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Half day open training event on recent HR developments in Mississauga, Ontario.
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What HR people need to know
by Toronto Training and HR
January 2014
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CONTENTS3-4 Introduction5-6 Regional differences
7-9 Global human capital trends 10-12 Key insights to consider13-14 Drill 15-16 Independent contractors17-18 Employment agreements19-20 Managing human rights21-22 Drug and alcohol testing23-28 HR in the Arab Middle East29-30 Issues around reward31-32 Employability and adaptability33-39 Data breaches40-42 Gamification43-46 Working virtually47-48 A salesperson’s perspective49-50 Conclusion, summary and questions
Page 3
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 banking15 years in training and human resourcesFreelance practitioner since 2006The core services provided by Toronto Training and HR are:
Training event designTraining event deliveryHR support with an emphasis on reducing costs, saving time plus improving employee engagement and moraleServices for job seekers
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Regional differences
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Regional differences
• North America• Latin America• Europe• Asia-Pacific
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Global human capital trends
Global human capital trends 1 of 2
• Leadership-superheroes• Boards of directors• Leading talent from the
BRIC• Diversity of demography
and ideas• Workplace flexibility• Open talent• Trend to acceleration• Developing talent• HR transformation
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Global human capital trends 2 of 2
• Branding in the workplace
• The aging workforce• New ways of managing
performance• Human capital analytics
Page 9
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Key insights to consider
Key insights to consider 1 of 2
• Balancing a global, local, flexible virtual workforce creates new challenges and opportunities
• Attracting, retaining and engaging top talent is crucial to business success
• Rapid changes in technology accelerates HR’s ability to transform
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Key insights to consider 2 of 2
• Seizing the opportunity to transform HR into a strategic player
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Drill
Drill
Page 14
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Independent contractors
Independent contractors
• Incorrect classification• Factors to consider• Legal and financial
liability• Classification
solutions
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Employment agreements
Employment agreements
• Common mistakes• Areas to be cautious
about• Restrictive covenants• Key terms
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Managing human rights
Managing human rights
• Duty to accommodate to the point of undue hardship
• Common mistakes
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Drug and alcohol testing
Drug and alcohol testing
• When it is appropriate• Workplace
implications• Bona Fide
Occupational Requirements
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HR in the Arab Middle East
HR in the Arab Middle East 1 of 5
• National factors• Contingent variables• Organizational
strategies
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HR in the Arab Middle East 2 of 5
ISSUES IN THE PUBLIC SECTOR• Limiting the size and
fiscal weight of the civil • Restructuring the civil
service• Increasing performance
and ensuring merit in recruitment and promotion
• Setting and implementing anti-corruption and integrity standards
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HR in the Arab Middle East 3 of 5
ISSUES IN THE PUBLIC SECTOR (CONTINUED)• Making the anti-
corruption institutional procedural framework effective
• Improving scrutiny over government and civil service action
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HR in the Arab Middle East 4 of 5
WHERE POLICIES, PRACTICES AND REGULATIONS FALL DOWN• The overall institutional
framework• Absence of HR
planning/data• Absence of a fair, equal
and transparent recruitment policy
• Absence of sound selection and placement policies based on merit and competence
• Weak performance management
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HR in the Arab Middle East 5 of 5
WHERE POLICIES, PRACTICES AND REGULATIONS FALL DOWN (CONTINUED)• Discrimination in
compensation may lead to conflict
• Training and development may also be subject to abuse and corruption
• Promotions and career advancement may also be based on personal/political criteria
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Issues around reward
Issues around reward
SALARY INCREASES• Global situation• Canada and Ontario• Manufacturing • Service sector• Construction• Power and oil• Pharmaceutical and
medical devices• Funds and asset
management
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Employability and adaptability
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Employability and adaptability
POLICIES• Hiring employees for
explicit "tours of duty“
• Encouraging employees to build networks and expertise outside the organization
• Establishing active alumni networks to maintain career-long relationships
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Data breaches
Data breaches1 of 6
HOW BAD IS THE PROBLEM?• Exploitation of weak or
stolen credentials• Malware• Physical attacks such
as ATM skimming• Social engineering
attacks such as phishing
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Data breaches2 of 6
BEING MOBILE• Exploitation of weak or
stolen credentials• Malware• Physical attacks such
as ATM skimming• Social engineering
attacks such as phishing
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Data breaches3 of 6
TIPS FOR MOBILE SECURITY• Install a mobile anti-virus
product from a leading vendor
• Download applications only from reputable stores
• Realize that even if an app comes from a reputable app store, it may not be safe
• Consider any communication to be suspicious that asks you to download an application
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Data breaches4 of 6
TIPS FOR MOBILE SECURITY (CONTINUED)• Treat as suspicious any
notification of a problem with an account that requests a phone call or a visit to a website to provide account information.
• Report spam and other unwanted text messages
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Data breaches5 of 6
HOW TO MAKE DATA MORE SECURE• Use firewalls and virus
protection software• Establish and enforce a
variety of password policies• Restrict network access for
departing employees• Use encryption software
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Data breaches6 of 6
HOW TO MAKE DATA MORE SECURE (CONTINUED)• Make sure backup systems
are in place, and have onsite and offsite storage, in case of an attack
• Make sure employees log off or lock computers when not in use
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Gamification
Gamification 1 of 2
• Definition of gamification
• Game elements• Game design
techniques• Non-game context
• Barriers to gamification
• Looking forward
Page 41
Gamification 2 of 2
• What is a game?• Good game design• PBL• Intrinsic and extrinsic
motivation• “Playbor”• Criticisms of
gamification
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Working virtually
Working virtually 1 of 3
• Wave one-virtual freelancers
• Wave two-virtual corporate colleagues
• Wave three-virtual coworkers
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Working virtually 2 of 3
CAPITALIZING ON WAVE THREE• Strategy• Settings in which work
is done• Organization• Technology• Degree of
customization
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Working virtually 3 of 3
MAKING THE CHANGE• Focus on collaboration• Reconceive physical
workspaces• Reconstruct workflows
to tap into remote talent
• Invest in intuitive technology
• Recognize idiosyncrasy
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A salesperson’s perspective
A salesperson’s perspective
• What qualities do you value most in a salesperson?
• Do you think our company is true to its mission, vision and values statements?
• What behaviours does our company exhibit that demonstrate we are living those statements?
• Would you be more committed to the company if it acted on your feedback?
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Conclusion, summary and questions
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Conclusion, summary and questions
ConclusionSummaryVideosQuestions
