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One day open training event held in Mississauga in Canada.
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What HR people need to know
by Toronto Training and HR
April 2013
Page 2
CONTENTS3-4 Introduction to Toronto Training and HR 47-48 Fast-track to the top5-6 Perception of HR 49-50 Deploying workforce reporting
and 7-8 Contribution of the various HR roles analytics9-10 Avoiding costly HR mistakes 51-52 Clouds in the forecast11-14Foundations of business savvy 53-54 Stay in front with an
effective sales 15-16Role of HR in business strategy force 17-18Components of strategic HR 55-56 Drill C19-20Talent plan vs. workplace strategy 57-65 Human Resource Management 21-22Strategy for mobile devices and social media (HRM) 23-24Drill A 66-69 Return on investment 25-26Fundamental HR competencies 70-72 Self-service functionality 27-28Changing priorities 73-74 Remote working29-30Employee surveys 75-77 Service delivery issues
31-32Auditing existing HR policies 78-81 Changing the current
structure 33-34Effect of talent constraints 82-89 HR planning35-36Outsourcing for cost optimization 90-93 World’s Most Admired
Companies 37-38Work measurement programs 94-97 Tomorrow’s HR
professional39-40Avoiding union-led disruptions 98-99 Case studies41-42Drill B 100-101 Conclusion and questions43-44Helping the President achieve growth45-46Operation globalization
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 banking10 years in training and human resourcesFreelance practitioner since 2006The core services provided by Toronto Training and HR are:
Training event designTraining event deliveryReducing costs, saving time plus improving employee engagement and moraleServices for job seekers
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Perception of HR
Page 6
Perception of HR• Agony Aunt• Paper pushers• Employee’s best friend• Talent officer• Vanish in air
Page 7
Contribution of the various HR roles
Contribution of the various HR roles
• Strategic partner• Change champion• Employee champion• Administrative expert
Page 8
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Avoiding costly HR mistakes
Page 10
Avoiding costly HR mistakes• 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 11
Foundations of business savvy
Foundations of business savvy 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 challengePage 12
Foundations of business savvy 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
Foundations of business savvy 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 developing HR practices
Page 15
Role of HR in business strategy
Role of HR in business strategy• Full partner• Input role• Implementation role• No role
Page 16
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Components of strategic HR
Components of strategic HR• Structure• Roles • Competencies
Page 18
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Talent plan vs. workforce strategy
Page 20
Talent plan vs. workforce strategy
• Goal• Focus• Value• Ownership
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Strategy for mobile devices and social
media
Strategy for mobile devices 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
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Page 23
Drill A
Page 24
Drill A
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Fundamental HR competencies
Page 26
Fundamental HR competencies
• Outside/in• Business/people• Individual/
organizational• Event/sustainability
over time• Past/future• Administrative/
strategic
Page 27
Changing priorities
Page 28
Changing priorities• Last five years• Now• Next five years
Page 29
Employee surveys
Page 30
Employee surveys• Conditions for
conducting a survey• Types of instruments• Feedback• Frequently
encountered problems
Page 31
Auditing existing HR practices
Auditing existing HR practices• HR expertise• Hiring• Onboarding and orientation• Performance management• Employee retention• Discipline and termination• Compliance• Benefits
Page 32
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Effect of talent constraints
Effect of talent constraints• 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
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Outsourcing for cost optimization
Outsourcing for cost optimization
• Employee engagement• Employee shared services• Learning & development• Recruitment process
Page 36
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Work measurement programs
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
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Avoiding union-led disruptions
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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Drill B
Page 42
Drill B
Page 43
Helping the President achieve growth
Helping the President achieve 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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Operation globalization
Operation globalization• Invest in 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
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Page 47
Fast-track to the top
Fast-track to the top• Work to avoid a leadership
backlash• Align development
activities with leadership strategy
• Walk the talk
• What makes a good leader?
• Attributes
Page 48
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Deploying workforce reporting and analytics
Deploying workforce reporting and 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
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Clouds in the forecast
Clouds in the forecast • Mind the organization• Create a cloud culture• Attract, manage and
develop cloud-savvy talent• Develop cloud-savvy
leaders• Prepare for warp speed
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Page 53
Stay in front with an effective sales force
Stay in front with 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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Drill C
Page 56
Drill C
Page 57
Human Resource Management (HRM)
Page 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 59
Human Resource Management (HRM) 2 of 8
LINE MANAGEMENT• Line versus staff
management• Major HR
responsibilities
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
benefitsPage 60
Human Resource Management (HRM) 4 of 8
DISCIPLINES WITHIN HRM• Safety and security• Ethics and
sustainability
Page 61
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
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
Human Resource Management (HRM) 7 of 8
FACTORS AFFECTING HRM PRACTICES• External factors• Internal factors
MODELS OF HRM
OTHER VARIABLES
Page 64
Page 6
Human Resource Management (HRM) 8 of 8
Page 66
Return on investment
Return on investment 1 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
Return on investment 2 of 3EMPLOYEE LIFE CYCLE• Performance
management• Engagement• Learning &
development• Deployment• Retention• Succession planning
Page 68
Return on investment 3 of 3PROFIT• Definition• How does HR link in?
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Self-service functionality
Page 71
Self-service functionality 1 of 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
Self-service functionality 2 of 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
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Remote working
Remote working
RECIPE FOR SUCCESS• 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
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Service delivery issues
Service delivery issues 1 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
Service delivery issues 2 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
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Changing the current structure
Changing the current structure 1 of 3REASONS FOR CHANGING• Realization of further
efficiency potentials• Realization of synergies• Quality improvements• Cost savings• Globalization initiative• Change of business
strategy• Business reorganization
Page 79
Changing the current structure 2 of 3ANTICIPATED 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
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Changing the current structure 3 of 3CANADA• US• Asia Pacific• Europe• Middle East/Africa
Page 81
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HR planning
HR planning 1 of 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
HR planning 2 of 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
HR planning 3 of 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
HR planning 4 of 7
FUTURE HR DEMAND• Trend analysis• Ratio analysis• Scatter plots• Regression analysis• Nominal group
technique• Delphi technique
Page 86
HR planning 5 of 7
INTERNAL HR SUPPLY• Markov analysis• Skills and
management inventories
• Replacement charts and summaries
• Succession planning
Page 87
HR planning 6 of 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
HR planning 7 of 7
HR SHORTAGE• Hiring employers• Employee transfers and
promotions• Retention programs
Page 89
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World’s Most Admired Companies
World’s Most Admired Companies
1 of 3ESSENTIAL 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
World’s Most Admired Companies
2 of 3PERFORMANCE 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
World’s Most Admired Companies
3 of 3PERFORMANCE DIMENSIONS• Financial soundness• Wide use of corporate
assets• Effectiveness in doing
business globally
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Tomorrow’s HR professional
Tomorrow’s HR professional 1 of 3
• Shaper• Builder• Catalyst• Connector• Achiever
Page 95
Tomorrow’s HR professional 2 of 3
WHAT’S NEW?• Work models• People practices• Talent sources
Page 96
Tomorrow’s HR professional 3 of 3
SKILLS REQUIRED• Brand ambassador• Change agent• PR for HR• ROI focused• Strategic business
partner attitude
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Case studies
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Case studies
Page 100
Conclusion and questions
Page 101
Conclusion and questions
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