICES • Careful recruitment and selection • Extensive remuneration systems • Team working and flexible job design • Learning & development • Employee involvement • Performance reviews with links to contingent reward systems Page 63
- 64. Human Resource Management (HRM)7 of 8 FACTORS AFFECTING HRM PRACTICES • External factors • Internal factors MODELS OF HRM OTHER VARIABLES Page 64
- 65. Human Resource Management (HRM)8 of 8 Page 6
- 66. Page 66 Return oninvestment
- 67. Return on investment1 of 3 • Talent management initiatives linked to greater shareholder return • Employee engagement linked to a business’s operating margin • Investment in leadership linked to financial performance Page 67
- 68. Return on investment2 of 3 EMPLOYEE LIFE CYCLE • Performance management • Engagement • Learning & development • Deployment • Retention • Succession planning Page 68
- 69. Return on investment3 of 3 PROFIT • Definition • How does HR link in? Page 69
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- 71. Self-service functionality 1of 2 EMPLOYEE • 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 goals and results • View career ladders and job definitions Page 71
- 72. Self-service functionality 2of 2 MANAGER • Register/approve training events for employees • Change salary • Determine bonus/variable compensation • Make/extend offers • Initiate/approve job requisitions • Perform succession-planning activities Page 72
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- 74. Remote working RECIPE FORSUCCESS • Having the right leader, capable of managing a remote team • Making optimal use of time during conference calls • Maintaining a dashboard that constantly and publicly shares progress and issues • Keeping everyone on point and on target for delivery Page 74
- 75. Page 75 Service deliveryissues
- 76. Service delivery issues1 of 2 • Talent and performance systems • Streamline business processes • Recruitment and staffing • More involvement in strategic business-driven issues • Training • Implement a new HRM system • Improve line managers’ people management capabilities
- 77. Service delivery issues2 of 2 • Compensation services and systems • Cost reduction related to HR administration • Upgrade the HR management system • Payroll and time management systems/services • Define or deploy human capital metrics and dashboards Page 77
- 78. Page 78 Changing thecurrent structure
- 79. Changing the currentstructure 1 of 3 REASONS FOR CHANGING • Realization of further efficiency potentials • Realization of synergies • Quality improvements • Cost savings • Globalization initiative • Change of business strategy • Business reorganization Page 79
- 80. Changing the currentstructure 2 of 3 ANTICIPATED CHANGES • Move to a shared services environment (SSE) • Bring additional services into the SSE • Outsource some or more functions • Move to a single HR organization • Decentralize HR Page 80
- 81. Changing the currentstructure 3 of 3 CANADA • US • Asia Pacific • Europe • Middle East/Africa Page 81
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- 83. HR planning 1of 7 • Definition • Benefits of good HR planning • Costs of poor or absent HR planning • Documenting the HR plan • Communicating the HR plan • HR planning model Page 83
- 84. HR planning 2of 7 THE HR PLANNING PROCESS • Develop and review the organizational profile • Forecasting your HR requirements • Forecasting your HR availability • Gap analysis • Planning HR initiatives • Measure/evaluate Page 84
- 85. HR planning 3of 7 • Occupations in Canada with a labour shortage • Supply-internal and external • Forecasting demand • Gap analysis and staffing tables • Possible scenarios • Ways to ensure legal compliance Page 85
- 86. HR planning 4of 7 FUTURE HR DEMAND • Trend analysis • Ratio analysis • Scatter plots • Regression analysis • Nominal group technique • Delphi technique Page 86
- 87. HR planning 5of 7 INTERNAL HR SUPPLY • Markov analysis • Skills and management inventories • Replacement charts and summaries • Succession planning Page 87
- 88. HR planning 6of 7 LABOUR SURPLUS • Hiring freeze • Downsizing through attrition • Early retirement buyout programs • Reduced hours through job sharing • Part-time work, work sharing or reduced work weeks • Leaves of absence • Termination of employment Page 88
- 89. HR planning 7of 7 HR SHORTAGE • Hiring employers • Employee transfers and promotions • Retention programs Page 89
- 90. Page 90 World’s MostAdmired Companies
- 91. World’s Most AdmiredCompanies 1 of 3 ESSENTIAL INGREDIENTS • Strategic excellence • Structures and processes that sustain performance over time • Achieving success through people • Placing a high value on leadership and talent Page 91
- 92. World’s Most AdmiredCompanies 2 of 3 PERFORMANCE DIMENSIONS • Innovation • Quality of management • Long-term investment value • Social responsibility to the community and the environment • Ability to attract, develop and retain talented people • Quality of products and services Page 92
- 93. World’s Most AdmiredCompanies 3 of 3 PERFORMANCE DIMENSIONS • Financial soundness • Wide use of corporate assets • Effectiveness in doing business globally Page 93
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- 95. Tomorrow’s HR professional1 of 3 • Shaper • Builder • Catalyst • Connector • Achiever Page 95
- 96. Tomorrow’s HR professional2 of 3 WHAT’S NEW? • Work models • People practices • Talent sources Page 96
- 97. Tomorrow’s HR professional3 of 3 SKILLS REQUIRED • Brand ambassador • Change agent • PR for HR • ROI focused • Strategic business partner attitude Page 97
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- 100. Page 100 Conclusion andquestions
- 101. Page 101 Conclusion andquestions Summary Videos Questions