What HR people need to know April 2012
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Transcript of What HR people need to know April 2012
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What HR people need to know
by Toronto Training and HR
April 2012
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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
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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 event design- Training event delivery- Reducing costs- Saving time- Improving employee engagement &
morale- Services for job seekers
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What is HR there for?
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What is HR there for?
RecruitmentPayMotivation and developmentAttendanceManaging outChange management
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Managing projects through project
assurance
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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
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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
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Project management in HR
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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
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Project management in HR 2 of 2
Five most frequent HR projectsTop ten HR projects of high-performing organizations
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Strategic HR management
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Strategic HR management
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Cost containment or cost reduction
strategies
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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
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Security breaches
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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
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Security breaches 2 of 3
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
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Security breaches 3 of 3
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
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Influencing the CEO
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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?
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Influencing the CEO 2 of 3
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
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Influencing the CEO 3 of 3
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
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Emotion at work
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Emotion at work
What are emotions?Feeling emotions at the workplaceGood and bad emotionsAre emotions and consequences the same for everyone?
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Establishing a code of conduct
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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
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Establishing a code of conduct 2 of 4
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
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Establishing a code of conduct 3 of 4
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
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Establishing a code of conduct 4 of 4
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
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Gathering evidence before a tribunal
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Gathering evidence before a tribunal
The legal frameworkKnow the types of evidenceEnsure evidence is credibleDistinguish fact from opinionKeep records
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Psychological factors affecting compliance
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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
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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
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HR policies
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HR policies 1 of 4DefinitionsLink between HR policies, procedures and strategy
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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
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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
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HR policies 4 of 4WHICH HR POLICIES SHOULD BE INTRODUCEDBefore employmentDuring employmentEnding employment
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Insight-led HR
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Insight-led HR
FOUR LEVELS OF INFLUENCECore people processesCulture and peopleDelivering strategyShaping the future
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Managing the workforce in a difficult
economy
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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
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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
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Western financial turmoil
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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
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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
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Working with the IT department
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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.
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Working with the IT department
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
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Human capital
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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
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Potential GDP
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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
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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
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Return on investment
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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
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Return on investment 2 of 3
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
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Return on investment 3 of 3
TYPES OF DATA COLLECTEDReaction and planned actionLearning and confidenceApplication and implementationBusiness impactReturn on investmentIntangible benefit
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Implementing a balanced scorecard
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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
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Aging workforce
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Aging workforce
VeteransBaby boomersGeneration XMillennials
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Creating a vibrant workplace
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Creating a vibrant workplace
Long-term holistic viewLink HR and CSRStrengthen the cultureTap into the employee experienceCultivate future capabilitiesBeyond the triple bottom line
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Challenges for the HR leader
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Challenges for the HR leader 1 of 4
Senior managementProgram participantsWithin the HR department
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Challenges for the HR leader 2 of 4
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
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Challenges for the HR leader 3 of 4
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?
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Challenges for the HR leader 4 of 4
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?
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Shared services
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Shared services 1 of 8
MODEL FUNCTIONSHR Business PartnersCentres of ExcellenceHR Service Centre
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Shared services 2 of 8
Scale-basedExpertise-based
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Shared services 3 of 8
BENEFITSImproved timeliness of transactionsHigher levels of transaction accuracyPotential drop in workload
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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
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Shared services 5 of 8
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
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Shared services 6 of 8
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
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Shared services 7 of 8
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
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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
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Multiple locations
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Multiple locationsOn-premise location
Off-premise location
Intangible collaboration
DIGITAL VIRTUAL
Tangible collaboration
LOCAL REMOTE
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Knowledge workers
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Knowledge workers 1 of 2
MINING INDUSTRYDefinitionHow knowledge workers contributeEducationCharacteristics mentioned by stakeholdersList of occupations and industriesAge distributionGender
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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
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The future of work
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The future of work 1 of 3
FIVE MAIN FORCESTechnologyGlobalizationDemography and longevitySocietyNatural resources
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The future of work 2 of 3
THREE BROAD CAREER PATHSGrassroots advocacySocial entrepreneurshipMicro-entrepreneurship
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The future of work 3 of 3
CLUSTERS OF SKILLSLife sciences and healthEnergy conservationCreativity and innovationCoaching and caring
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New ways of working
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New ways of working 1 of 2
Change attitudesUse positive languageEncourage ‘good’ behaviour
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New ways of working 2 of 2
GOOD BEHAVIOURActing on areas of concernListenAgreeFeedbackLeading by exampleMeasure progress
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Being a successful HR professional
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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
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Being a successful HR professional 2 of 2
Behavioural economistChoice architectQuant
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Drill
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Drill
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Conclusion and questions
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Conclusion and questions
SummaryVideosQuestions