This document provides an overview of various human resources topics including:
- Managing projects through project assurance to control costs and ensure milestones are met
- Strategic HR management and identifying the top HR projects of high-performing organizations
- Cost containment strategies such as pay freezes, hiring freezes, and temporary layoffs
- Security breaches and carrying out risk assessments to identify threats and vulnerabilities
- Influencing the CEO by speaking in their language, demonstrating business knowledge, and connecting HR to business issues
- Establishing a code of conduct to clarify expected behaviors and protect the organization
- Psychological factors affecting compliance such as short-term thinking and a lack of feedback
- HR policies and which policies to introduce regarding
What Personnel people need to know June 2011Timothy Holden
ย
Toronto Training and HR is a specialist training and human resources consultancy. The document discusses various HR topics including performance management, employee engagement, relocation, workforce analytics, workforce planning, the role of HR, achieving organizational fusion, qualities of HR leaders, and a charter for the future of work. It provides information on each topic in brief sections and ends with a conclusion and questions.
The document summarizes a survey of HR professionals on challenges facing the HR field over the next 10 years. The top three challenges were seen as retaining and rewarding employees, developing future leaders, and creating a culture that attracts top talent. Obtaining and optimizing human capital was viewed as the biggest investment challenge. Providing flexible work arrangements and promoting a culture of trust and fairness were viewed as most effective for attracting and retaining employees. Most respondents expected their workforce to grow in size and use more contract/temporary employees over the next 10 years.
Why arenโt you planning for success? - How a lack of strategic IT workforce p...Kelly Services
ย
This document discusses a survey conducted by Kelly Services on IT workforce planning. The survey found that over half of respondents had not created a strategic workforce plan in the last year to identify future IT staffing needs. While nearly 60% of IT leaders believed skills gaps would negatively impact their business, many organizations faced challenges implementing workforce planning due to issues like budget constraints and communication breakdowns between departments. The document recommends that organizations undertake strategic workforce planning, improve communication between business units and IT, and forecast emerging IT trends to develop their workforces for future needs.
In these full-employment times, managers are rightly focused on
reducing staff turnover. But most donโt realize that Staff Turnover
has a BIG brother, another talent-related challenge that could be
up to 2.5 times greater. It is the volume of unproductive time
resulting from internal collaboration overload and too many
ineffective or unnecessary internal meetings.
How we start our strategic partnership with clients? We usually run a HR due diligence project. Have a look at it and do not hesitate to contact me about details.
www.humanvalue.eu
Generalist:
Specialist:
Executive:
Employment:
Training and development:
Compensation/benefits:
Employee relations:
Reward productive work:
Offer a flexible, work-friendly environment:
Properly recruit and retain quality employees:
Provide effective communications:
Staffing:
Training and development:
Motivation:
Maintenance:
HR's role in this recession and the coming recoveryGerry Treuren
ย
What role can HR play in the current recession and the eventual recovery? An extended version of a presentation given at AHRI Practice Day in Adelaide, Australia, March 13, 2009, this paper argues that retention will be the real issue for clear-sighted HR managements, and that the main practice for responsible HR managers is business-driven workforce planning. Let me know what you think.
Richard L. Daft addresses themes and issues directly relevant to both the everyday demands and significant challenges facing businesses today. Comprehensive coverage helps develop managers able to look beyond traditional techniques and ideas to tap into a full breadth of management skills. With the best in proven management and new competencies that harness creativity, D.A.F.T. is Management!
What Personnel people need to know June 2011Timothy Holden
ย
Toronto Training and HR is a specialist training and human resources consultancy. The document discusses various HR topics including performance management, employee engagement, relocation, workforce analytics, workforce planning, the role of HR, achieving organizational fusion, qualities of HR leaders, and a charter for the future of work. It provides information on each topic in brief sections and ends with a conclusion and questions.
The document summarizes a survey of HR professionals on challenges facing the HR field over the next 10 years. The top three challenges were seen as retaining and rewarding employees, developing future leaders, and creating a culture that attracts top talent. Obtaining and optimizing human capital was viewed as the biggest investment challenge. Providing flexible work arrangements and promoting a culture of trust and fairness were viewed as most effective for attracting and retaining employees. Most respondents expected their workforce to grow in size and use more contract/temporary employees over the next 10 years.
Why arenโt you planning for success? - How a lack of strategic IT workforce p...Kelly Services
ย
This document discusses a survey conducted by Kelly Services on IT workforce planning. The survey found that over half of respondents had not created a strategic workforce plan in the last year to identify future IT staffing needs. While nearly 60% of IT leaders believed skills gaps would negatively impact their business, many organizations faced challenges implementing workforce planning due to issues like budget constraints and communication breakdowns between departments. The document recommends that organizations undertake strategic workforce planning, improve communication between business units and IT, and forecast emerging IT trends to develop their workforces for future needs.
In these full-employment times, managers are rightly focused on
reducing staff turnover. But most donโt realize that Staff Turnover
has a BIG brother, another talent-related challenge that could be
up to 2.5 times greater. It is the volume of unproductive time
resulting from internal collaboration overload and too many
ineffective or unnecessary internal meetings.
How we start our strategic partnership with clients? We usually run a HR due diligence project. Have a look at it and do not hesitate to contact me about details.
www.humanvalue.eu
Generalist:
Specialist:
Executive:
Employment:
Training and development:
Compensation/benefits:
Employee relations:
Reward productive work:
Offer a flexible, work-friendly environment:
Properly recruit and retain quality employees:
Provide effective communications:
Staffing:
Training and development:
Motivation:
Maintenance:
HR's role in this recession and the coming recoveryGerry Treuren
ย
What role can HR play in the current recession and the eventual recovery? An extended version of a presentation given at AHRI Practice Day in Adelaide, Australia, March 13, 2009, this paper argues that retention will be the real issue for clear-sighted HR managements, and that the main practice for responsible HR managers is business-driven workforce planning. Let me know what you think.
Richard L. Daft addresses themes and issues directly relevant to both the everyday demands and significant challenges facing businesses today. Comprehensive coverage helps develop managers able to look beyond traditional techniques and ideas to tap into a full breadth of management skills. With the best in proven management and new competencies that harness creativity, D.A.F.T. is Management!
Read seven success stories of businesses that
improved productivity, reduced
employment risks, and cut insurance and HR overhead outsourcing their human resource functions.
Frequently, a wide hole exists between the HR procedure of an association and what precisely is required by the business methodology on the HR front. Since the ability of the right demeanor and responsibility is needed to execute the technique, misalignment doesn't allow this reality to occur. The individuals who can impact the arrangement, regularly come way in front of others. Absence of viable Skills and Development. Associations hiring professionals with inconsistent degrees of abilities and ability is seen as another significant hindrance in adjusting the business and HR vital goal. In this unique situation, improper determination, recruiting, and preparing methodology leads towards helpless human asset advancement
Our Solution - "HR Risk Management" is an integrated 3 in 1 solution designed specifically for the SME Market to protect their business. The solution integrates iHR Consulting's web based portal with HR Knowledge & Content, HR Advisory & Consultation and EPLI providing SME's with an insurance cover up to RM100,000 for any wrongful dismissal claims including legal fees.
Due to a lack of understanding and expertise in HR most SME's continuously face employment related disputes - this poses significant threats in terms of productivity and financial burden to their businesses. One wrongful dismissal claim can pose financial threat of up to 24mths of the employees last drawn salary plus legal costs.
It is simple to protect your business - at iHR we give peace of mind to SME's.
iHR Consulting Sdn Bhd established in 2003 is a leading Human Resources Consulting and Advisory firm. Delivering a first to Malaysia in collaboration and as exclusive scheme manager to Tune Insurance Malaysia Berhad - Employers Practice Liability Insurance. A strong pedigree in HR services to over 200 small to medium sized business in Malaysia. Services include and not limited to, its member online HR Portal, HR Content and Knowledge management, HR advisory and transformation programs, Customised training, consultancy and payroll outsourcing.
HR departments will become more focused on the outcomes of their actions โ the effect
of what they do on the corporation versus the effect of what they do on HR.
The survey found that workplace conflict costs UK businesses ยฃ24 billion annually. It identified 5 key findings: 1) Conflict causes are often not recognized early, 2) HR spends significant time on conflict cases, 3) Managers lack intervention skills, allowing escalation, 4) Organizations are generally reactive rather than proactive on conflict, and 5) It is difficult to establish a business case for addressing conflict. Effective solutions include training managers in early intervention, using alternative dispute resolution, and presenting leadership with the tangible costs of conflict to the organization.
The document provides an overview of strategic workforce planning. It discusses that while 92% of companies do some workforce planning, only 21% take a strategic long-term approach. It then outlines a 6-step process for strategic workforce planning: 1) establish business strategy, 2) understand the labor market, 3) identify future talent needs, 4) assess current talent, 5) identify gaps, and 6) implement strategies to address gaps. The document emphasizes that strategic workforce planning is a continuous process that requires executive sponsorship.
Human Resources Essentials Toolkit for Non-HR Professionals (3)Angela Godfrey
ย
The document summarizes a training workshop on HR essentials for non-HR managers. The workshop covers six modules to help managers expand their skills in HR concepts and processes, including recruitment techniques, workplace policy, conflict resolution, employment law fundamentals, performance management, and developing leadership skills. It provides an overview of the topics and key learnings managers can expect in each module to effectively manage people. The workshop aims to give managers HR knowledge and tools to navigate compliance, develop high performing teams, and keep their organization out of legal trouble.
This document provides an assessment report for Gareth Trotman, evaluating his performance in simulated management situations and case studies. It includes details about Gareth such as his age, qualifications, current position as Head of Sales for Merchant Capital, and the date he completed the Evalex assessment. The report analyzes Gareth's responses to the simulations according to defined competencies and benchmarks his performance against over 9,000 managers in the Evalex database. Graphs and scores are provided to summarize Gareth's performance in key areas like decision making, general management, leadership, and emotional maturity.
Challenges in hr and hrm issues of nepalRoshan Sob
ย
The document discusses several challenges facing human resource management (HRM) in Nepal. Key challenges include managing a global workforce with differing cultures, laws, and customs; embracing new technologies like increased data storage and people working remotely; managing change driven by technology and globalization; developing and retaining human capital or employees' skills and talents; and responding to a changing market environment. Additional HR issues specific to Nepal include high employee turnover, diversity in the workplace, and lacking workplace culture and motivation. The document provides an overview of the complex issues facing HRM professionals in Nepal.
This document discusses people, strategy, and workforce planning. It covers several topics: allowing flexible working arrangements and compassion for employees' responsibilities outside of work during difficult times; developing an HR strategy aligned with the overall business strategy; and the need for workforce planning to ensure the right people are in the right roles. Workforce planning touches on attracting, recruiting, onboarding, developing, and retaining employees over their career lifecycle.
The document discusses the importance of HR risk management. It notes that human capital is the top concern for CEOs and that skills shortages pose major risks to businesses. Only a small percentage of companies feel they use HR optimally or that employees understand business strategy. The document then outlines objectives of HR risk management and the key steps in the HR risk management process. It provides examples of common HR risks in Africa and discusses the need for HR practices to be systematically integrated across organizations.
Strategic Workforce Planning (SWP) is the most sought after skill in talent management today. Master this critical skill so you can move your career and your organization's objectives forward simultaneously.
In this webinar you will learn:
The essential steps in SWP
How to identify talents gaps and
Actions to take to close those gaps.
And moreโฆ
The document discusses the role of HR in combating recession. It outlines several actions HR can take, including reassessing strategy and succession planning, designing policies and processes to support sustained growth, evaluating organizational structure and performance management, focusing recruiting efforts, implementing aggressive incentive plans, increasing training programs, engaging employees, reducing administrative costs, and considering outsourcing options. The overall role of HR is to unleash performance and commitment from employees during difficult economic times.
Top Five HR Process Integrations That Drive Business ValueSumTotal
ย
Integration is the new currency of HR. Empirical research reveals that improving HR process, technology, and data integration to eliminate silos and facilitate cross-functional reporting affords significant business benefits.
According to SumTotalโs 2010 State of Global People Management worldwide survey of human resources (HR) leaders, organizations with fully integrated HR and talent processes, systems, and data outperform those organizations that have not integrated by 41% across twelve key HR and business operating metrics.
There is little doubt that improving HR integration and eliminating silos affords significant benefits. Based on SumTotalโs global survey data, this whitepaper dives into the top five HR process integrations that provide organizations with the most business value: better internal, talent mobility, decreased voluntary turnover, better workforce alignment to overall business strategy, improved workforce productivity and faster on-boarding (time-to-productivity).
The document discusses innovation in human resource management (HRM). It outlines how the role of HR is changing due to technological advances and globalization. HR must play a more strategic role in organizations. New HRM trends include future skill mapping and changes in management culture due to global alignment. Technological changes impact skills needed and allow work to be done remotely. HR systems must be designed to focus on the organization's strategy, recruit globally, and offer flexible employment arrangements. Succession planning, talent management, and competency mapping are latest HR terms. HR must treat employees as resources and integrate their goals with the organization.
This document discusses the strategic management approach to human resource management (HRM). It outlines several key factors that influence HRM both internally and externally, including organizational strategy and goals, government regulations, the labor market, the economy, and work groups. The document also presents models for organizing HRM activities, such as the ARDM (Acquiring, Rewarding, Developing, Maintaining) model, and emphasizes the importance of taking a diagnostic approach to align HRM with business strategy and objectives.
The document discusses strategic planning and execution using the X-Matrix planning process. It provides an overview of the key components of the planning process, including establishing a vision and mission, analyzing the current reality and desired future state, identifying underlying contradictions, and developing strategic directions. It then summarizes MNASQ's previous and new vision and mission statements. The rest of the document focuses on applying the strategic planning model and concepts like Hoshin Kanri to MNASQ's strategic planning process.
- Performance appraisal is evaluating an employee's actual performance relative to standards. It ensures organizational, operational and personal fulfillment.
- The performance appraisal process includes setting standards, assessing performance, providing feedback, and revising standards.
- Common techniques include graphic rating scales, alternation ranking scales, critical incident reports, essay descriptions, management by objectives, and 360-degree feedback. Errors to avoid include biases and unclear standards.
This document discusses different types of relationships in the workplace, including manager-employee relationships, coworker relationships, mentoring relationships, romantic relationships, and employee-customer relationships. It covers topics like goal setting, communication styles and competence, power dynamics, and managing difficult situations for each relationship type. The document provides frameworks for analyzing different phases of mentoring relationships and addressing issues like sexual harassment that can arise from workplace romances.
FellowBuddy.com is an innovative platform that brings students together to share notes, exam papers, study guides, project reports and presentation for upcoming exams.
We connect Students who have an understanding of course material with Students who need help.
Benefits:-
# Students can catch up on notes they missed because of an absence.
# Underachievers can find peer developed notes that break down lecture and study material in a way that they can understand
# Students can earn better grades, save time and study effectively
Our Vision & Mission โ Simplifying Students Life
Our Belief โ โThe great breakthrough in your life comes when you realize it, that you can learn anything you need to learn; to accomplish any goal that you have set for yourself. This means there are no limits on what you can be, have or do.โ
Like Us - https://www.facebook.com/FellowBuddycom
Read seven success stories of businesses that
improved productivity, reduced
employment risks, and cut insurance and HR overhead outsourcing their human resource functions.
Frequently, a wide hole exists between the HR procedure of an association and what precisely is required by the business methodology on the HR front. Since the ability of the right demeanor and responsibility is needed to execute the technique, misalignment doesn't allow this reality to occur. The individuals who can impact the arrangement, regularly come way in front of others. Absence of viable Skills and Development. Associations hiring professionals with inconsistent degrees of abilities and ability is seen as another significant hindrance in adjusting the business and HR vital goal. In this unique situation, improper determination, recruiting, and preparing methodology leads towards helpless human asset advancement
Our Solution - "HR Risk Management" is an integrated 3 in 1 solution designed specifically for the SME Market to protect their business. The solution integrates iHR Consulting's web based portal with HR Knowledge & Content, HR Advisory & Consultation and EPLI providing SME's with an insurance cover up to RM100,000 for any wrongful dismissal claims including legal fees.
Due to a lack of understanding and expertise in HR most SME's continuously face employment related disputes - this poses significant threats in terms of productivity and financial burden to their businesses. One wrongful dismissal claim can pose financial threat of up to 24mths of the employees last drawn salary plus legal costs.
It is simple to protect your business - at iHR we give peace of mind to SME's.
iHR Consulting Sdn Bhd established in 2003 is a leading Human Resources Consulting and Advisory firm. Delivering a first to Malaysia in collaboration and as exclusive scheme manager to Tune Insurance Malaysia Berhad - Employers Practice Liability Insurance. A strong pedigree in HR services to over 200 small to medium sized business in Malaysia. Services include and not limited to, its member online HR Portal, HR Content and Knowledge management, HR advisory and transformation programs, Customised training, consultancy and payroll outsourcing.
HR departments will become more focused on the outcomes of their actions โ the effect
of what they do on the corporation versus the effect of what they do on HR.
The survey found that workplace conflict costs UK businesses ยฃ24 billion annually. It identified 5 key findings: 1) Conflict causes are often not recognized early, 2) HR spends significant time on conflict cases, 3) Managers lack intervention skills, allowing escalation, 4) Organizations are generally reactive rather than proactive on conflict, and 5) It is difficult to establish a business case for addressing conflict. Effective solutions include training managers in early intervention, using alternative dispute resolution, and presenting leadership with the tangible costs of conflict to the organization.
The document provides an overview of strategic workforce planning. It discusses that while 92% of companies do some workforce planning, only 21% take a strategic long-term approach. It then outlines a 6-step process for strategic workforce planning: 1) establish business strategy, 2) understand the labor market, 3) identify future talent needs, 4) assess current talent, 5) identify gaps, and 6) implement strategies to address gaps. The document emphasizes that strategic workforce planning is a continuous process that requires executive sponsorship.
Human Resources Essentials Toolkit for Non-HR Professionals (3)Angela Godfrey
ย
The document summarizes a training workshop on HR essentials for non-HR managers. The workshop covers six modules to help managers expand their skills in HR concepts and processes, including recruitment techniques, workplace policy, conflict resolution, employment law fundamentals, performance management, and developing leadership skills. It provides an overview of the topics and key learnings managers can expect in each module to effectively manage people. The workshop aims to give managers HR knowledge and tools to navigate compliance, develop high performing teams, and keep their organization out of legal trouble.
This document provides an assessment report for Gareth Trotman, evaluating his performance in simulated management situations and case studies. It includes details about Gareth such as his age, qualifications, current position as Head of Sales for Merchant Capital, and the date he completed the Evalex assessment. The report analyzes Gareth's responses to the simulations according to defined competencies and benchmarks his performance against over 9,000 managers in the Evalex database. Graphs and scores are provided to summarize Gareth's performance in key areas like decision making, general management, leadership, and emotional maturity.
Challenges in hr and hrm issues of nepalRoshan Sob
ย
The document discusses several challenges facing human resource management (HRM) in Nepal. Key challenges include managing a global workforce with differing cultures, laws, and customs; embracing new technologies like increased data storage and people working remotely; managing change driven by technology and globalization; developing and retaining human capital or employees' skills and talents; and responding to a changing market environment. Additional HR issues specific to Nepal include high employee turnover, diversity in the workplace, and lacking workplace culture and motivation. The document provides an overview of the complex issues facing HRM professionals in Nepal.
This document discusses people, strategy, and workforce planning. It covers several topics: allowing flexible working arrangements and compassion for employees' responsibilities outside of work during difficult times; developing an HR strategy aligned with the overall business strategy; and the need for workforce planning to ensure the right people are in the right roles. Workforce planning touches on attracting, recruiting, onboarding, developing, and retaining employees over their career lifecycle.
The document discusses the importance of HR risk management. It notes that human capital is the top concern for CEOs and that skills shortages pose major risks to businesses. Only a small percentage of companies feel they use HR optimally or that employees understand business strategy. The document then outlines objectives of HR risk management and the key steps in the HR risk management process. It provides examples of common HR risks in Africa and discusses the need for HR practices to be systematically integrated across organizations.
Strategic Workforce Planning (SWP) is the most sought after skill in talent management today. Master this critical skill so you can move your career and your organization's objectives forward simultaneously.
In this webinar you will learn:
The essential steps in SWP
How to identify talents gaps and
Actions to take to close those gaps.
And moreโฆ
The document discusses the role of HR in combating recession. It outlines several actions HR can take, including reassessing strategy and succession planning, designing policies and processes to support sustained growth, evaluating organizational structure and performance management, focusing recruiting efforts, implementing aggressive incentive plans, increasing training programs, engaging employees, reducing administrative costs, and considering outsourcing options. The overall role of HR is to unleash performance and commitment from employees during difficult economic times.
Top Five HR Process Integrations That Drive Business ValueSumTotal
ย
Integration is the new currency of HR. Empirical research reveals that improving HR process, technology, and data integration to eliminate silos and facilitate cross-functional reporting affords significant business benefits.
According to SumTotalโs 2010 State of Global People Management worldwide survey of human resources (HR) leaders, organizations with fully integrated HR and talent processes, systems, and data outperform those organizations that have not integrated by 41% across twelve key HR and business operating metrics.
There is little doubt that improving HR integration and eliminating silos affords significant benefits. Based on SumTotalโs global survey data, this whitepaper dives into the top five HR process integrations that provide organizations with the most business value: better internal, talent mobility, decreased voluntary turnover, better workforce alignment to overall business strategy, improved workforce productivity and faster on-boarding (time-to-productivity).
The document discusses innovation in human resource management (HRM). It outlines how the role of HR is changing due to technological advances and globalization. HR must play a more strategic role in organizations. New HRM trends include future skill mapping and changes in management culture due to global alignment. Technological changes impact skills needed and allow work to be done remotely. HR systems must be designed to focus on the organization's strategy, recruit globally, and offer flexible employment arrangements. Succession planning, talent management, and competency mapping are latest HR terms. HR must treat employees as resources and integrate their goals with the organization.
This document discusses the strategic management approach to human resource management (HRM). It outlines several key factors that influence HRM both internally and externally, including organizational strategy and goals, government regulations, the labor market, the economy, and work groups. The document also presents models for organizing HRM activities, such as the ARDM (Acquiring, Rewarding, Developing, Maintaining) model, and emphasizes the importance of taking a diagnostic approach to align HRM with business strategy and objectives.
The document discusses strategic planning and execution using the X-Matrix planning process. It provides an overview of the key components of the planning process, including establishing a vision and mission, analyzing the current reality and desired future state, identifying underlying contradictions, and developing strategic directions. It then summarizes MNASQ's previous and new vision and mission statements. The rest of the document focuses on applying the strategic planning model and concepts like Hoshin Kanri to MNASQ's strategic planning process.
- Performance appraisal is evaluating an employee's actual performance relative to standards. It ensures organizational, operational and personal fulfillment.
- The performance appraisal process includes setting standards, assessing performance, providing feedback, and revising standards.
- Common techniques include graphic rating scales, alternation ranking scales, critical incident reports, essay descriptions, management by objectives, and 360-degree feedback. Errors to avoid include biases and unclear standards.
This document discusses different types of relationships in the workplace, including manager-employee relationships, coworker relationships, mentoring relationships, romantic relationships, and employee-customer relationships. It covers topics like goal setting, communication styles and competence, power dynamics, and managing difficult situations for each relationship type. The document provides frameworks for analyzing different phases of mentoring relationships and addressing issues like sexual harassment that can arise from workplace romances.
FellowBuddy.com is an innovative platform that brings students together to share notes, exam papers, study guides, project reports and presentation for upcoming exams.
We connect Students who have an understanding of course material with Students who need help.
Benefits:-
# Students can catch up on notes they missed because of an absence.
# Underachievers can find peer developed notes that break down lecture and study material in a way that they can understand
# Students can earn better grades, save time and study effectively
Our Vision & Mission โ Simplifying Students Life
Our Belief โ โThe great breakthrough in your life comes when you realize it, that you can learn anything you need to learn; to accomplish any goal that you have set for yourself. This means there are no limits on what you can be, have or do.โ
Like Us - https://www.facebook.com/FellowBuddycom
Gary Browning the Chief Executive of Penna PLC, sets out his thoughts on the future issues in people development and for HR professionals, gained through his many years of experience of working with the private and public sector HR leaders.
This document discusses human resource development and how it can be used to measurably impact business performance. It defines HR development as using data, deliberate methodology, and research to impact the bottom line through the HR function. The document outlines a strategic analysis process for HR development, including identifying the target market, unique value propositions, supporting employee behaviors, and aligning HR strategies. It also discusses identifying and closing performance gaps to better support organizational goals. The importance of using empirical research rather than just benchmarks is emphasized.
This document provides an overview of recent trends in learning and development. It discusses different styles of learning, conditions needed for learning, frameworks for evaluating learning programs, priorities for learning technology, developing a learning culture, and shifts affecting the field. The document aims to help learning and development professionals stay up to date on industry best practices.
This document provides an overview of performance management. It defines performance management as the continuous process of identifying, measuring, and developing employee performance to align with organizational strategic goals. An ideal performance management system is described as having 14 characteristics, including being congruent with organizational strategy, meaningful, specific, and fair. The document also discusses the purposes of performance management systems, types of rewards, issues like counterproductive work behavior, and integrating performance management with other HR activities.
Workshop HRD & Talent Development towards a more contemporary Talent 2.0 mindsetAlexander Crรฉpin
ย
This document discusses the need for HR and talent development to adopt a more contemporary mindset to keep up with changes brought by technologies like social media and the internet. It notes that the modern career paradigm requires individuals to take responsibility for their lifelong learning and employability. Web 2.0 and online learning have created a global village where learning is continuous, sharing knowledge is easy, and individuals can curate their own learning experiences. HR and talent development practices need to shift focus from controlling employees to fostering guidance and allowing individuals to learn through networks in a learnscape.
HR Business Partnership: Do our business partners really hear us? Oliver C. Requilman
ย
HR Business Partnership is all about strategic thinking; it is never meant to be a strategic function. It is a tactical role that requires strategic mindset.
Exit interviews provide valuable feedback from departing employees about their reasons for leaving and their experience working at an organization. They can identify factors that negatively impact employee retention like lack of career growth, low morale, and poor work-life balance. Conducting exit interviews, along with follow up analysis and implementing improvements, can help reduce turnover and strengthen employee engagement. While exit interviews traditionally occur at departure, stay interviews conducted periodically with current staff can also provide useful insights for retaining top talent. When used effectively, exit and stay interviews are important tools for organizational learning and improvement.
Kierstin De West's presentation from Compost Modern 2011: Design and Sustainability Storytelling. Understanding the People + Brands + Sustainability equation and the role for designers.
Talent acquisition involves attracting, selecting, and onboarding talented individuals who are aligned with the business strategy and possess the required competencies. It is part of an overall talent management strategy that aims to have the right people in the right jobs at the right time. The talent acquisition process includes defining needs, sourcing candidates, application screening and interviews, making offers, and notifying non-selected candidates. Effective talent acquisition requires considering both the person-job fit and person-organization fit to identify individuals who will integrate and perform well.
Five Steps to a world class onboarding program presentationEmilyBennington
ย
Onboarding is gaining a lot of traction in business lately โ and for good reason. When implemented effectively, onboarding programs have been proven to dramatically reduce expenses by helping your new staff assimilate faster, stay longer, and deliver better. For mid-to-senior level managers who want to learn how it works - including best practices from companies that are getting it right โ this presentation is a must-attend. Emily Bennington, coauthor of Effective Immediately: How to Fit In, Stand Out, and Move Up at Your First Real Job, will show you how to design and implement a successful onboarding program for your intern and new grad hires that will address both YOUR organizational goals and THEIR career planning needs. Youโve made a significant investment recruiting top talent, right? So keep the promise youโve made during the hiring cycle and give them the best possible chance to succeed in your organization FROM BEFORE DAY ONE.
The document discusses the evolving strategic role of human resource management. It explains that strategic HR involves aligning practices and policies to achieve organizational objectives and integrate HR programs within the larger business strategy. It also outlines various roles HR can assume, such as being a knowledge facilitator and relationship builder. Key competencies for HR to act as a true strategic partner are discussed as well.
Strategic human resource management (SHRM) involves aligning human resource policies and practices with a company's strategic goals. It is part of the strategic planning process where a company determines its long term goals and how to achieve them given internal/external factors. SHRM means developing employee competencies through practices like training to help the company execute its strategies. The strategic management process involves analyzing strengths/weaknesses, opportunities/threats, setting goals and strategies, implementing plans, and evaluating performance.
Talent Management Power Point PresentationEdwardsBuice
ย
The panel discussion focused on optimizing talent management practices to address future business needs. George Langlois discussed key components of top companies' talent management systems, including performance management, emerging leader development, and retention of critical skills. Lori Muehling outlined considerations for reviewing talent practices, such as driving toward excellence and prioritizing gaps. Carl Kutsmode explained how workforce analytics can provide talent intelligence to inform decisions and ensure goals are met, for example by analyzing succession readiness and projected talent needs.
HR Business Partner: Roles and ResponsibilitiesCreativeHRM
ย
Dave Ulrich changed Human Resources. He described completely new HR Model. He introduced several roles, which HR has to act. The HR Business Partner is the key role in his concept.
The HR Business Partner is the front office role of HR and the HR Business Partner has to understand the business he or she supports. The HRBP has to understand to all HR processes and has to be able to negotiate the win-win consensus with internal clients.
What are the most common roles and responsibilities of the HR business partner? How should you implement the Dave Ulrich's HR Model in your organization?
Strategic human resource management (HRM) refers to aligning an organization's human resource strategies and policies with its business strategies and objectives. The document discusses various aspects of strategic HRM including definitions of strategy, the need for strategic HRM, strategic analysis in HRM, competitive strategy, stages of strategic management, and the relationship between strategy and HRM. It also covers human resource investments such as in training and development, job security, health, and differently-abled employees. The human resource environment including trends in technology, demographics, values and management are important considerations in strategic HRM.
David Ulrich is a true HR Management Guru. His HR Model and his HR Roles and Responsibilities changed Human Resources as we know it.
The key HR Roles in the organization are:
HR Business Partner
Change Agent
Administration Expert
Employee Advocate
This HR Roles define the strategic framework for Human Resources Functions all around the Globe. The modern HR Management is defined using these simply defined roles to identify key tasks, goals and objectives for Human Resources in the organization.
David Ulrich defined the basic scope for Human Resources to become a strategic partner for the top executives in the company. The roles are strongly interconnected, but they deliver the real value added to the company, which is seen and valued by both management and employees.
The modern HR Department cannot exist without a well defined HR Model. The HR Model describes how responsibilities are split between HR units and employees in Human Resources. It defines how key HR tasks will be delivered and who will be accountable for the delivery.
Get more bang for your buck when hiring in Toronto January 2012Timothy Holden
ย
The document provides an overview of human resources and recruitment topics including recruitment strategies, HR planning, evaluation methods, psychological testing, job design, job descriptions, innovative recruitment ideas, and the stages involved in offering a job. It discusses these topics in 3 sentences or less for each section or subsection.
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What HR people need to know April 2012
1. What HR people need to know
by Toronto Training and HR
April 2012
2. 3-4 Introduction to Toronto Training and HR
5-6 What is HR there for?
7-9 Managing projects through project assurance
Contents 10-12
13-14
Project management in HR
Strategic HR management
15-16 Cost containment or cost reduction strategies
17-20 Security breaches
21-24 Influencing the CEO
25-26 Emotion at work
27-31 Establishing a code of conduct
32-33 Gathering evidence before a tribunal
34-36 Psychological factors affecting compliance
37-41 HR policies
42-43 Insight-led HR
44-46 Managing the workforce in a difficult economy
47-49 Western financial turmoil
50-52 Working with the IT department
53-54 Human capital
55-57 Potential GDP
58-61 Return on investment
62-63 Implementing a balanced scorecard
64-65 Aging workforce
66-67 Creating a vibrant workplace
68-72 Challenges for the HR leader
73-81 Shared services
82-83 Multiple locations
84-86 Knowledge workers
87-90 The future of work
91-93 New ways of working
94-96 Being a successful HR professional
97-98 Drill
99-100 Conclusion and questions
4. Introduction to Toronto Training
and HR
โข Toronto Training and HR is a specialist training and human
resources consultancy headed by Timothy Holden
โข 10 years in banking
โข 10 years in training and human resources
โข Freelance practitioner since 2006
โข 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
8. Managing projects through project
assurance 1 of 2
THIS WILL HELP:
Control/reduce project costs
Ensure milestones are met
Minimize surprises
Provide objective analysis
Provide peace of mind and trust among executives
and project team members
Page 8
9. Managing projects through project
assurance 2 of 2
METHODOLOGIES ARE BASED ON:
Identify the real issues
Set realistic time frames
Align the work streams
Look beyond the indicators
Manage the expectations
Seek objectivity
Page 9
11. Project management in HR 1 of 2
Number of Number of
projects projects
undertaken is undertaken is
below average below
average
Above average UNDERLEVERAGED GOOD
satisfaction with PRACTICE
projects
Below average DIFFICULT TOPICS POORLY
satisfaction with MANAGED
projects
Page 11
12. Project management in HR 2 of 2
Five most frequent HR projects
Top ten HR projects of high-performing
organizations
Page 12
18. Security breaches 1 of 3
Carry out a risk assessment to decide on the threats
you might be facing and their likelihood-identify your
vulnerabilities and the potential impact of
exploitation
If acquiring or extending premises, consider security
at the planning stage-it will be cheaper and more
effective than adding measures later
Make security awareness part of the organizationโs
culture and ensure security is represented at a
senior level
Page 18
19. Security breaches 2 of 3
Ensure good basic housekeeping throughout your
premises-keep public areas tidy and well-lit
Keep access points to a minimum and issue
employees and visitors with passes-where possible
do not allow unauthorized vehicles close to the
building
Install appropriate physical measures such as locks,
alarms, CCTV surveillance, complementary lighting
and glazing protection
Examine your mail-handling procedures
Page 19
20. Security breaches 3 of 3
When hiring employees or appointing contractors,
check identities and follow up references
Consider how best to protect information and take
proper IT security precautions-examine methods to
dispose of confidential waste
Plan and test business continuity plans, ensuring
that you can continue to function without access to
the main premises and IT systems
Page 20
22. Influencing the CEO 1 of 3
Do you have the credentials?
Have you done your homework?
Do you tell them what they want to hear?
Do you speak their language?
What is your read on employees?
How often does your CEO hear from you?
Can you adapt quickly?
Page 22
23. Influencing the CEO 2 of 3
Talk the talk; speak like a CEO
Follow more closely the career path of a CEO
Grab any opportunity to get more involved in
business planning
Demonstrate analytical and numerical skills to
eradicate any misconceptions about HR as โsoftโ
Build confidence through broadening knowledge,
particularly of the business issues affecting the
organization
Page 23
24. Influencing the CEO 3 of 3
Join other boards as NEDs wherever possible
Use key issues such as succession planning as a
platform to engage more directly with members of
the board and connect HR expertise to wider
business issues
Page 24
26. Emotion at work
What are emotions?
Feeling emotions at the workplace
Good and bad emotions
Are emotions and consequences the same for
everyone?
Page 26
28. Establishing a code of conduct
1 of 4
REASONS TO ESTABLISH:
Clarifies what behaviour is expected from all
employees
Provides a basis on which to hold employees
members accountable for their behaviour
Protects the organization in case of an individual
employeeโs misconduct
May be required by an organizationโs board of
directors
Page 28
29. Establishing a code of conduct
2 of 4
REASONS TO ESTABLISH:
Fulfils the organizationโs obligation to protect the
rights of employees, steward the resources of the
organization, and uphold the reputation of
the organization
Page 29
30. Establishing a code of conduct
3 of 4
WHAT MAY BE COVERED:
Embezzlement/fraud
Falsification of contracts, reports, or records
Improper supplier or contractor activity
Theft
Harassment (sexual or otherwise), discrimination,
physical or verbal abuse, intimidation, favouritism,
or exploitative sexual relations
Page 30
31. Establishing a code of conduct
4 of 4
WHAT MAY BE COVERED:
Inappropriate use of resources
Gifts and solicitations
Other illegal or criminal use of organization
property or assets
Kickbacks, bribery, or the pay or giving of anything
of value to a government official directly or
indirectly for the purpose of securing an
improper advantage
Page 31
33. Gathering evidence before a
tribunal
The legal framework
Know the types of evidence
Ensure evidence is credible
Distinguish fact from opinion
Keep records
Page 33
35. Psychological factors affecting
compliance 1 of 2
The overwhelming attractiveness of short-term
goals in an immediate context
The belief that success recognition depends on
goal achievement
A lack of alignment of organizational objectives
Actions speak louder than words
People are strongly influenced by local culture
norms of behaviour
Page 35
36. Psychological factors affecting
compliance 2 of 2
WHAT CAN BE DONE?
Strengthen weak feedback loops
Reward effort and progress as well as achievement
Move from either/or to both/and
Model what you want
Build the culture to support your objectives
Page 36
38. HR policies 1 of 4
Definitions
Link between HR policies, procedures and strategy
Page 38
39. HR policies 2 of 4
REASONS TO INTRODUCE OR REVIEW POLICIES
The need to reflect and comply with existing or
new legislation, including European directives and
case law
To support business strategy
To follow the latest developments in effective
people management
In dealing with internal change
In complying with head office/parent-company
rules to keep up with competitors
Page 39
40. HR policies 3 of 4
REASONS TO INTRODUCE OR REVIEW POLICIES
For smaller organizations, a desire to develop a
more formal and consistent approach that will
meet their needs as they grow and develop
Page 40
41. HR policies 4 of 4
WHICH HR POLICIES SHOULD BE INTRODUCED
Before employment
During employment
Ending employment
Page 41
45. Managing the workforce in a
difficult economy 1 of 2
Think long term
Maintain employee engagement
Strengthen line management capability
Support employeesโ health and wellbeing
Develop a strategy for layoffs so itโs there when
you need it
Think about ways to minimize layoffs if
workforce reductions are inevitable
Page 45
46. Managing the workforce in a
difficult economy 2 of 2
Consult with your workforce and employee
representatives
Establish fair and objective selection criteria that
will help you to retain key people
Help laid off employees find other work
Plan for the future
Page 46
48. Western financial turmoil 1 of 2
Failing of major financial institutions and
tightening of credit
Continuing corporate layoffs and rising
unemployment
Bottoming out of the housing market and loss of
retirement funds
Shrinking or disappearing bonuses and salary
cuts and freezes
Page 48
49. Western financial turmoil 2 of 2
Massive layoffs not seen since the 1930s
Second round coming?
Continuous pressure to cut expenses, find
efficiencies, and do more with less
More work with fewer people
Eroding company loyalty
Employee engagement issues
Survivor syndrome
Page 49
51. Working with the IT department
1 of 2
Block headhunters, corporate recruiters, etc. by
providing their email addresses to IT-bulk
change email addresses of your employees so
that recruiters cannot easily figure out
Block all your competitors career
center/interview follow-up addresses
Deny external web access to all corporate
telephone directories, organization charts, email
listings, etc.
Page 51
52. Working with the IT department
2 of 2
Get IT to obtain a phone answering service for
your company that is centralized to a few key
resources that are trained to protect your
companies talent from headhunters and other
talent or intellectual property thieves
If threats from competitors are taking place,
look into receiving a copy of all the competitors
email into one folder where you can have a
team member assess the threat
Page 52
54. Human capital
Areas for human capital oversight
Roles and capabilities in people governance
Roles for the HR President or HR Director
People management issues at board level
The reasons why boards take human capital
seriously
Challenges ahead
Questions to ask
Emerging capabilities
Page 54
56. Potential GDP 1 of 2
DETERMINED BY FACTORS INCLUDING
The amount of work people are able and willing
to put in, which will depend in turn on human
resources: the size of the population, how many
people in the population can or want to work,
and how many hours they work
The amount of physical capital people use in
their work which enables them to produce more
in each hour of work
Page 56
57. Potential GDP 2 of 2
DETERMINED BY FACTORS INCLUDING
The level of skill (โhuman capitalโ) people use in
their work which enables them to produce more
in each hour of work
The state of technology and knowledge which
improves the quality of the physical capital
people use in their work
The range of techniques which enables people
to produce more in each hour of work
Page 57
59. Return on investment 1 of 3
HR PROGRAM VALUE CHAIN
0. INPUT-Measures input such as volume and
efficiencies
1. REACTION & PLANNED ACTION-Measures
participant reaction to the program
and captures planned actions
2. LEARNING-Measures changes in knowledge,
skills, and attitudes
Page 59
60. Return on investment 2 of 3
HR PROGRAM VALUE CHAIN
3. APPLICATION-Measures changes in on-the-
job behaviour or actions
4. BUSINESS IMPACT-Captures changes in
business impact measures
5. ROI-Compares program benefits to the costs
Page 60
61. Return on investment 3 of 3
TYPES OF DATA COLLECTED
Reaction and planned action
Learning and confidence
Application and implementation
Business impact
Return on investment
Intangible benefit
Page 61
67. Creating a vibrant workplace
Long-term holistic view
Link HR and CSR
Strengthen the culture
Tap into the employee experience
Cultivate future capabilities
Beyond the triple bottom line
Page 67
69. Challenges for the HR leader 1 of 4
Senior management
Program participants
Within the HR department
Page 69
70. Challenges for the HR leader 2 of 4
THE NEXT TEN YEARS
Retaining and rewarding the best people
Creating a corporate culture to attract the best
to the organization
Finding people with the increasingly specialized
skills needed
Finding the right people in the right markets
Developing the next generation of leaders
Page 70
71. Challenges for the HR leader 3 of 4
QUESTIONS TO ASK
How often do you put yourself on the front lines
of your business?
Is it time to take a line role to gain business
experience?
Do you know your way around the P&L of your
business?
Do your colleagues look to you for wise advice
and counsel?
Page 71
72. Challenges for the HR leader 4 of 4
QUESTIONS TO ASK
Do you have the skills and resources you need to
help your organization change/grow/prosper?
How do you keep track of social trends and
legislative change? How do you communicate
these to your colleagues and CEO and gain buy-
in for programs to address them?
Do you know what your CEO and your business
require from you? How well are you meeting your
businessโs real needs?
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76. Shared services 3 of 8
BENEFITS
Improved timeliness of transactions
Higher levels of transaction accuracy
Potential drop in workload
Page 76
77. Shared services 4 of 8
Common across Unique across
businesses businesses
High strategic MAY OR MAY NOT UNLIKELY TO BE
value to the BE SHARED SHARED
organization
Low strategic MOST LIKELY TO MAY OR MAY NOT
value to the BE SHARED BE SHARED
organization
Page 77
78. Shared services 5 of 8
GLOBAL TRENDS
Consistency and quality, not cost, are the
leading drivers for implementing global shared
services
HR organizations are increasingly focused on
customer-centric models
Outsourcing remains an important component of
the HR service delivery strategy
Page 78
79. Shared services 6 of 8
GLOBAL TRENDS
Program standardization is a prerequisite to
successful shared services design
Many companies employ a globally coordinated
strategy with regional service centres
Rigorous change management, centred on HR
itself, is a critical success factor
Page 79
80. Shared services 7 of 8
LESSONS LEARNED
Understand your organizationโs starting point
Ensure strong business leadership and
sponsorship
Donโt underestimate the time it takes to change
minds among the HR community
Page 80
81. Shared services 8 of 8
EFFECTIVE DESIGN AND IMPLEMENTATION
Create a compelling shared services vision
Gain senior leadership support for vision
Create clear blueprint of globally coordinated
approach
Determine governance structure for global
decision making
Execute a robust change management plan
Gather metrics to track progress and
measure success
Page 81
85. Knowledge workers 1 of 2
MINING INDUSTRY
Definition
How knowledge workers contribute
Education
Characteristics mentioned by stakeholders
List of occupations and industries
Age distribution
Gender
Page 85
86. Knowledge workers 2 of 2
MINING INDUSTRY
Immigrant status
Educational attainment
Universities offering relevant courses
Flow of knowledge workers into the industry
Areas of concern for current and future
knowledge workers
Primary motivators
Recommendations for the future
Page 86
95. Being a successful HR professional
1 of 2
Questions to ask
Being a psychologist and a detective
Speaking the language of business
Merging qualitative abilities with quantitative
skills
Opinion leaders
An appropriate mind-set
Self-assessment
Page 95
96. Being a successful HR professional
2 of 2
Behavioural economist
Choice architect
Quant
Page 96