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Half day open interactive workshop in Toronto for Personnel specialists.
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What Personnel people need to know
by Toronto Training and HR
June 2011
Contents
3-4 Introduction to Toronto Training and HR5-6 Drill A7-8 Main people issues9-10 New measures for the second half of 201111-14 Disconnect disorder15-17 Relocation-getting it right18-20 Workforce analytics21-23 Workforce planning24-25 Different stages of the contribution
HR can make26-27 HR on an international basis28-29 Internal and external coherence/fit30-31 Realignment32-34 Dualities and paradoxes35-36 Achieving organizational fusion37-38 Buying payroll software39-41 Qualities & strengths of a HR leader42-44 Charter for the new work45-46 Drill B47-48 Case study 49-50 Conclusion 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 course design- Training course delivery- Reducing costs- Saving time- Improving employee engagement &
morale- Services for job seekers
Page 5
Drill A
Page 6
Drill A
Page 7
Main people issues
Page 8
Main people issues
PerformancePlanning for the futureEmployee engagementRetentionRecruitment
Page 9
New measures for the second half of 2011
Page 10
New measures for the second half of 2011
Introduce the new company handbookReclassify employeesAdjust pay plansRevise the vacation policyReduce holiday payEvaluate employee health plans
Page 11
Disconnection disorder
Page 12
Disconnection disorder 1 of 3
SYMPTOMSDisconnected from the business, especially the commercial realitiesPhysically seperated from the operations so no-one sees HR or knows what it doesNever meets customers, so doesn’t understand what the business is aboutProvides solutions to problems that no-one knows they have, driving an agenda that does not deal with real issuesBest practice is great but only when the context is relevantNo-one understands HR because it uses its own jargon
Page 13
Disconnection disorder 2 of 3
IMPACTEveryone in HR is busy doing lots of HR stuff that fails to make a difference to the organizationThis results in HR lacking credibility and being seen as disconnectedHR is sidelined when important decisions are being madeThe danger is key people issues are not taken into account and come back to haunt the organization
Page 14
Disconnection disorder 3 of 3
CURESHR professionals should think of themselves as business people first and HR people secondBe fascinated not only by business, but by your business-read about the industry and spend time understanding where the stresses are, how money is made and customers are satisfiedSpend more time on the numbersPrioritize what is done by the impact on the bottom lineMeasure success against value creation and the difference HR makes
Page 15
Relocation-getting it right
Page 16
Relocation-getting it right 1 of 2
Give people reasonable notice, state what the business case is for moving someone, and consider offering them financial assistance.If you want to move somebody or you want to have the right to move somebody, it would be advisable for an employer to make that an express term in their contract.If moving employees outside Canada, support before arrival helps.Consider the rest of an employee’s family. If the family is unhappy the employee is unhappy, and ultimately their work will not be up to scratch.
Page 17
Relocation-getting it right 2 of 2
Put some structure to the guidance materials that are provided-make sure it is clear and concise, for both managers and employees.Support surgeries can be invaluable.Look where employees live, especially key individuals. Consider whether people need to be office-bound each day.Don’t overlook severance obligations at the early stage.Consider how you are going to hire people at the new location, did into the detail with local recruiters.Meet people individually, to discuss the relocation, as soon as possible.
Page 18
Workforce analytics
Page 19
Workforce analytics 1 of 2
In today’s difficult economic environment, workforce analytics plays an increasingly important role in addressing HR challengesAnalytics enables HR to take a more proactive role in driving business strategy forwardThe implementation of analytics continues to be hindered by both technical and skills-related issues
Page 20
Workforce analytics 2 of 2
Define workforce challengesIdentify data requirements and ensure consistency in data collectionDefine a common analytics platformMake the platform easy to useEnhance HR analytic capacity
Page 21
Workforce planning
Page 22
Workforce planning 1 of 2Succession planningDemand/supply forecastingFlexible workingSkills gap/audit analysisTalent managementMulti-skillingRole designRisk managementOutsourcingCareer planningScenario planning
Page 23
Workforce planning 2 of 2
TOP TIPS FOR STARTINGForecast business/talent scenariosValidate talent groupsForecast talent changesIdentify the gap between supply and demandDevelop appropriate strategies and measures
Page 24
Different stages of the contribution HR can
make
Page 25
Different stages of the contribution HR can make
Building HRRealigning HRSteering via HR
Page 26
HR on an international basis
Page 27
HR on an international basis
PUSHES AND PULLS OF CERTAIN FORCESCountry-of-origin effectCompany-of-origin effectNational business systems effectMultinational corporation effect
Page 28
Internal and external coherence/fit
Page 29
Internal and external coherence/fit
Organization’s strategyExternal institutional environmentWorkforceOrganization’s cultureTechnology and work organization
Page 30
Realignment
Page 31
Realignment
Building a guiding coalitionImagining the futureUnderstanding the gap with current capabilitiesCreating a map of the change systemBuilding commitment to changeBridging into action
Page 32
Dualities and paradoxes
Page 33
Dualities and paradoxes 1 of 2
managing today’s assets — building tomorrow’s assetssatisfying customer needs — being ahead of the customershort term — long termexploitation — explorationcompetition — partnershiplow cost — high value-addeddifferentiation — integrationdecentralization — centralizationunit performance — corporate integrationindividual accountability — team responsibility
Page 34
Dualities and paradoxes 2 of 2
loose — tightopportunistic — plannedentrepreneurship — control/accountabilityflexibility — efficiencychange — continuityspeed of responsiveness — care in implementationprofessional — generalisttechnical logic — business logictaking risks — avoiding failurestask orientation — people orientation
Page 35
Achieving organizational fusion
Page 36
Achieving organizational fusion
Plan your capabilityCreate an ‘all hands’ talent poolMotivate to learnBe ‘change agile’Be accomodating
Page 37
Buying payroll software
Page 38
Buying payroll softwareQUESTIONS TO ASKPriceLicenceImplementationProject managementSales supportEscalationOngoing chargesUpgradesGuaranteesTermination
Page 39
Qualities & strengths of a HR leader
Page 40
Qualities and strengths of a HR leader 1 of 2
Perspective and insightInfluence at a senior levelA high-performing HR teamLeadership with courageTackling whole system changeContinuous learning
Page 41
Qualities and strengths of a HR leader 2 of 2
Build your emotional intelligenceBe hungry to learn and make a difference in whatever role you haveAct as a business partner and internal consultant, speaking the language of the businessUnderstand the businessPay attention to development-both your own and your team’sTake on challenges
Page 42
Charter for the new work
Page 43
Charter for the new work 1 of 2
Understand that the home is interchangeable with the office for many and support and trust those workers by measuring by resultsFocus on results, rather than time spent on a taskMake all professions more accessibleInsist on relationship experience and empathy in management in addition to technical masteryBroaden recruitment criteria in order to create truly diverse workplacesRetire the concept of retirement & remove default ages of retirement for all-enhance the concept of age management
Page 44
Charter for the new work 2 of 2
Scrutinize all work for job enrichment and purpose. Accept claims of drudge work as a contributory factor in tribunal claimsView leadership as a generic competency that should be practiced among all employeesPublish the gap between top and bottom pay in company reports, as a ratio-treat high ratios as a governance issueIntroduce more practical, context-based learning and collaborative teamwork
Page 45
Drill B
Page 46
Drill B
Page 47
Case study
Page 48
Case study
Page 49
Conclusion & Questions
Page 50
Conclusion
SummaryQuestions
