hr january 2013
DESCRIPTION
One day open training event held in Toronto, Canada.TRANSCRIPT
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What HR people need to know
by Toronto Training and HR
January 2013
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Contents3-4 Introduction to Toronto Training and HR5-6 Employee priorities for 20137-8 Attraction challenges for 20139-10 Hiring practices for 201311-12 Employee engagement for 201313-14 Role of the HR function in 201315-16 Focus of HR in 201317-18 Competencies for 201319-20 Drill A21-23 HR in small businesses24-30 Canadian private businesses in 201331-32 HR in banking33-34 HR in law firms32-33 Return on investment35-38 Cutting budgets in the public sector39-41 Public sector HR in the Middle East42-43 Working in the public service sector44-45 HR in Indian social enterprises46-49 HR in the healthcare sector50-56 HR in the oil sands area 57-58 Drill B59-66 Metrics67-68 Human Resource Development (HRD)69-74 Impact of the economic downturn75-77 Challenges preventing business success78-83 HR transformations84-85 Best companies to work for86-87 Drill C88-90 Top challenges for HR91-94 Trends to follow 95-97 Future work drivers98-99 Case studies100-101 Conclusion and questions
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Introduction
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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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Employee priorities for 2013
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Employee priorities for 2013• Higher compensation• Higher growth• Higher learning• Greater stability• Work-life balance
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Attraction challenges for 2013
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Attraction challenges for 2013• Compensation levels• Dilution of employer
brand• Tighter cycle times for
resource fulfilment• Unavailability of
skilled talent• Lack of focussed
Employee Value Proposition
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Hiring practices for 2013
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Hiring practices for 2013• More cost effective
employer branding practices
• Increase in floating workforce
• Outsourcing of recruitment process
• More liberal view on “layoff factor” in background checks
• Welcome home
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Employee engagement for 2013
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Employee engagement for 2013
• Provide challenging opportunities for growth and advancement
• Leaders talking about the corporate direction and being more accessible
• Non-monetary perks• Learning &
development opportunities
• Abundance of communication
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Role of the HR function in 2013
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Role of the HR function in 2013• Business partner• Change agent• Strategic thinker• Employee engager
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Focus of HR in 2013
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Focus of HR in 2013• Make organizations more
competitive• Make organizations more
cost effective• Make organizations more
adaptable to change• Make organizations more
conscious about their brand
• Make organizations more attractive for new hires
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Competencies for 2013
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Competencies for 2013• Strategic positioner• Credible activist• Capability builder• Change champion• Innovator and integrator• Technology proponent
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Drill A
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Drill A
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HR in small businesses
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HR in small businesses 1 of 2• Secrets of being a
terrific boss• Cultivating an
entrepreneurial attitude
• Handling workplace negativity
• Performance reviews• Minimizing gender-
based communication issues
• Firing employees
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HR in small businesses 2 of 2• Employee
engagement• Ensuring ‘fit’• Inexpensive ways to
inspire your team• Flexible job
descriptions• Tips for avoiding a bad
hire
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Canadian private businesses in 2013
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Canadian private businesses in 2013 1 of 6
PLANS TO ACHIEVE GROWTH• Improved sales and
marketing• Market share gain• Improved internal
systems• Expanded operations• Developing new products• Strategic partnerships• Acquisitions
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Canadian private businesses in 2013 2 of 6
HIGHER PRIORITIES• Reducing costs of
operations• Improving people skills• Improving processes• Better targeting of
customers• Expansion plans• Employee retention• Maximizing return on
investment• Investing in IT
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Canadian private businesses in 2013 3 of 6
USE OF SOCIAL MEDIA• Not planning to use it
• Sales and marketing• Customer service• Recruitment• Internal collaboration• Product development
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Canadian private businesses in 2013 4 of 6
CULTIVATING INNOVATION• Business strategy• Process• Portfolio of innovation
projects and initiatives• Support network
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Canadian private businesses in 2013 5 of 6
ATTRIBUTES OF A LEADER• Ability to communicate• Building and empowering
a management team that complements your strengths and challenges
• Ability to inspire people
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Canadian private businesses in 2013 6 of 6
HOW DO LEADERS SPEND THEIR TIME?• Setting strategy and managing
risks• Improving organizational
efficiency• Meeting with internal
leadership teams• Meeting with customers and
partners• Staying abreast of industry and
market trends• Developing leadership and
talent pipeline
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HR in banking
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HR in banking • Employee value
proposition and engagement; rise of the multigenerational workforce
• Retention and loyalty; reduced turnover in the wake of economic uncertainty
• Retention and loyalty; slowing of career progression
• Strategic deployment; women in banking-climbing but not always at the top
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HR in law firms
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HR in law firms • Work-life balance• Gender pay gap• Ethnic diversity• Compensation and
benefits
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Cutting budgets in the public sector
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Cutting budgets in the public sector 1 of 3
Low will High will
High skill
Skilled person who is at the risk of departing. Key knowledge holder or a skilled contributor that will disrupt transition.
Skilled knowledge holder who sees transition as an opportunity to continue to develop and value the severance package.
Low skill
Non-skilled nervous employee who is currently experiencing performance issues, and may depart prior to transition.
Knowledge holder that can utilize current skills or develop new skills to effect a smooth transition.
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Cutting budgets in the public sector 2 of 3
TOP TALENT CHALLENGES• Filling gaps in the
leadership pipeline• Increasing innovation• Developing new skills
to address product and business changes
• Improving organizational learning
• Creating a performance-driven culturePage 37
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Cutting budgets in the public sector 3 of 3
HELPING SMOOTH THE TRANSITION• Creative support
offerings• Extensive
communications through the transition period
• Establishment of job and education fairs
• Pre-planning and being flexible over the course of the transition
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Public sector HR in the Middle East
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Public sector HR in the Middle East 1 of 2 • Restructuring plus limiting the size
and fiscal weight of the civil service
• Increasing performance and ensuring merit in recruitment and promotion
• Setting and implementing anti-corruption and integrity standards
• Making the anti-corruption institutional/procedural framework effective
• Improving scrutiny over government and civil actionPage 40
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Public sector HR in the Middle East 2 of 2 • Institutionally deficient policies,
practices and regulations• Challenges ahead
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Working in the public service sector
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Working in the public service sector
• First impressions• Frustrations• Motivation to value
their jobs• Leadership
competencies• Challenges for leaders
of tomorrow• Diversity
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HR in Indian social enterprises
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HR in Indian social enterprises • Small workforce• Focus on soft skills• Employee motivation• Retention strategies• Major HR challenges
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HR in the healthcare sector
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HR in the healthcare sector 1 of 3
LEAVING AND TAKING JOBS• Reason for leaving• Other than $ what is
important?• Reason for not taking a
job• What are healthcare
organizations looking for?• When hiring physicians…• Influences on the decision• Number of offers declined
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HR in the healthcare sector 2 of 3
LEAVING AND TAKING JOBS• What is a reasonable
length of time to stay?• Impact of gut instinct and
intuition on selection decisions
• Selection methods used • Training for interviewers
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HR in the healthcare sector 3 of 3
A CALL TO ACTION• Know what you are
looking for• Test what you are looking
for• Pick formal interview
training that delivers the most skills for your investment of time
• Leverage what you uncover during the interview to develop the new hire
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HR in the oil sands area
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HR in the oil sands area 1 of 6
CHALLENGES FACED• Attraction and
retention of talent• Labour and skills
shortages• Managing employee
turnover/retention• Benefits and
compensation expectations
• Productivity and employee engagementPage 51
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HR in the oil sands area 2 of 6
ACTIVITIES PURSUED• Normal recruitment to
support organizational growth and manage attrition
• Training to develop current and future leaders, support expected organizational growth and meet technical, safety and job-specific requirements
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HR in the oil sands area 3 of 6ACTIVITIES PURSUED• Internal
redeployment/transfers and use of contract employees to help with attracting and retaining workers in hard-to-recruit locations
• Productivity enhancements, improving worker mobility and diversifying their workforce
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HR in the oil sands area 4 of 6
TYPES OF COLLABORATION APPLICABLE TO TALENT MANAGEMENT• Inter-company• Intra-company• Institutional• Community
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HR in the oil sands area 5 of 6
BENEFITS OF A TIGHTENED PEOPLE SUPPLY CHAIN• Schedule workforce and
assets• Track travel to work site• Travel on site• Compensate
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HR in the oil sands area 6 of 6
TEMPORARY FOREIGN WORKERS• Workforce planning• Sourcing• Recruitment and
application• Onboarding
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Drill B
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Drill B
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Metrics
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Metrics 1 of 7• Business case for HR
metrics• Changing role of HR• Why HR has
traditionally not been measured
• Evolution of HR metrics
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Metrics 2 of 7
TYPICAL METRICS• Operational• Customer• Financial• Strategic
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Metrics 3 of 7
TYPICAL METRICS• Productivity• Compensation• Recruitment• Retention• HR efficiency• Learning &
development• Workforce
demographics
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Metrics 4 of 7
GETTING STARTED• Review available metrics• Identify those that would be
appropriate for your organization
• Get input from business leaders
• Determine which metrics will be evaluated
• Get buy in from IT and Finance
• Get help on the employee surveyPage 63
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Metrics 5 of 7
CRITICAL SUCCESS FACTORS• Engage line management in
dialogue and implementation planning
• Focus efforts on those HR metrics that will really impact the business
• Use proxies/indices for qualitative measures
• Metrics need to be useful, easy and relevant
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Metrics 6 of 7
COMMON ERRORS• Developing measures in a
vacuum• Measurement overload• Overly complex• Questions to answer
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Metrics 7 of 7
PROPOSED AREAS TO REPORT ON• Spending on human capital• Ability to retain talent• Leadership depth• Leadership quality• Employee engagement• Human capital discussion and
analysis
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Human Resource Development (HRD)
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Human Resource Development (HRD)
• Definition• Organizational
concepts• Domains of HRD
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Impact of the economic downturn
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Impact of the economic downturn 1 of 5
• Cutting back on recruiting
• Cutting back on company events
• Cutting back on bonus payments tied to organizational performance
• Laying off employees• Cutting back on training• Making layoffs
dependent on individual performance
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Impact of the economic downturn 2 of 5
LAYOFF DECISIONS• Employees directly
productive vs. indirectly productive
• Well-performing employees vs. bad performance
• Adaptable, versatile employees vs. inadaptable employees
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Impact of the economic downturn 3 of 5
EMPLOYEE REACTIONS IN CONDITIONS IN WHICH PRESSURE INCREASES• Counterproductive
behaviours• Productive behaviours
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Impact of the economic downturn 4 of 5
EFFECTS• Employees• HR department• HR managers
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Impact of the economic downturn 5 of 5
CRITICAL CHALLENGES• Talent management• Leadership skills• Strategic planning• HR• Involvement and
motivation of employees• Employee performance
assessment• Change management• Strengthening the
continuous learning process
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Challenges preventing business success
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Challenges preventing business success 1 of 2
• Preference for well-known process efficiency tactics over developing new strategic capabilities
• Ineffective strategies for handling global requirements
• Unfamiliarity with the need to predict and adapt to changing business trends
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Challenges preventing business success 2 of 2
• Business partners who were slow to leverage human resources in new ways
• The lack of a burning platform to drive change
• Human Resources teams that didn’t upgrade their own talent to deliver new capabilities
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HR transformations
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HR transformations 1 of 5• Expose the HR
organization to the true business of a company
• Assign accountability to the HR organization to achieve business goals
• Redefine the metrics of success
• Reconfigure HR process and technology to contribute to strategy
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HR transformations 2 of 5
HR ORGANIZATIONS BEFORE AND AFTER-DIMENSIONS• Business engagement• Strategy• Talent• Operations
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HR transformations 3 of 5
COMMON TRAITS OF TRANSFORMED ORGANIZATIONS• Forge strategic
relationships• Business oriented results• Smart systems investments• Upgrade talent• Differentiate strategic value
and tactical execution• Leverage a burning
platform• Talent management
empowers corporate strategies
• Leverage trusted advisors
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HR transformations 4 of 5
TIMES TO TRANSFORM• Business restructure,
reorganization or adoption of global and centralized business models
• Change in the HR technology and sourcing agenda
• Regulatory change and compliance
• Corporate cost reduction• Pre/post merger
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HR transformations 5 of 5
BUSINESS-ORIENTED METRICS• Improve quality of hire• Increase workforce
productivity• Maximize return on
workforce investment• Improve leadership• Develop employees• Compensate efficiently• Drive employee
engagement• Retain high performers• Create workforce alignment
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Best companies to work for
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Best companies to work for• Agrium Inc.• BMO Financial Group• Bombardier Aerospace• Cameco Corporation• Cementation Canada Inc.• Desjardins Group• Golder Associates Ltd.• Great Little Box Company• Ledcor Group of
Companies• OpenText Corporation
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Drill C
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Drill C
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Top challenges for HR
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Top challenges for HR 1 of 2• How to make yourself
diversely attractive?• Which leaders actually
create results?• Who needs to do
what, for who and where?
• How to “lead” the organization?
• What is an elegant and efficient delivery model?
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Top challenges for HR 2 of 2• Reward effectiveness and
efficiency• Risk management,
regulatory and compliance
• HR and workforce effectiveness
• Transaction effectiveness• Global mobility
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Trends to follow
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Trends to follow 1 of 3
• Shift in balance of power
• Technology development accelerates
• Voice of the organization
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Trends to follow 2 of 3GLOBAL BUSINESS TRENDS• Global expansion of
Western companies into countries with developing economies
• Expansion of leading regional companies from Asia and Latin America into Western countries
• Economic hardships of the last decade have left little fat within organizations
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Trends to follow 3 of 3GLOBAL BUSINESS TRENDS• Companies operate
under increasingly complex regulatory environments
• The pace of business has accelerated
• Organizations are realigning work within their teams to create nimbler standardized global business processes
• Simple work has been automated or outsourced
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Future work drivers
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Future work drivers 1 of 2• Worker collaboration• New technologies• Skill/talent shortages• Speed of change in
the organization• Aging workforce• Global workforce• Millennial workforce• Social media• Mobile workforce
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Future work drivers 2 of 2• Decentralized decision
making• Results-only work
environment• Free agent workforce
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Case studies
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Case studies
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Conclusion and questions
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Conclusion and questions
SummaryVideosQuestions