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Half day open training event held in Toronto.
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Developing and executing an effective strategy
by Toronto Training and HR
May 2012
Contents
3-4 Introduction to Toronto Training and HR
5-7 Types of business strategy8-9 Conversations around strategy10-11Competitive advantage12-15Behaviours required16-17Silent killers18-23HR strategy24-26Recruitment and selection strategy27-30Learning & development strategy31-33Recognition and reward strategies34-35Employer brand strategy36-39Social media strategy40-41Sales compensation strategies42-43Resource-based strategy44-47Leadership48-49Drill50-51Conclusion and questions
Page 3
Introduction
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 event design- Training event delivery- Reducing costs- Saving time- Improving employee engagement &
morale- Services for job seekers
Page 5
Types of business strategy
Page 6
Types of business strategy 1 of 2
DefenderProspectorAnalyser
Reactor
Page 7
Types of business strategy 2 of 2
Cost leadershipDifferentiation
Page 8
Conversations around strategy
Page 9
Conversations around strategy
What is strategy and how do you create it?What roles should employees at differentlevels play in strategy?
Page 10
Competitive intelligence
Page 11
Competitive intelligenceBe proactiveWhat’s it for?Make it action-basedStart with what’s publishedFind primary sourcesListen and observeBuild a pictureBe timelyKeep your nose cleanThink counter-intelligence
Page 12
Behaviours required
Page 13
Behaviours required 1 of 3
LEADERS; CREATE STRATEGYAspireEvaluateIntegrateOptimizeUphold
Page 14
Behaviours required 2 of 3
MANAGERS; RESPONSIBILITY FOR STRATEGYAlignEducateInformOrganizeUtilize
Page 15
Behaviours required 3 of 3
FRONT-LINE EMPLOYEES; SUCCESSFUL EXECUTION OF STRATEGYApplyEngageInnovateOwnUnderstand
Page 16
Silent killers
Page 17
Silent killers
Quality of directionQuality of learningQuality of implementation
Page 18
HR strategy
Page 19
HR strategy 1 of 5
Recruitment and retentionCompensationPerformance managementTraining and developmentSuccession planning
Page 20
HR strategy 2 of 5
SOCIAL HR INITIATIVESIdentifying your purposeEngagementResearchAlertingSupport
Page 21
HR strategy 3 of 5HR PLANNINGScanning the horizon to see what likely changes are coming up and what are the implications for staffingExamining the supply of labour within the organization in terms of age, experience, qualifications, pay, conditions and performance of existing employeesMaking a comparison between the demand and supply of applicants
Page 22
HR strategy 4 of 5HR PLANNING-QUESTIONS TO ASKAccommodationCostsCultureDevelopmentIndustrial relationsLayoffsOrganization developmentOutplacement
Page 23
HR strategy 5 of 5HR PLANNING-QUESTIONS TO ASKPromotionsProductivityRecruitmentRetirementReward systemsTraining and retrainingTransferWorking practices
Page 24
Recruitment and selection strategy
Page 25
Recruitment and selection strategy 1 of 2
PRIMARY FEATURESRecruitment and selection practices should reflect the organization’s strategic plansA long-term focus should be apparentA bridging mechanism for translating long-term plans and organizational priorities into practical recruitment and selection policies/practices
Page 26
Recruitment and selection strategy 2 of 2
SECONDARY FEATURESSophisticated and complex approach to recruitment and selection with a wide array of methods usedRecruitment and selection processes which are accorded high status as activities within the organizationThe use of practices which are clearly sensitive to the impact on candidates
Page 27
Learning & development strategy
Page 28
Learning & development strategy 1 of 3
Horizontal integrationVertical integration
Page 29
Learning & development strategy 2 of 3
Corporate strategic levelBusiness unit/managerial levelOperational level
Page 30
Learning & development strategy 3 of 3
HOW TO GO ABOUT IT:Allocate responsibility for L&D strategy developmentClarify organizational missionExplore core organizational identity and valuesCarry out SWOT or PESTLE analysis to identify the strategic issues facing the organizationAgree a strategyProduce a strategic plan
Page 31
Recognition and reward strategies
Page 32
Recognition and reward strategies 1 of 2
RECOGNIZE AND REWARD PEOPLE THAT:Particularly demonstrate or contribute to core values/attributesCome up with outstanding ideas for improvement or that impact significantly on revenue or cost-savingShare relevant knowledge and best practice with other members of the team that leads to marked improvements in performance
Page 33
Recognition and reward strategies 2 of 2
RECOGNIZE AND REWARD PEOPLE THAT:Achieve professional qualifications etc. that enhance their ability to deliver projects
Page 34
Employer brand strategy
Page 35
Employer brand strategy
HOW IS IT DEVELOPED?Market researchProduct researchMarketing method researchMotivational researchAttitude surveys
Page 36
Social media strategy
Page 37
Social media strategy 1 of 3
ACCEPTANCE LEVELS OF SOCIAL NETWORKSCreatorsCriticsCollectorsJoinersSpectatorsInactives
Page 38
Social media strategy 2 of 3
Research and listenCreating strategy
Page 39
Social media strategy 3 of 3
External social strategyDiversifyStay up to date with technologyRegularly monitor progressMeasurable ROIsInternal social strategyExecutive buy-in and commitmentGrassroots v systematic approachIntended audience
Page 40
Sales compensation strategies
Page 41
Sales compensation strategies
Clarify business/strategic objectives Assess current plans Define objectives of sales plan Assess eligibility of jobs Establish compensation levels Select performance measures and weightings Develop the formula(s)
Page 42
Resource-based strategy
Page 43
Resource-based strategy
ValuableRareInimitableNon-substitutable
Page 44
Leadership
Page 45
Leadership 1 of 3DEFINE A CLEAR SET OF KNOWLEDGE, SKILLS AND BEHAVIOURS:A common ‘standard’ of what an effective leader of people looks like, understood at all levels across the organization, which could then contribute to a continued consistent approach to leading others and continuing development
Page 46
Leadership 2 of 3DEFINE A CLEAR SET OF KNOWLEDGE, SKILLS AND BEHAVIOURS:A fair and transparent approach to the recruitment, selection and development of future leadership roles, as there would be a list of specific leadership skills against which to select and develop people
Page 47
Leadership 3 of 3DEFINE A CLEAR SET OF KNOWLEDGE, SKILLS AND BEHAVIOURS:Development of effective processes to support leadership training, learning and development in these areas, and identification of learning and development needs which can then feed into future training plansIncreased effectiveness of performance evaluation and development of leaders
Page 48
Drill
Page 49
Drill
Page 50
Conclusion and questions
Page 51
Conclusion and questions
SummaryVideosQuestions
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