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What HR people need to know by Toronto Training and HR January 2013
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What HR people need to know
by Toronto Training and HR
January 2013
Contents3-4 Introduction to Toronto Training and HR5-6 Employee priorities for 20137-8 Attraction challenges for 20139-10 Hiring practices for 201311-12 Employee engagement for 201313-14 Role of the HR function in 201315-16 Focus of HR in 201317-18 Competencies for 201319-20 Drill A21-23 HR in small businesses24-30 Canadian private businesses in 201331-32 HR in banking33-34 HR in law firms32-33 Return on investment35-38 Cutting budgets in the public sector39-41 Public sector HR in the Middle East42-43 Working in the public service sector44-45 HR in Indian social enterprises46-49 HR in the healthcare sector50-56 HR in the oil sands area 57-58 Drill B59-66 Metrics67-68 Human Resource Development (HRD)69-74 Impact of the economic downturn75-77 Challenges preventing business success78-83 HR transformations84-85 Best companies to work for86-87 Drill C88-90 Top challenges for HR91-94 Trends to follow 95-97 Future work drivers98-99 Case studies100-101 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 banking10 years in training and human resourcesFreelance practitioner since 2006The core services provided by Toronto Training and HR are:
Training event designTraining event deliveryReducing costs, saving time plus improving employee engagement and moraleServices for job seekers
Page 5
Employee priorities for 2013
Page 6
Employee priorities for 2013• Higher compensation• Higher growth• Higher learning• Greater stability• Work-life balance
Page 7
Attraction challenges for 2013
Attraction challenges for 2013• Compensation levels• Dilution of employer
brand• Tighter cycle times for
resource fulfilment• Unavailability of
skilled talent• Lack of focussed
Employee Value Proposition
Page 8
Page 9
Hiring practices for 2013
Hiring practices for 2013• More cost effective
employer branding practices
• Increase in floating workforce
• Outsourcing of recruitment process
• More liberal view on “layoff factor” in background checks
• Welcome home
Page 10
Page 11
Employee engagement for 2013
Employee engagement for 2013
• Provide challenging opportunities for growth and advancement
• Leaders talking about the corporate direction and being more accessible
• Non-monetary perks• Learning &
development opportunities
• Abundance of communication
Page 12
Page 13
Role of the HR function in 2013
Role of the HR function in 2013• Business partner• Change agent• Strategic thinker• Employee engager
Page 14
Page 15
Focus of HR in 2013
Page 16
Focus of HR in 2013• Make organizations more
competitive• Make organizations more
cost effective• Make organizations more
adaptable to change• Make organizations more
conscious about their brand
• Make organizations more attractive for new hires
Page 17
Competencies for 2013
Competencies for 2013• Strategic positioner• Credible activist• Capability builder• Change champion• Innovator and integrator• Technology proponent
Page 18
Page 19
Drill A
Page 20
Drill A
Page 21
HR in small businesses
Page 22
HR in small businesses 1 of 2• Secrets of being a
terrific boss• Cultivating an
entrepreneurial attitude
• Handling workplace negativity
• Performance reviews• Minimizing gender-
based communication issues
• Firing employees
Page 23
HR in small businesses 2 of 2• Employee
engagement• Ensuring ‘fit’• Inexpensive ways to
inspire your team• Flexible job
descriptions• Tips for avoiding a bad
hire
Page 24
Canadian private businesses in 2013
Page 25
Canadian private businesses in 2013 1 of 6
PLANS TO ACHIEVE GROWTH• Improved sales and
marketing• Market share gain• Improved internal
systems• Expanded operations• Developing new products• Strategic partnerships• Acquisitions
Page 26
Canadian private businesses in 2013 2 of 6
HIGHER PRIORITIES• Reducing costs of
operations• Improving people skills• Improving processes• Better targeting of
customers• Expansion plans• Employee retention• Maximizing return on
investment• Investing in IT
Page 27
Canadian private businesses in 2013 3 of 6
USE OF SOCIAL MEDIA• Not planning to use it
• Sales and marketing• Customer service• Recruitment• Internal collaboration• Product development
Canadian private businesses in 2013 4 of 6
CULTIVATING INNOVATION• Business strategy• Process• Portfolio of innovation
projects and initiatives• Support network
Page 28
Canadian private businesses in 2013 5 of 6
ATTRIBUTES OF A LEADER• Ability to communicate• Building and empowering
a management team that complements your strengths and challenges
• Ability to inspire people
Page 29
Canadian private businesses in 2013 6 of 6
HOW DO LEADERS SPEND THEIR TIME?• Setting strategy and managing
risks• Improving organizational
efficiency• Meeting with internal
leadership teams• Meeting with customers and
partners• Staying abreast of industry and
market trends• Developing leadership and
talent pipeline
Page 31
HR in banking
Page 32
HR in banking • Employee value
proposition and engagement; rise of the multigenerational workforce
• Retention and loyalty; reduced turnover in the wake of economic uncertainty
• Retention and loyalty; slowing of career progression
• Strategic deployment; women in banking-climbing but not always at the top
Page 33
HR in law firms
HR in law firms • Work-life balance• Gender pay gap• Ethnic diversity• Compensation and
benefits
Page 34
Page 35
Cutting budgets in the public sector
Page 76
Cutting budgets in the public sector 1 of 3
Low will High will
High skill
Skilled person who is at the risk of departing. Key knowledge holder or a skilled contributor that will disrupt transition.
Skilled knowledge holder who sees transition as an opportunity to continue to develop and value the severance package.
Low skill
Non-skilled nervous employee who is currently experiencing performance issues, and may depart prior to transition.
Knowledge holder that can utilize current skills or develop new skills to effect a smooth transition.
Cutting budgets in the public sector 2 of 3
TOP TALENT CHALLENGES• Filling gaps in the
leadership pipeline• Increasing innovation• Developing new skills
to address product and business changes
• Improving organizational learning
• Creating a performance-driven culturePage 37
Cutting budgets in the public sector 3 of 3
HELPING SMOOTH THE TRANSITION• Creative support
offerings• Extensive
communications through the transition period
• Establishment of job and education fairs
• Pre-planning and being flexible over the course of the transition
Page 38
Page 39
Public sector HR in the Middle East
Public sector HR in the Middle East 1 of 2 • Restructuring plus limiting the size
and fiscal weight of the civil service
• Increasing performance and ensuring merit in recruitment and promotion
• Setting and implementing anti-corruption and integrity standards
• Making the anti-corruption institutional/procedural framework effective
• Improving scrutiny over government and civil actionPage 40
Public sector HR in the Middle East 2 of 2 • Institutionally deficient policies,
practices and regulations• Challenges ahead
Page 41
Page 42
Working in the public service sector
Working in the public service sector
• First impressions• Frustrations• Motivation to value
their jobs• Leadership
competencies• Challenges for leaders
of tomorrow• Diversity
Page 43
Page 44
HR in Indian social enterprises
Page 45
HR in Indian social enterprises • Small workforce• Focus on soft skills• Employee motivation• Retention strategies• Major HR challenges
Page 46
HR in the healthcare sector
HR in the healthcare sector 1 of 3
LEAVING AND TAKING JOBS• Reason for leaving• Other than $ what is
important?• Reason for not taking a
job• What are healthcare
organizations looking for?• When hiring physicians…• Influences on the decision• Number of offers declined
Page 47
Page 48
HR in the healthcare sector 2 of 3
LEAVING AND TAKING JOBS• What is a reasonable
length of time to stay?• Impact of gut instinct and
intuition on selection decisions
• Selection methods used • Training for interviewers
Page 49
HR in the healthcare sector 3 of 3
A CALL TO ACTION• Know what you are
looking for• Test what you are looking
for• Pick formal interview
training that delivers the most skills for your investment of time
• Leverage what you uncover during the interview to develop the new hire
Page 50
HR in the oil sands area
HR in the oil sands area 1 of 6
CHALLENGES FACED• Attraction and
retention of talent• Labour and skills
shortages• Managing employee
turnover/retention• Benefits and
compensation expectations
• Productivity and employee engagementPage 51
Page 52
HR in the oil sands area 2 of 6
ACTIVITIES PURSUED• Normal recruitment to
support organizational growth and manage attrition
• Training to develop current and future leaders, support expected organizational growth and meet technical, safety and job-specific requirements
HR in the oil sands area 3 of 6ACTIVITIES PURSUED• Internal
redeployment/transfers and use of contract employees to help with attracting and retaining workers in hard-to-recruit locations
• Productivity enhancements, improving worker mobility and diversifying their workforce
Page 53
HR in the oil sands area 4 of 6
TYPES OF COLLABORATION APPLICABLE TO TALENT MANAGEMENT• Inter-company• Intra-company• Institutional• Community
Page 54
Page 55
HR in the oil sands area 5 of 6
BENEFITS OF A TIGHTENED PEOPLE SUPPLY CHAIN• Schedule workforce and
assets• Track travel to work site• Travel on site• Compensate
HR in the oil sands area 6 of 6
TEMPORARY FOREIGN WORKERS• Workforce planning• Sourcing• Recruitment and
application• Onboarding
Page 56
Page 57
Drill B
Page 58
Drill B
Page 59
Metrics
Metrics 1 of 7• Business case for HR
metrics• Changing role of HR• Why HR has
traditionally not been measured
• Evolution of HR metrics
Page 60
Metrics 2 of 7
TYPICAL METRICS• Operational• Customer• Financial• Strategic
Page 61
Metrics 3 of 7
TYPICAL METRICS• Productivity• Compensation• Recruitment• Retention• HR efficiency• Learning &
development• Workforce
demographics
Page 62
Metrics 4 of 7
GETTING STARTED• Review available metrics• Identify those that would be
appropriate for your organization
• Get input from business leaders
• Determine which metrics will be evaluated
• Get buy in from IT and Finance
• Get help on the employee surveyPage 63
Metrics 5 of 7
CRITICAL SUCCESS FACTORS• Engage line management in
dialogue and implementation planning
• Focus efforts on those HR metrics that will really impact the business
• Use proxies/indices for qualitative measures
• Metrics need to be useful, easy and relevant
Page 64
Metrics 6 of 7
COMMON ERRORS• Developing measures in a
vacuum• Measurement overload• Overly complex• Questions to answer
Page 65
Metrics 7 of 7
PROPOSED AREAS TO REPORT ON• Spending on human capital• Ability to retain talent• Leadership depth• Leadership quality• Employee engagement• Human capital discussion and
analysis
Page 66
Page 67
Human Resource Development (HRD)
Human Resource Development (HRD)
• Definition• Organizational
concepts• Domains of HRD
Page 68
Page 69
Impact of the economic downturn
Page 70
Impact of the economic downturn 1 of 5
• Cutting back on recruiting
• Cutting back on company events
• Cutting back on bonus payments tied to organizational performance
• Laying off employees• Cutting back on training• Making layoffs
dependent on individual performance
Impact of the economic downturn 2 of 5
LAYOFF DECISIONS• Employees directly
productive vs. indirectly productive
• Well-performing employees vs. bad performance
• Adaptable, versatile employees vs. inadaptable employees
Page 71
Page 72
Impact of the economic downturn 3 of 5
EMPLOYEE REACTIONS IN CONDITIONS IN WHICH PRESSURE INCREASES• Counterproductive
behaviours• Productive behaviours
Impact of the economic downturn 4 of 5
EFFECTS• Employees• HR department• HR managers
Page 73
Impact of the economic downturn 5 of 5
CRITICAL CHALLENGES• Talent management• Leadership skills• Strategic planning• HR• Involvement and
motivation of employees• Employee performance
assessment• Change management• Strengthening the
continuous learning process
Page 75
Challenges preventing business success
Challenges preventing business success 1 of 2
• Preference for well-known process efficiency tactics over developing new strategic capabilities
• Ineffective strategies for handling global requirements
• Unfamiliarity with the need to predict and adapt to changing business trends
Page 76
Challenges preventing business success 2 of 2
• Business partners who were slow to leverage human resources in new ways
• The lack of a burning platform to drive change
• Human Resources teams that didn’t upgrade their own talent to deliver new capabilities
Page 77
Page 78
HR transformations
HR transformations 1 of 5• Expose the HR
organization to the true business of a company
• Assign accountability to the HR organization to achieve business goals
• Redefine the metrics of success
• Reconfigure HR process and technology to contribute to strategy
Page 79
HR transformations 2 of 5
HR ORGANIZATIONS BEFORE AND AFTER-DIMENSIONS• Business engagement• Strategy• Talent• Operations
Page 80
HR transformations 3 of 5
COMMON TRAITS OF TRANSFORMED ORGANIZATIONS• Forge strategic
relationships• Business oriented results• Smart systems investments• Upgrade talent• Differentiate strategic value
and tactical execution• Leverage a burning
platform• Talent management
empowers corporate strategies
• Leverage trusted advisors
Page 82
HR transformations 4 of 5
TIMES TO TRANSFORM• Business restructure,
reorganization or adoption of global and centralized business models
• Change in the HR technology and sourcing agenda
• Regulatory change and compliance
• Corporate cost reduction• Pre/post merger
HR transformations 5 of 5
BUSINESS-ORIENTED METRICS• Improve quality of hire• Increase workforce
productivity• Maximize return on
workforce investment• Improve leadership• Develop employees• Compensate efficiently• Drive employee
engagement• Retain high performers• Create workforce alignment
Page 83
Page 84
Best companies to work for
Best companies to work for• Agrium Inc.• BMO Financial Group• Bombardier Aerospace• Cameco Corporation• Cementation Canada Inc.• Desjardins Group• Golder Associates Ltd.• Great Little Box Company• Ledcor Group of
Companies• OpenText Corporation
Page 85
Page 86
Drill C
Page 87
Drill C
Page 88
Top challenges for HR
Top challenges for HR 1 of 2• How to make yourself
diversely attractive?• Which leaders actually
create results?• Who needs to do
what, for who and where?
• How to “lead” the organization?
• What is an elegant and efficient delivery model?
Page 89
Top challenges for HR 2 of 2• Reward effectiveness and
efficiency• Risk management,
regulatory and compliance
• HR and workforce effectiveness
• Transaction effectiveness• Global mobility
Page 90
Page 91
Trends to follow
Trends to follow 1 of 3
• Shift in balance of power
• Technology development accelerates
• Voice of the organization
Page 92
Page 93
Trends to follow 2 of 3GLOBAL BUSINESS TRENDS• Global expansion of
Western companies into countries with developing economies
• Expansion of leading regional companies from Asia and Latin America into Western countries
• Economic hardships of the last decade have left little fat within organizations
Trends to follow 3 of 3GLOBAL BUSINESS TRENDS• Companies operate
under increasingly complex regulatory environments
• The pace of business has accelerated
• Organizations are realigning work within their teams to create nimbler standardized global business processes
• Simple work has been automated or outsourced
Page 94
Page 95
Future work drivers
Future work drivers 1 of 2• Worker collaboration• New technologies• Skill/talent shortages• Speed of change in
the organization• Aging workforce• Global workforce• Millennial workforce• Social media• Mobile workforce
Page 96
Future work drivers 2 of 2• Decentralized decision
making• Results-only work
environment• Free agent workforce
Page 97
Page 98
Case studies
Page 99
Case studies
Page 100
Conclusion and questions
Page 101
Conclusion and questions
SummaryVideosQuestions
