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Half day interactive workshop in Toronto for HR specialists.
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What HR people need to know
by Toronto Training and HR
March 2011
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Contents3-4 Introduction to Toronto Training and HR5-6 Personnel management and business execution7-8 Labour force survey February 20119-12 Issues facing the Toronto labour
market13-14 Drill A15-17 Challenges facing HR in 201118-22 HR as a strategic partner23-24 Career progression in specialist HR25-28 HR audits29-30 Relational climates31-33 Knowledge, skills, abilities and other characteristics34-35 Issues in the public sector36-37 Stages in HR transformation38-43 HR planning44-45 Drill B46-49 Case studies50-51 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 banking• 10 years in training and human resources• Freelance practitioner since 2006• The core services provided by Toronto Training and HR
are:- Training course design- Training course delivery- Reducing costs- Saving time- Improving employee engagement &
morale- Services for job seekers
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Personnel management and business execution
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Personnel management and business execution
ExpertiseImplementation
Pre 19901990 to 20002000 to 20102011 ?
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Labour force survey February 2011
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ONTARIOPopulation 10.873MLabor force 7.267MEmployment 6.685MFull-time employment 5.389MPart-time employment 1.296M
Unemployed 0.582MParticipation rate 66%Unemployment rate 8%
Labour force survey February 2011
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Issues facing the Toronto labour market
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Issues facing the Toronto labour market 1 of 3
A labour force that lacks the skills that employers need.Post-secondary graduates that have difficulty establishing careers. Highly educated newcomers that are slow to integrate to meaningful employment and who are over-represented in entry level positions.Job growth that occurs at two ends of the job spectrum: in high-level, high-skilled knowledge work and entry-level jobs, leading to polarization of occupations and incomes.
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Issues facing the Toronto labour market 2 of 3
REASONS FOR THE “MISMATCH”The lack of an integrated approach to workforce development that brings the two sides of the economy, supply and demand, together.The erosion of job security and the replacement of predictable career advancement with precarious employment and just-in-time training for just-in-time jobs. The continuing shift from manufacturing to service sector and knowledge work jobs.
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Issues facing the Toronto labour market 3 of 3
REASONS FOR THE “MISMATCH”The expected retirement of baby-boomers leading to skills and labour shortages.The lack of investment in workplace training that is connected to lagging productivity.
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Drill A
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Drill A
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Challenges facing HR in 2011
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The changing role of the HR professionalThe war for talentOutsourcing of HR functions and the virtual
HR organization Health & wellbeing, work-life balance and
the healthy workplace Diverse workforce
Challenges facing HR in 2011 1 of 2
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Impact of technologyTalent managementLeadership developmentSuccession planningCorporate values and cultureImpact of legal and compliance issues
Challenges facing HR in 2011 2 of 2
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HR as a strategic partner
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Focus on solutionsKnow the customerGet the inside perspectiveBe flexible
HR as a strategic partner 1 of 4
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BEST PRACTICESJob rotations for high performersRotating line managers into HRHiring individuals from non-HR disciplinesFinance and business educationMentorships and leadership developmentCompetency trainingForging collaborative relationships
HR as a strategic partner 2 of 4
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BEST PRACTICESPerformance appraisalsStrategic workforce planningChange traditional HR structureTake risks to develop employeesBe innovative
HR as a strategic partner 3 of 4
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WRITING A BUSINESS CASEThink biggerDon’t go onStart with what you wantCut the HR speakThink heart…not just headTalk about the worst thingWhen will they read it?
HR as a strategic partner 4 of 4
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Career progression in specialist HR
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Ask yourself which role you aspire to and choose an end
goalMove across HR as well as upwards to develop your experienceBear in mind that most HRDs are largely generalists
whohave gained experience in a small number of key
areasKeep your learning up to date in the areas that
interest youTry to get a role in a larger organization with a well-resourced HR department
Career progression in specialist HR
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HR audits
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COMMON FINDINGSImproper acceptance and retention of
resumes and applicationsIllegal questions on applications or during interviews Improper information retained in primarypersonnel filesInadequate or improper background and
reference checking forms
HR audits 1 of 3
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COMMON FINDINGSImproper classification of exempt and non-
exempt employees Noncompliance with immigration lawImproper classification of independent
contractorsInadequate job descriptionsIllegal pay deductions from exempt
employees andnot paying non-exempts for all time worked
HR audits 2 of 3
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COMMON FINDINGSOut-of-date or non-applicable employment law
posters usedInadequate employment-at-will disclaimer in
handbookImproper mandatory language in handbooksInsufficient policies on privacy, electroniccommunications, social networking, etc.Inadequate performance and compensation management tools
HR audits 3 of 3
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Relational climates
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Market pricingEquality matchingCommunal sharing
Market pricing-compliance basedEquality matching-collaborative basedCommunal sharing-commitment based
Relational climates
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Knowledge, skills, abilities & other characteristics
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COGNITIVE “Can do”General cognitive ability KnowledgeSkillsExperience
Knowledge, skills, abilities & other characteristics 1 of 2
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NON-COGNITIVE “Will do”PersonalityInterestsValues
Knowledge, skills, abilities & other characteristics 2 of 2
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Issues in the public sector
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Focus on boosting employee engagement as a strategic
priorityReview people management development to ensure managers at all levels are equipped with the
necessaryskills to support employee engagement, new ways
of working and service delivery improvementsDevelop organizational development capabilityReview HR structure and consider the scope for HR
shared services and/or outsourcing
Issues in the public sector
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Stages in HR transformation
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Stages in HR transformation
Knowing external business realitiesServing internal and external stakeholdersCrafting HR practicesBuilding HR resourcesAssuring HR professionalism
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HR planning
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HR planning 1 of 5
BENEFITSHelps the organization predict future labour and management needs.Addresses the impact of social, economic, legislative and technological trends that impact HR.Allows the organization to manage change more effectively.Job growth may occur at two ends of the job spectrum: in high-level, high-skilled knowledge work and entry-level. jobs, leading to polarization of occupations and incomes.
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HR planning 2 of 5
COSTS OF POOR OR ABSENT HR PLANNINGGood HR Planning provides the opportunity to select the best possible resources to fill the organization’s needs. Organizations may be challenged to find quality employees when they are required to hire quickly.Ensuring a present and engaged workforce may provide organizations with a competitive edge over similar businesses in the market.By staying attuned to organizational needs, businesses will be able to respond to client needs more efficiently and effectively.
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HR planning 3 of 5
COSTS OF POOR OR ABSENT HR PLANNINGSimilarly, by staying attuned to the needs of the employee, organizations will increase the levels of employee motivation and engagement. They will be able to provide employees with meaningful and challenging work. This increases employee retention and reduces the costly requirement to recruit and train new employees.With proper planning organizations are better �positioned to take on new workloads, and to respond to common business challenges such as absenteeism, illness andleaves of absence.
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HR planning 4 of 5
DOCUMENTING THE HR PLANIt is a continuous process that requires constant review & assessment against the organization’s goals/objectives.Most organizations review and document the HR Plan on a yearly basis.The HR Plan is a brief document that outlines the HR initiatives and strategies that respond to the organization’s needs and overall direction. It states the key assumptions and identifies who has responsibility within the organization for the various strategies.Typically the HR Plan includes timelines for implementation.
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HR planning 5 of 5
COMMUNICATING THE HR PLANThe HR Plan must be communicated throughout the organization and should include:How the HR Plan serves to meet the goals and objectivesWhat changes in policies, programs, practices and systems How the changes will impact the employees, when the changes will occur, how each staff member can contribute and support the HR Plan and how the HR Plan will impact the organization in the future.The HR Plan should be supported and agreed to by the CEO and senior managers.
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Drill B
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Drill B
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Case study A
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Case study A
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Case study B
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Case study B
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Conclusion & Questions
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Conclusion
SummaryQuestions
