what hr people need to know january 2012

What HR people need to know

by Toronto Training and HR

January 2012

Contents

3-4 Introduction to Toronto Training and HR5-6 Providing support7-8 Getting process management right9-10 Process improvement11-12 Creating strategic impact13-14 Labour costs15-17 Fleet management18-20 Business context model21-24 Gaining board credibility on handling talent25-27 Skills for HR leaders28-29 Problems with investigations30-31 Mediation32-34 The psychological contract35-36 HR planning37-38 New hires39-40 Rules and procedures41-42 Ingredients of organizational insight43-44 Shifting technology45-47 Using an external SaaS provider48-49 How to add greater value50-51 Financial reporting52-54 Transforming the HR team into a greater source of value 55-60 Metrics for 201261-62 Becoming business savvy63-64 Cultural differences65-67 Moving from HR to employee experience68-70 Employment agreements71-74 Service delivery model75-78 Multiple contracts79-82 Business partnering83-84 Writing a good career plan85-91 Now and the future92-94 The future of work95-96 Drill97-98 Case study99-100 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

Providing support

Providing support

STRESS, BURNOUT, OVERWHELMA feeling of overwhelm, inability to make decisions or need to check your work over and over againParalysis – feeling like a rabbit in the headlightsShort-temper, both at work and at homeFeeling listless and lacking the interest or motivation to do the things you normally enjoyWaking up in the night worrying about work issues

Getting process management right

Getting process management right

Link strategy with executionEliminate unnecessary complexityTransform in the right waySustain process improvement

Process improvement

Process improvement

Process automationExampleBenefits to be achieved

Creating strategic impact

Creating strategic impact

BalanceCollaborationCommunicationDisciplineInsightIntimacy

Labour costs

Labour costs

Variable costsQuasi-fixed costs

Non-wage labour costsHiring costsTraining costsEmployee benefits

Fleet management

Fleet management 1 of 2

Ensure the list of vehicle choices is cost-effective, but still motivates employeesConsult with employees to assess their expectations and car wish-list, so that any scheme both appeals to them and meets the objectives of the organizationRunning costs can be reduced by 15% using efficient driving techniques, so analyze driving habits to determine training needs

Fleet management 2 of 2

Determine if everyone needs a subsidized vehicle or company carConsider extending the vehicle replacement cycleRemember the duty of care responsibilities from an employer when employees use their own car for businessSafety is paramount, so review work targets to ensure employees do not feel pressured to drive faster-or more carelessly-than they should

Business context model

Business context model 1 of 2

OUTSIDE-IN QUESTIONS TO ASK-STEPEDSocial TechnicalEconomicPoliticalEnvironmental Demographic

Business context model 2 of 2

KEY STAKEHOLDERSCommunityCustomerEmployee today/tomorrowInvestorLine manager

Gaining board credibility on handling

talent

Gaining board credibility on handling talent 1 of 3

Understand and reflect the business’s direction and prioritiesEngage with the CEO early and understand their talent concerns and prioritiesIdentify practices that support the organization’s culture and valuesBe clear on the roles and responsibilities within the processEnsure that activities support the business planning cycle


Help the board to develop a shared understanding of ‘talent’ and ‘potential’Speak to high potentials in the organization to understand what they are looking forMake explicit the links to organization design and other HR processesKeep process and paperwork to a minimumRestrict the numbers of people being discussed to a realistic level, and ideally to a target grouping that the board members will know personally


Avoid the use of jargon terms and acronymsFollow through on actions agreed and ensure that feedback goes to the various individuals who have been discussedSeek feedback regularly to ensure the meetings are useful and valued

Skills for HR leaders

Skills for HR leaders 1 of 2

Commercial acumenUnderstanding of cultural differences and shifting demographicsChange management skills; facility with cultural change initiativesCredibility to act as an internal adviser to President and the boardAbility to work with the board to manage succession

Skills for HR leaders 2 of 2

Technologically savvyExpertise in building compensation and performance into governance structuresSkill at marketing the HR VP position to the rest of the organization

Problems with investigations

Problems with investigations

Timing is everythingGet professional help if neededImpartial investigationPreserve the evidenceGet the full picture

Mediation

Mediation

Benefits for employersWhen mediation may be used

The psychological contract

The psychological contract 1 of 2

DefinitionKey pointsWhat happens if the contract is broken?What do managers need to remember?Changes currently affecting the workplaceEmployee promisesEmployer promises

The psychological contract 2 of 2

STRATEGIC IMPLICATIONS OF THE PSYCHOLOGICAL CONTRACTProcess fairnessCommunicationsManagement styleManaging expectationsMeasuring employee attitudes

HR planning

HR planning

Job analysisForecasting HR demand and supplyMatching HR supply and demand

New hires

New hires

30 days-existence needs90 days-competence needsSix months-relatedness needsOne year-autonomy and competence needs

Rules and procedures

Rules and proceduresConditions of service, policies and rules covering what the business provides for employees Policies and rules covering the behaviour that is expected of employees at work Policies and processes for dealing with serious breaches of rulesProcesses for raising and resolving differences and disputes Principles for agreeing or maintaining continuity of service or business in the event of a dispute

Ingredients of organizational insight

Ingredients of organizational insight

Organizational savvyContextual savvyBusiness savvy

Shifting technology

Shifting technology

Cloud computingSaaSSocial mediaCell phone applications

Using an external SaaS provider

Using an external SaaS provider 1 of 2

Think about the functionality you requireAfter identifying potential suppliers, explore their approach to product developmentAsk candidate SaaS providers to outline their functional road maps and ensure their products are scalableEvaluate total cost of ownership

Using an external SaaS provider

2 of 2Ensure that a suitable balance is struck on contract lengthConfirm that the expected deliverables match your scope and budget

How to add greater value

How to add greater value

Examine your mission statement and make necessary changesDetermine what role HR plays and decide if you need to be a strategic partner or a cost centre? Identify what performance measures you will useUndertake a survey to determine to what degree you are a source of economic value add

Financial reporting

Financial reporting

The average age of an employeeThe average length of serviceThe average remunerationThe amount invested in training per employeeStaff turnoverNumber of internal promotionsNumber of external appointees

Transforming the HR team into a greater

source of value

Transforming the HR team into a greater source of value 1 of 2

Assess your HRD organization with input from senior managementDetermine what you want your transformed function to look like in the future, including its mission,structure, strategies, metrics, andworking relationships with key constituentsObtain input and support from within your own HR organization as well as among senior management for the transformed function

Transforming the HR team into a greater source of value 2 of 2

Inform those affected by changes what you will be doing differently and why-get their input as wellDetermine the metrics you will use to measure successImplement your plan

Metrics for 2012

Metrics for 2012 1 of 5

Proof of employee understanding of critical company values, such that they are living the values in their daily workProof of how that can hit the bottom line, for instance the results for innovation in the R&D departmentMore clear and easy identification of hidden high performers across the organization


The ability to target these high performers based on critical skills and behaviours at a moment’s noticeHow leadership can proactively manage the organizational culture to raise up these hidden performers and address areas where values demonstration is low


HOW TO MAKE THE MOST OF METRICSUnderstand your business strategyIdentify key business outcomesKnow your audienceDevise metrics and build your scorecardPublicize and refine your metrics


METRICS TO SIT AT THE TOP TABLEProductivity=moneyRaise their eyebrowsMake them sit up in their seatsChewing nails


Measure what matters to the CEO and CFOYou can’t prove strategic value by measurement and reportingBe sure to measure the right things

Becoming business savvy

Becoming business savvy

Cultivate curiosityEncourage collaborationOffer simple, common-sense solutionsCoaching as a vehicle for promoting business savvy

Cultural differences

Cultural differences

Low-contextHigh-contextNorth American v Asian

Moving from HR to employee experience

Moving from HR to employee experience 1 of 2

Differences between HR and employee experienceTransparencyTwo-way performance conversationsPromotion of talentPortable capital investment in talent

Moving from HR to employee experience 2 of 2

SKILLS NEEDED TO IMPLEMENT A TRUE EMPLOYEE EXPERIENCELobbying skillsMentality of a super agentMarketing chopsAbility to confront

Employment agreements

Employment agreements 1 of 2

Types of employment agreementsRecruitmentWhen should you have one?Ensuring enforceabilityTypical executive clausesCompensation clausesTermination clauses

Employment agreements 2 of 2

Restrictive covenants-confidentialityRestrictive covenants-competitorRestrictive covenants-solicitation of customers, clients, suppliers or employeesTailoring of restrictive covenants

Service delivery model

Service delivery model 1 of 3

What services should be offered?Who will support each service?How will each service be delivered?When will each service be offered?Where will each be located?


COMPONENTS OF A GLOBAL MODELFunctionRoleOrganizationDelivery


WHERE?GlobalRegionalNationalLocal

Multiple contracts

Multiple contracts 1 of 3Generalist expertise

Specialist expertise

High flexibility BACK-OFFICE WORKERS

ON-DEMAND WORKERS

Low flexibility CORE WORKERS

KNOWLEDGE WORKERS

Multiple contracts 2 of 3

SKILLS AND COMPETENCIESCultural awareness/global mind setCollaboration/teamwork skillsCommunication/interpersonal skillsCustomer-focused/business advocateTechnology literacy/internet savvyBusiness process/industry knowledgeFinancial acumen/ROI skillsData analysis/business intelligence/metrics

Multiple contracts 3 of 3

SKILLS AND COMPETENCIESProgram/project management skillsChange management/transformation skills

Business partnering

Business partnering 1 of 3

DefinitionThe three-legged modelKey drivers of changeRole of HR business partnersIntroducing partneringStrengthening partneringImplications for HR careers


SKILLSBusiness analyticsBusiness planningClient relationship managementConflict resolutionContractingHR expertiseIT acumen


SKILLSMarketingPolicy implementationProject managementResource management

Writing a good career plan

Writing a good career plan

Open conversationsBuild in flexibilityBe realisticMatch skills to aspirationsEncourage ownershipAlign the plan and business strategyRecognize career stakeholdersGet the language right

Now and the future

Now and the future 1 of 6

HR ACTIVITIES ON THE RISEEthicsSuccession planningChange managementOrganization cultureHR governance


HR CHALLENGES ON THE HORIZONTalent managementEmployee engagementSuccession planningChange managementOrganization culture


IMMEDIATE HR PRIORITIESSuccession planningEmployee engagementTalent managementLearning & development


LONG-TERM HR PRIORITIESSuccession planningTalent managementRecruitment


SKILLS NEEDEDCommunicationAnalytical, critical and strategic thinkingInterpersonal skillsTechnical skillsConflict resolution


KNOWLEDGE NEEDEDBusiness acumenEmployment law and legislationTalent managementBroad HR knowledgeEmployee/labour relations

The future of work

The future of work 1 of 2

FIVE FORCESDemographic trendsGlobalizationNeed for a low carbon economySocietal changesTechnology

The future of work 2 of 2

MAKING THE SHIFTShift from shallow generalist to serial masterShift from isolated competitor to innovative connectorShift from voracious consumer to impassioned producer

Case study

Conclusion and questions

Conclusion and questions

SummaryVideosQuestions

what hr people need to know january 2012

Business

gaining board

hr team

greater source

toronto training

agreater source

board

training

skills