What HR people need to know April 2012

What HR people need to know

by Toronto Training and HR

April 2012

Contents

3-4 Introduction to Toronto Training and HR5-6 What is HR there for?7-9 Managing projects through project assurance10-12 Project management in HR13-14 Strategic HR management15-16 Cost containment or cost reduction strategies17-20 Security breaches21-24 Influencing the CEO25-26 Emotion at work27-31 Establishing a code of conduct32-33 Gathering evidence before a tribunal34-36 Psychological factors affecting compliance37-41 HR policies42-43 Insight-led HR44-46 Managing the workforce in a difficult economy47-49 Western financial turmoil50-52 Working with the IT department53-54 Human capital55-57 Potential GDP58-61 Return on investment62-63 Implementing a balanced scorecard64-65 Aging workforce66-67 Creating a vibrant workplace68-72 Challenges for the HR leader73-81 Shared services82-83 Multiple locations84-86 Knowledge workers87-90 The future of work91-93 New ways of working94-96 Being a successful HR professional97-98 Drill99-100 Conclusion and questions

Introduction

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

What is HR there for?

What is HR there for?

RecruitmentPayMotivation and developmentAttendanceManaging outChange management

Managing projects through project

assurance

Managing projects through project assurance 1 of 2

THIS WILL HELP:Control/reduce project costsEnsure milestones are metMinimize surprisesProvide objective analysisProvide peace of mind and trust among executives and project team members

Managing projects through project assurance 2 of 2

METHODOLOGIES ARE BASED ON:Identify the real issuesSet realistic time framesAlign the work streamsLook beyond the indicatorsManage the expectationsSeek objectivity

Project management in HR

Project management in HR 1 of 2

Number of projects undertaken is below average

Number of projects undertaken is below average

Above average satisfaction with projects

UNDERLEVERAGED

GOOD PRACTICE

Below average satisfaction with projects

DIFFICULT TOPICS POORLY MANAGED

Project management in HR 2 of 2

Five most frequent HR projectsTop ten HR projects of high-performing organizations

Strategic HR management

Cost containment or cost reduction

strategies

Cost containment or cost reduction strategies

Pay freezeRecruitment freezeMandatory layoffsLimit or eliminate overtimeVoluntary layoffs with incentiveVoluntary unpaid time offPay cutsPension scheme reductionsTemporary layoffsMandatory unpaid time off

Security breaches

Security breaches 1 of 3

Carry out a risk assessment to decide on the threats you might be facing and their likelihood-identify your vulnerabilities and the potential impact of exploitationIf acquiring or extending premises, consider security at the planning stage-it will be cheaper and more effective than adding measures laterMake security awareness part of the organization’s culture and ensure security is represented at a senior level


Ensure good basic housekeeping throughout your premises-keep public areas tidy and well-litKeep access points to a minimum and issue employees and visitors with passes-where possible do not allow unauthorized vehicles close to the buildingInstall appropriate physical measures such as locks, alarms, CCTV surveillance, complementary lighting and glazing protectionExamine your mail-handling procedures


When hiring employees or appointing contractors, check identities and follow up referencesConsider how best to protect information and take proper IT security precautions-examine methods to dispose of confidential wastePlan and test business continuity plans, ensuring that you can continue to function without access to the main premises and IT systems

Influencing the CEO

Influencing the CEO 1 of 3

Do you have the credentials?Have you done your homework?Do you tell them what they want to hear?Do you speak their language?What is your read on employees?How often does your CEO hear from you?Can you adapt quickly?


Talk the talk; speak like a CEOFollow more closely the career path of a CEOGrab any opportunity to get more involved in business planningDemonstrate analytical and numerical skills to eradicate any misconceptions about HR as ‘soft’ Build confidence through broadening knowledge, particularly of the business issues affecting the organization


Join other boards as NEDs wherever possibleUse key issues such as succession planning as a platform to engage more directly with members of the board and connect HR expertise to wider business issues

Emotion at work

Emotion at work

What are emotions?Feeling emotions at the workplaceGood and bad emotionsAre emotions and consequences the same for everyone?

Establishing a code of conduct

Establishing a code of conduct 1 of 4

REASONS TO ESTABLISH:Clarifies what behaviour is expected from all employeesProvides a basis on which to hold employees members accountable for their behaviourProtects the organization in case of an individual employee’s misconductMay be required by an organization’s board of directors


REASONS TO ESTABLISH:Fulfils the organization’s obligation to protect the rights of employees, steward the resources of the organization, and uphold the reputation ofthe organization


WHAT MAY BE COVERED:Embezzlement/fraud Falsification of contracts, reports, or recordsImproper supplier or contractor activity TheftHarassment (sexual or otherwise), discrimination, physical or verbal abuse, intimidation, favouritism, or exploitative sexual relations


WHAT MAY BE COVERED:Inappropriate use of resources Gifts and solicitationsOther illegal or criminal use of organization property or assetsKickbacks, bribery, or the pay or giving of anything of value to a government official directly or indirectly for the purpose of securing animproper advantage

Gathering evidence before a tribunal

Gathering evidence before a tribunal

The legal frameworkKnow the types of evidenceEnsure evidence is credibleDistinguish fact from opinionKeep records

Psychological factors affecting compliance

Psychological factors affecting compliance 1 of 2

The overwhelming attractiveness of short-term goals in an immediate contextThe belief that success recognition depends on goal achievementA lack of alignment of organizational objectivesActions speak louder than wordsPeople are strongly influenced by local culture norms of behaviour

Psychological factors affecting compliance 2 of 2

WHAT CAN BE DONE?Strengthen weak feedback loopsReward effort and progress as well as achievementMove from either/or to both/andModel what you wantBuild the culture to support your objectives

HR policies

HR policies 1 of 4DefinitionsLink between HR policies, procedures and strategy

HR policies 2 of 4REASONS TO INTRODUCE OR REVIEW POLICIESThe need to reflect and comply with existing or new legislation, including European directives and case lawTo support business strategyTo follow the latest developments in effective people managementIn dealing with internal changeIn complying with head office/parent-company rules to keep up with competitors

HR policies 3 of 4REASONS TO INTRODUCE OR REVIEW POLICIESFor smaller organizations, a desire to develop a more formal and consistent approach that will meet their needs as they grow and develop

HR policies 4 of 4WHICH HR POLICIES SHOULD BE INTRODUCEDBefore employmentDuring employmentEnding employment

Insight-led HR

Insight-led HR

FOUR LEVELS OF INFLUENCECore people processesCulture and peopleDelivering strategyShaping the future

Managing the workforce in a difficult

economy

Managing the workforce in a difficult economy 1 of 2

Think long termMaintain employee engagementStrengthen line management capabilitySupport employees’ health and wellbeingDevelop a strategy for layoffs so it’s there when you need itThink about ways to minimize layoffs if workforce reductions are inevitable

Managing the workforce in a difficult economy 2 of 2

Consult with your workforce and employee representativesEstablish fair and objective selection criteria that will help you to retain key peopleHelp laid off employees find other workPlan for the future

Western financial turmoil

Western financial turmoil 1 of 2

Failing of major financial institutions and tightening of creditContinuing corporate layoffs and rising unemploymentBottoming out of the housing market and loss of retirement fundsShrinking or disappearing bonuses and salary cuts and freezes

Western financial turmoil 2 of 2

Massive layoffs not seen since the 1930sSecond round coming?Continuous pressure to cut expenses, find efficiencies, and do more with lessMore work with fewer peopleEroding company loyaltyEmployee engagement issuesSurvivor syndrome

Working with the IT department


1 of 2Block headhunters, corporate recruiters, etc. by providing their email addresses to IT-bulk change email addresses of your employees so that recruiters cannot easily figure outBlock all your competitors career center/interview follow-up addresses Deny external web access to all corporate telephone directories, organization charts, email listings, etc.


2 of 2Get IT to obtain a phone answering service for your company that is centralized to a few key resources that are trained to protect your companies talent from headhunters and other talent or intellectual property thievesIf threats from competitors are taking place, look into receiving a copy of all the competitors email into one folder where you can have a team member assess the threat

Human capital

Human capital

Areas for human capital oversightRoles and capabilities in people governanceRoles for the HR President or HR DirectorPeople management issues at board levelThe reasons why boards take human capital seriouslyChallenges aheadQuestions to askEmerging capabilities

Potential GDP

Potential GDP 1 of 2

DETERMINED BY FACTORS INCLUDINGThe amount of work people are able and willing to put in, which will depend in turn on human resources: the size of the population, how many people in the population can or want to work, and how many hours they workThe amount of physical capital people use in their work which enables them to produce more in each hour of work

Potential GDP 2 of 2

DETERMINED BY FACTORS INCLUDINGThe level of skill (‘human capital’) people use in their work which enables them to produce more in each hour of workThe state of technology and knowledge which improves the quality of the physical capital people use in their workThe range of techniques which enables people to produce more in each hour of work

Return on investment

Return on investment 1 of 3

HR PROGRAM VALUE CHAIN0. INPUT-Measures input such as volume andefficiencies1. REACTION & PLANNED ACTION-Measures participant reaction to the programand captures planned actions2. LEARNING-Measures changes in knowledge, skills, and attitudes


HR PROGRAM VALUE CHAIN3. APPLICATION-Measures changes in on-the-job behaviour or actions4. BUSINESS IMPACT-Captures changes in business impact measures5. ROI-Compares program benefits to the costs


TYPES OF DATA COLLECTEDReaction and planned actionLearning and confidenceApplication and implementationBusiness impactReturn on investmentIntangible benefit

Implementing a balanced scorecard

Implementing a balanced scorecard

Identifying HRM’s internal clientsAssessing HRM’s performanceIdentifying overall strategic themesCreating a strategy mapIdentifying initiatives, owners, measures of success and targets

Aging workforce

Aging workforce

VeteransBaby boomersGeneration XMillennials

Creating a vibrant workplace

Creating a vibrant workplace

Long-term holistic viewLink HR and CSRStrengthen the cultureTap into the employee experienceCultivate future capabilitiesBeyond the triple bottom line

Challenges for the HR leader

Challenges for the HR leader 1 of 4

Senior managementProgram participantsWithin the HR department


THE NEXT TEN YEARSRetaining and rewarding the best peopleCreating a corporate culture to attract the best to the organizationFinding people with the increasingly specialized skills neededFinding the right people in the right marketsDeveloping the next generation of leaders


QUESTIONS TO ASKHow often do you put yourself on the front lines of your business? Is it time to take a line role to gain business experience? Do you know your way around the P&L of your business? Do your colleagues look to you for wise advice and counsel?


QUESTIONS TO ASKDo you have the skills and resources you need to help your organization change/grow/prosper? How do you keep track of social trends and legislative change? How do you communicate these to your colleagues and CEO and gain buy-in for programs to address them? Do you know what your CEO and your business require from you? How well are you meeting your business’s real needs?

Shared services

Shared services 1 of 8

MODEL FUNCTIONSHR Business PartnersCentres of ExcellenceHR Service Centre


Scale-basedExpertise-based


BENEFITSImproved timeliness of transactionsHigher levels of transaction accuracyPotential drop in workload

Shared services 4 of 8Common across businesses

Unique across businesses

High strategic value to the organization

MAY OR MAY NOT BE SHARED

UNLIKELY TO BE SHARED

Low strategic value to the organization

MOST LIKELY TO BE SHARED

MAY OR MAY NOT BE SHARED


GLOBAL TRENDSConsistency and quality, not cost, are the leading drivers for implementing global shared servicesHR organizations are increasingly focused on customer-centric modelsOutsourcing remains an important component of the HR service delivery strategy


GLOBAL TRENDSProgram standardization is a prerequisite to successful shared services designMany companies employ a globally coordinated strategy with regional service centresRigorous change management, centred on HR itself, is a critical success factor


LESSONS LEARNEDUnderstand your organization’s starting pointEnsure strong business leadership and sponsorshipDon’t underestimate the time it takes to change minds among the HR community

Shared services 8 of 8EFFECTIVE DESIGN AND IMPLEMENTATIONCreate a compelling shared services visionGain senior leadership support for visionCreate clear blueprint of globally coordinatedapproachDetermine governance structure for global decision makingExecute a robust change management planGather metrics to track progress andmeasure success

Multiple locations

Multiple locationsOn-premise location

Off-premise location

Intangible collaboration

DIGITAL VIRTUAL

Tangible collaboration

LOCAL REMOTE

Knowledge workers

Knowledge workers 1 of 2

MINING INDUSTRYDefinitionHow knowledge workers contributeEducationCharacteristics mentioned by stakeholdersList of occupations and industriesAge distributionGender

Knowledge workers 2 of 2

MINING INDUSTRYImmigrant statusEducational attainmentUniversities offering relevant coursesFlow of knowledge workers into the industryAreas of concern for current and future knowledge workersPrimary motivatorsRecommendations for the future

The future of work

The future of work 1 of 3

FIVE MAIN FORCESTechnologyGlobalizationDemography and longevitySocietyNatural resources


THREE BROAD CAREER PATHSGrassroots advocacySocial entrepreneurshipMicro-entrepreneurship


CLUSTERS OF SKILLSLife sciences and healthEnergy conservationCreativity and innovationCoaching and caring

New ways of working

New ways of working 1 of 2

Change attitudesUse positive languageEncourage ‘good’ behaviour

New ways of working 2 of 2

GOOD BEHAVIOURActing on areas of concernListenAgreeFeedbackLeading by exampleMeasure progress

Being a successful HR professional

Being a successful HR professional 1 of 2

Questions to askBeing a psychologist and a detectiveSpeaking the language of businessMerging qualitative abilities with quantitative skillsOpinion leadersAn appropriate mind-setSelf-assessment

Being a successful HR professional 2 of 2

Behavioural economistChoice architectQuant

Conclusion and questions

Conclusion and questions

SummaryVideosQuestions

What HR people need to know April 2012

Business

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