What HR people need to know by Toronto Training and HR January 2012
Oct 28, 2014
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
Page 3
Introduction
Page 4
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
Page 5
Providing support
Page 6
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
Page 7
Getting process management right
Page 8
Getting process management right
Link strategy with executionEliminate unnecessary complexityTransform in the right waySustain process improvement
Page 9
Process improvement
Page 10
Process improvement
Process automationExampleBenefits to be achieved
Page 11
Creating strategic impact
Page 12
Creating strategic impact
BalanceCollaborationCommunicationDisciplineInsightIntimacy
Page 13
Labour costs
Page 14
Labour costs
Variable costsQuasi-fixed costs
Non-wage labour costsHiring costsTraining costsEmployee benefits
Page 15
Fleet management
Page 16
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
Page 17
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
Page 18
Business context model
Page 19
Business context model 1 of 2
OUTSIDE-IN QUESTIONS TO ASK-STEPEDSocial TechnicalEconomicPoliticalEnvironmental Demographic
Page 20
Business context model 2 of 2
KEY STAKEHOLDERSCommunityCustomerEmployee today/tomorrowInvestorLine manager
Page 21
Gaining board credibility on handling
talent
Page 22
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
Page 23
Gaining board credibility on handling talent 2 of 3
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
Page 24
Gaining board credibility on handling talent 3 of 3
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
Page 25
Skills for HR leaders
Page 26
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
Page 27
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
Page 28
Problems with investigations
Page 29
Problems with investigations
Timing is everythingGet professional help if neededImpartial investigationPreserve the evidenceGet the full picture
Page 30
Mediation
Page 31
Mediation
Benefits for employersWhen mediation may be used
Page 32
The psychological contract
Page 33
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
Page 34
The psychological contract 2 of 2
STRATEGIC IMPLICATIONS OF THE PSYCHOLOGICAL CONTRACTProcess fairnessCommunicationsManagement styleManaging expectationsMeasuring employee attitudes
Page 35
HR planning
Page 36
HR planning
Job analysisForecasting HR demand and supplyMatching HR supply and demand
Page 37
New hires
Page 38
New hires
30 days-existence needs90 days-competence needsSix months-relatedness needsOne year-autonomy and competence needs
Page 39
Rules and procedures
Page 40
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
Page 41
Ingredients of organizational insight
Page 42
Ingredients of organizational insight
Organizational savvyContextual savvyBusiness savvy
Page 43
Shifting technology
Page 44
Shifting technology
Cloud computingSaaSSocial mediaCell phone applications
Page 45
Using an external SaaS provider
Page 46
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
Page 47
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
Page 48
How to add greater value
Page 49
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
Page 50
Financial reporting
Page 51
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
Page 52
Transforming the HR team into a greater
source of value
Page 53
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
Page 54
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
Page 55
Metrics for 2012
Page 56
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
Page 57
Metrics for 2012 2 of 5
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
Page 58
Metrics for 2012 3 of 5
HOW TO MAKE THE MOST OF METRICSUnderstand your business strategyIdentify key business outcomesKnow your audienceDevise metrics and build your scorecardPublicize and refine your metrics
Page 59
Metrics for 2012 4 of 5
METRICS TO SIT AT THE TOP TABLEProductivity=moneyRaise their eyebrowsMake them sit up in their seatsChewing nails
Page 60
Metrics for 2012 5 of 5
Measure what matters to the CEO and CFOYou can’t prove strategic value by measurement and reportingBe sure to measure the right things
Page 61
Becoming business savvy
Page 62
Becoming business savvy
Cultivate curiosityEncourage collaborationOffer simple, common-sense solutionsCoaching as a vehicle for promoting business savvy
Page 63
Cultural differences
Page 64
Cultural differences
Low-contextHigh-contextNorth American v Asian
Page 65
Moving from HR to employee experience
Page 66
Moving from HR to employee experience 1 of 2
Differences between HR and employee experienceTransparencyTwo-way performance conversationsPromotion of talentPortable capital investment in talent
Page 67
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
Page 68
Employment agreements
Page 69
Employment agreements 1 of 2
Types of employment agreementsRecruitmentWhen should you have one?Ensuring enforceabilityTypical executive clausesCompensation clausesTermination clauses
Page 70
Employment agreements 2 of 2
Restrictive covenants-confidentialityRestrictive covenants-competitorRestrictive covenants-solicitation of customers, clients, suppliers or employeesTailoring of restrictive covenants
Page 71
Service delivery model
Page 72
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?
Page 73
Service delivery model 2 of 3
COMPONENTS OF A GLOBAL MODELFunctionRoleOrganizationDelivery
Page 74
Service delivery model 3 of 3
WHERE?GlobalRegionalNationalLocal
Page 75
Multiple contracts
Page 76
Multiple contracts 1 of 3Generalist expertise
Specialist expertise
High flexibility BACK-OFFICE WORKERS
ON-DEMAND WORKERS
Low flexibility CORE WORKERS
KNOWLEDGE WORKERS
Page 77
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
Page 78
Multiple contracts 3 of 3
SKILLS AND COMPETENCIESProgram/project management skillsChange management/transformation skills
Page 79
Business partnering
Page 80
Business partnering 1 of 3
DefinitionThe three-legged modelKey drivers of changeRole of HR business partnersIntroducing partneringStrengthening partneringImplications for HR careers
Page 81
Business partnering 2 of 3
SKILLSBusiness analyticsBusiness planningClient relationship managementConflict resolutionContractingHR expertiseIT acumen
Page 82
Business partnering 3 of 3
SKILLSMarketingPolicy implementationProject managementResource management
Page 83
Writing a good career plan
Page 84
Writing a good career plan
Open conversationsBuild in flexibilityBe realisticMatch skills to aspirationsEncourage ownershipAlign the plan and business strategyRecognize career stakeholdersGet the language right
Page 85
Now and the future
Page 86
Now and the future 1 of 6
HR ACTIVITIES ON THE RISEEthicsSuccession planningChange managementOrganization cultureHR governance
Page 87
Now and the future 2 of 6
HR CHALLENGES ON THE HORIZONTalent managementEmployee engagementSuccession planningChange managementOrganization culture
Page 88
Now and the future 3 of 6
IMMEDIATE HR PRIORITIESSuccession planningEmployee engagementTalent managementLearning & development
Page 89
Now and the future 4 of 6
LONG-TERM HR PRIORITIESSuccession planningTalent managementRecruitment
Page 90
Now and the future 5 of 6
SKILLS NEEDEDCommunicationAnalytical, critical and strategic thinkingInterpersonal skillsTechnical skillsConflict resolution
Page 91
Now and the future 6 of 6
KNOWLEDGE NEEDEDBusiness acumenEmployment law and legislationTalent managementBroad HR knowledgeEmployee/labour relations
Page 92
The future of work
Page 93
The future of work 1 of 2
FIVE FORCESDemographic trendsGlobalizationNeed for a low carbon economySocietal changesTechnology
Page 94
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
Page 95
Drill
Page 96
Drill
Page 97
Case study
Page 98
Case study
Page 99
Conclusion and questions
Page 100
Conclusion and questions
SummaryVideosQuestions