Game Changers 101 - cahrma.ca€¦ · Changers Attracting & Retaining the best human beings for...

iGame Changers

Attracting & Retaining the best human beings for

your company Livelihood & Socio-economic

Reconciliation

CAHRMA 3RD Nat’l Conference

Overview

20/04/2015

CAHRMA Conference 2015 - Tootoosis

2

The headlines

Competition – the reality

Reflection…past 25 years

Attraction & Retention

Diversity Management Competencies

Why they stay or leave

Who are the corporate diversity leaders

The Challenge

20/04/2015


3

So you want to be an employer of first choice huh?

Why do you want to

compete?

How are you going to

compete?

20/04/2015


4

“To think is easy. To act is difficult. To act as one thinks is the most difficult.”

Johann Wolfgang Von Goeth

20/04/2015


5

80’s > 90’s > 2000’s…

We were just happy to find a job related to our area of study… then…Values alignment? and….Pension strategy?

20/04/2015


6

21st Century Expectations and opportunities are

greater & diverse

As workforce ages more opportunities will open up….providing….

There is a skills match for the demand

20/04/2015


7

LEADERS FOR CHANGE BY DALE CARNEGIE

ENGAGEMENT OF EMPLOYEES • Confidence • Empowerment • Inspiration • Enthusiasm

“If you act enthusiastic, you will be enthusiastic!”

20/04/2015


8

It’s one thing to hire…but can you keep the winners?

KEY FACTORS: • Supervisor/employee relationship

• Workplace culture

• Growth

• Compensation

• More than just the money…but a decent steady paycheck helps

20/04/2015


9

Key Principles…to stay on

top • Hire the most qualified

• Reference checks (informal too)

• Avoid conflict of interest

• Treat your employees as you would like to be treated

• Be clear on expectations

• Train & up-skill

• Have fun…relax once in awhile

20/04/2015


10

Attitude

“It’s not your aptitude it is your attitude that will determine your altitude.”

20/04/2015


11


1. Emotional maturity

2. Conflict management

3. Courage & conviction

4. Team focused

5. Influential

6. Change agent

7. Strategic

8. Effective communicator

9. Confident leader

10. Respectful

11.Culturally sensitive

12. Other?

20/04/2015


12

Why they Stay

Good match

Good employee/supervisor relationship

Being relevant

Stability

Work/family balance

Continuous learning & development

20/04/2015


13

Why They Leave

Mismatch

Poor relationships

Poor orientation & training

No advancement opportunity

Feeling excluded

Poor/weak EFAP

Lack cultural sensitivity

20/04/2015


14

HBR Retention Study (2010)

1. Pride in the organization

2. Compatible supervisor

3. Good compensation

4. Affiliation with a reputable org/cause

5. Meaningful work

20/04/2015


15

Why they quit 1. Poor wages

2. Unreasonable demands

3. Lack of autonomy

4. Lack of PD

5. No advancement

6. Lack of recognition

7. Lack of health benefits

8. Job burn-out

9. No job security

10. Bad management behavior

11. Transportation expenses

- Patty English, MS

20/04/2015


16

So you want to compete in the big leagues? Here’s a sneak look at what well established employers are doing to be more diversity friendly

20/04/2015


17

Canada’s Top 100 Diversity Employers 2015 Accenture Inc. Agrium Inc. BC Hydro BDC / Business

Development Bank of Canada

Blake, Cassels & Graydon LLP

BMO Financial Group Boeing Canada Operations

Limited British Columbia Institute of

Technology / BCIT Cameco Corporation CAMH / Centre for Addiction

and Mental Health

Canada Mortgage and Housing Corporation / CMHC

Capgemini Canada Inc.

Capital District Health Authority / CDHA

Cargill Limited

CIBC

ConocoPhillips Canada

Corus Entertainment Inc.

Deloitte LLP

Dentons Canada LLP

Edmonton, City of

…etc

20/04/2015


18

Diversity Inc Top 50 (2014)

1. Novartis Pharmaceuticals Corp. 2. Sodexo 3. EY 4. Kaiser Permanente 5. PricewaterhouseCoopers

6. MasterCard Worldwide 7. Procter & Gamble 8. Prudential Financial 9. Johnson & Johnson 10. AT&T 11. Deloitte

12. Accenture 13. Abbott 14. Merck & Co 15. Cummins 16. Marriott International 17. Wells Fargo 18. Cox Communications 19. Aetna 20. General Mills 21. KPMG 22. Target 23. IBM 24. ADP 25. New York Life …etc.

20/04/2015


19

Diversity Inc. ranking criteria Performance is based on four key areas of diversity management: • Talent Pipeline: workforce breakdown, recruitment, diameter of existing talent, structures • Equitable Talent Development: employee resource groups, mentoring, philanthropy, movement, fairness • CEO/Leadership Commitment: accountability for results, personal communications, visibility • Supplier Diversity: spend with companies owned by people from underrepresented groups, accountability, support

20/04/2015


20

The Challenge

Est our own Top Canadian

Companies for Indigenous

Peoples

Our people deserve it…it’s our

turn

20/04/2015


21

Harvard Study

Women progress more slowly because:

A. Institutional hurdles

B. Demands to manage family

responsibilities on top of a career

20/04/2015


22

2012 McKinsey Study of 130 large companies found that…

Women… 37% of total workforce

22 % of middle managers

14% of Sr managers/VPs

9% of executive

committee members

2% of CEO’s

20/04/2015


23

20/04/2015


24

Hunters who made it in the main stream biz world

20/04/2015


25

Leadership…defined

“Success in leadership, success in business, and success in life has been, is now, and will continue to be a function of how well people work and play together.”

- The Leadership Challenge by Kouzes/Posner

20/04/2015


26

Recap The Headlines

Competition – the reality

Reflection…past 25 years

Attraction & Retention


Why they stay or leave

Who are the corporate diversity leaders

The Challenge

20/04/2015


27

Contact info

Milton Tootoosis, BA, PAED

(306) 341-1876

@MiltTootoosis

www.rebelmouse.com/

milt22sis/

20/04/2015


28

http://www.rebelmouse.com/milt22sis/



Game Changers 101 - cahrma.ca€¦ · Changers Attracting & Retaining the best human beings for...

Documents

Transcript of Game Changers 101 - cahrma.ca€¦ · Changers Attracting & Retaining the best human beings for...