STEVE WOLOZ & ASSOCIATES INC. MANAGEMENT CONSULTANTS Human Resources As A Strategic Partner For Western Montreal Business Forum October

STEVE WOLOZ & ASSOCIATES INC.MANAGEMENT CONSULTANTS

www.swaassoc.com

Human Resources As A

Strategic Partner

For

Western Montreal Business Forum

October 22, 23 2002

West Island Business Forum PWest Island Business Forum PPT:REV16B:10/17/02PT:REV16B:10/17/02

Steve Woloz AssociatesSteve Woloz Associates 22

Introduction

• Fundamental Concept of Free Enterprise • Global Business

• Compete • Sell Product or Service• Satisfy Customer• Generate Profit



Primary Ingredients for Success Optimize Use of Resources

HumanMaterialFinancial

Introduction



Effective Management of Human Resources assures Achieving Goals

Introduction

Purpose of Presentation

Sensitize Where / How Optimum Deployment of HR Generate $Dividends

HR = Strategic Partner in Your Business (long term investment sustainability)



Introduction

Workshop Methodology

Interactive

• SWA Introduce Information • Panelists Reference • Audience Q & A



Introduction

Thanks To Panelists

David Arditi, CEO M I P

William Drori, CEO Designers Circle



Clients who have put their trust in us

owned by

Partner of

ELECTRIC

ELECTRONICS

INDUSTRIAL

SEWING

DYING TELECOM

MACHINING

PLATING



Symptoms of Mismanaged H. R.

1. Low Morale 2. High Turnover3. Detached / Indifferent Managers4. Poor Quality5. Fault Finding / Grievances6. High Costs (? : M. L. F. )7. Company Losing Money 8. Low Customer Satisfaction



Indications of Well Managed H. R.

1. High Morale 2. Low Turnover3. Dedicated Problem Solving Managers4. Team Work5. High Quality 6. Low Costs7. Profitable Company 8. High Customer Satisfaction



How to Reap H.R. Dividends

1. Pre-employment Testing and Selection2. Job Descriptions and Training 3. Training the Trainers (Ongoing + Permanent)4. Coaching/Empowering Managers5. Implementing/Employing Operating Controls6. Controlling Turnover7. Implementing Employee Handbook8. Conducting Performance Evaluation



1. Pre Employment Testing & Selection

Definition:

Quantitative Benefits ( Overlap) Est. SavingsCost Of Advertising 1% - 1%Cost Of Training Time Of Trainer 2% - 3%Cost Of Training Time Of Trainee 1% - 2%Cost Of Training Materials & supplies ?% - ?%

Total Est. Savings 4% - 6%

Total Annual Payroll Est. Annual Savings$ 500,000 $ 20,000 - $ 30,000$ 750,000 $ 30,000 - $ 45,000$1,000,000 $ 40,000 - $ 60,000



1. Pre Employment Testing & Selection

Qualitative Benefits

• Locating Best Person For The Job• Minimizing The Trial And Error Period• Maximizing Morale Of Applicant• Standardization Assures Consistency• Standardization Assures Objectivity • Turnover Chart

Peg Board Demo



2. Job Descriptions and Training

Definition

Quantitative Benefits Est. SavingsSaving Of Training Time Of Trainer 2% - 3%Saving Of Training Time Of Trainee 2% - 5%Saving Of Seconds 1% - 2%Saving Of Training Materials And Supplies ?% - ?%

Total Est. Savings 5% -10% Total Annual Payroll Est. Annual Savings

$ 500,000 $ 25,000 - $ 50,000$ 750,000 $ 37,500 - $ 75,000$1,000,000 $ 50,000 - $ 100,000



2. Job Descriptions and Training


• Minimizing The Trial And Error Period • Maximizing Morale Of Applicant• Uniformity of Product and Service• Enhanced Customer Satisfaction



3. Training the Trainers

Definition

Quantitative Benefits ( Reinforced) Est. SavingsSaving Of Training Time Of Trainer 2% - 3%Saving Of Training Time Of Trainee 2% - 5%Saving Of Seconds 1% - 2%

Total Est. Savings 5% - 10%

Tot. Annual Payroll Est. Annual Savings$ 500,000 $ 25,000 - $ 50,000$ 750,000 $ 37,500 - $ 75,000$1,000,000 $ 50,000 - $ 100,000




• Minimizing The Trial And Error Period • Maximizing Morale Of Applicant• Assuring Uniformity of Product and Service• Assuring Customer Satisfaction

3. Training the Trainers



3. Measuring the Gap

Training accelerates learning & diminishes learning timeTraining accelerates learning & diminishes learning time Training Heightens Max PerformanceTraining Heightens Max Performance

100%

30 60 90Days

Productivity

GAPGAP

Training Time & Efficiency

With Training Program

On-The-Job Learning



Training Heightens Max PerformanceTraining Heightens Max Performance

100%

60 120 180

Productivity

Days

GAPGAP

Training Peak Performance

With Training Program

On-The-Job Learning

3. Measuring the Gap



4. Coaching Managers Self Governance

Definition - www.swaassoc.com/coaching.html

Quantitative Benefits Est. SavingsSaving Of Managerial Overhead 1% - 2%Enhanced Productivity 5% - 10%Reduced Reworks and Seconds 1% - 2%

Saving Of Quicker Turnaround Time 2% - 3%

Total Est. Savings 9% -17%

Total Annual Payroll Est. Annual Savings $ 500,000 $ 45,000 - $ 85,000 $ 750,000 $ 67,500 - $ 127,500 $1,000,000 $ 90,000 - $ 170,000



4. Coaching Managers

Coaching Program and Subjects

Coaching = Training + Supporting + Mentoring TrainingA coach needs to be well versed in the skills required and able to teach those skills where required. SupportingA coach needs to be able to support employees both in terms of giving them the tools they need to succeed, as well as imbuing the confidence needed to succeed. MentoringProviding honest feedback in a well-timed fashion, knowing when to point out deficiencies, and when to praise.




Coaching Program and Subjects • Responsibility of the / Supervisor / Forman• Planning and Organising • Operating Controls• Communications• Motivation• Leadership• Management for Productivity• Management for Quality• Discipline• Performance Evaluation• Administration of Customer Service • Development and Implementation of the

Employee Handbook



Panelists comments Panelists comments


Coaching Program and Subjects



Qualitative Benefits • Enhanced Supervisor Satisfaction and

Effectiveness• Enhance Productivity• Enhanced Quality• Reduced and Quicker Turn Around Time

4. Coaching Managers Self Governance



5. Operating Controls

Definition

Quantitative Benefits Est. SavingsOverhead Containment 1% - 2%Labour Containment 5% - 10% Total Est. Savings 6% - 12%

Total Annual Payroll Est. Annual Savings$ 500,000 $ 30,000 - $ 60,000

$ 750,000 $ 45,000 - $ 90,000 $1,000,000 $ 60,000 - $ 120,000



5. Operating Controls


• Improved supervisory confidence re

meeting objectives • Greater Degree of Proactive

Management



6. Turnover

Definition

Quantitative Benefits (Reinforced) Est. SavingsSaving Of Training Time Of Trainer 2% - 3%Saving Of Training Time Of Trainee 2% - 5%Saving Of Seconds 1% - 2%Saving Of Training Materials And Supplies ?% - ?%

Total Est. Savings 5% -10% Total Annual Payroll Est. Annual Savings

$ 500,000 $ 25,000 - $ 50,000$ 750,000 $ 37,500 - $ 75,000$1,000,000 $ 50,000 - $ 100,000




• Greater Supervisor Satisfaction• More Stable Workforce• More Consistent Product and Service• Superior Customer Satisfaction

6. Turnover



7. Employee Handbook

Definition - www.swaassoc.com/handbook.html

Quantitative Benefits Est. SavingsSaving Of Turnover Costs ? %- ? %Saving Of Training Costs 5% - 10%Saving Of Grievance + Arbitration Costs ? % - ?%

Total Est. Savings 5% - 10% Total Annual Payroll Est. Annual Savings

$ 500,000 $ 25,000 - $ 50,000 $ 750,000 $ 37,500 - $ 75,000 $1,000,000 $ 50,000 - $ 100,000




• Enhanced Employee Trust and Confidence • Enhanced Employee Conformance • Enhanced Supervisory Confidence + Effectiveness• Enhanced Customer Satisfaction

7. Employee Handbook



8. Performance EvaluationQuantitative Procedures

Definition

Quantitative Benefits Est. Savings Improved Productivity 5% - 10% Total Est. Savings 5% -10% Total Annual Payroll Est. Annual Savings $ 500,000 $ 25,000 - $ 50,000 $ 750,000 $ 37,500 - $ 75,000 $1,000,000 $ 50,000 - $ 100,000




• Clear Understanding Expectations • Heightened Attainment of Goals• Enhanced Feeling of Fairness• Enhanced Customer Satisfaction

8. Performance EvaluationQuantitative Procedures



Quantitative Procedures


• Clear Understanding of Job Worth • Greater Acceptance due to Objectivity and

Consistency• Avoidance of Jealousy• Enhanced Feeling of Fairness re Salary Policy• Greater Probability Of Competitive Wage Scales

STEVE WOLOZ & ASSOCIATES INC.MANAGEMENT CONSULTANTS

Human Resources As A

Strategic Partner

ForWestern Montreal Business Forum

October 22, 23 2002

Documents

STEVE WOLOZ & ASSOCIATES INC. MANAGEMENT CONSULTANTS Human Resources As A Strategic Partner For Western Montreal Business Forum October