Docstoc

HR

Document Sample
HR Powered By Docstoc
					What HR people need to know



     by Toronto Training and HR

            March 2011
           3-4      Introduction to Toronto Training and
                    HR
Contents   5-6      Personnel management and business
                    execution
           7-8      Labour force survey February 2011
           9-12     Issues facing the Toronto labour
                    market
           13-14    Drill A
           15-17    Challenges facing HR in 2011
           18-22    HR as a strategic partner
           23-24    Career progression in specialist HR
           25-28    HR audits
           29-30    Relational climates
           31-33    Knowledge, skills, abilities and other
                    characteristics
           34-35    Issues in the public sector
           36-37    Stages in HR transformation
           38-43    HR planning
           44-45    Drill B
           46-49    Case studies
           50-51    Conclusion and questions
                   Page 2
Introduction




     Page 3
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

                            Page 4
Personnel management
and business execution




          Page 5
  Personnel management and
Expertise
          business execution
Implementation

Pre 1990
1990 to 2000
2000 to 2010
2011 ?




                 Page 6
Labour force survey
  February 2011




        Page 7
 Labour force survey February 2011
ONTARIO
Population 10.873M
Labor force 7.267M
Employment 6.685M
Full-time employment 5.389M
Part-time employment 1.296M
Unemployed 0.582M
Participation rate 66%
Unemployment rate 8%


                              Page 8
Issues facing the Toronto
     labour market




           Page 9
  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.


                         Page 10
  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.



                       Page 11
  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.




                      Page 12
Drill A




  Page 13
Drill A




 Page 14
Challenges facing HR in
        2011




          Page 15
 Challenges facing HR in 2011 1 of 2
The changing role of the HR professional
The war for talent
Outsourcing of HR functions and the virtual HR
organization
Health & wellbeing, work-life balance and the
healthy workplace
Diverse workforce



                        Page 16
Challenges facing HR in 2011 2 of 2
Impact of technology
Talent management
Leadership development
Succession planning
Corporate values and culture
Impact of legal and compliance issues




                       Page 17
HR as a strategic partner




           Page 18
    HR as a strategic partner 1 of 4

Focus on solutions
Know the customer
Get the inside perspective
Be flexible




                        Page 19
    HR as a strategic partner 2 of 4

BEST PRACTICES
Job rotations for high performers
Rotating line managers into HR
Hiring individuals from non-HR disciplines
Finance and business education
Mentorships and leadership development
Competency training
Forging collaborative relationships


                           Page 20
    HR as a strategic partner 3 of 4

BEST PRACTICES
Performance appraisals
Strategic workforce planning
Change traditional HR structure
Take risks to develop employees
Be innovative




                       Page 21
    HR as a strategic partner 4 of 4

WRITING A BUSINESS CASE
Think bigger
Don’t go on
Start with what you want
Cut the HR speak
Think heart…not just head
Talk about the worst thing
When will they read it?


                        Page 22
Career progression in
    specialist HR




         Page 23
  Career progression in specialist HR
Ask yourself which role you aspire to and choose an end
goal
Move across HR as well as upwards to develop your
experience
Bear in mind that most HRDs are largely generalists who
have gained experience in a small number of key areas
Keep your learning up to date in the areas that interest you
Try to get a role in a larger organization with a well-
resourced HR department


                             Page 24
HR audits




   Page 25
            HR audits 1 of 3
COMMON FINDINGS
Improper acceptance and retention of resumes
and applications
Illegal questions on applications or during
interviews
Improper information retained in primary
personnel files
Inadequate or improper background and reference
checking forms

                      Page 26
             HR audits 2 of 3
COMMON FINDINGS
Improper classification of exempt and non-exempt
employees
Noncompliance with immigration law
Improper classification of independent contractors
Inadequate job descriptions
Illegal pay deductions from exempt employees and
not paying non-exempts for all time worked


                       Page 27
             HR audits 3 of 3
COMMON FINDINGS
Out-of-date or non-applicable employment law posters
used
Inadequate employment-at-will disclaimer in handbook
Improper mandatory language in handbooks
Insufficient policies on privacy, electronic
communications, social networking, etc.
Inadequate performance and compensation
management tools


                        Page 28
Relational climates




        Page 29
             Relational climates

Market pricing
Equality matching
Communal sharing

Market pricing-compliance based
Equality matching-collaborative based
Communal sharing-commitment based


                       Page 30
Knowledge, skills, abilities
 & other characteristics




            Page 31
 Knowledge, skills, abilities & other
       characteristics 1 of 2
COGNITIVE “Can do”
General cognitive ability
Knowledge
Skills
Experience




                            Page 32
 Knowledge, skills, abilities & other
       characteristics 2 of 2
NON-COGNITIVE “Will do”
Personality
Interests
Values




                    Page 33
Issues in the public sector




            Page 34
         Issues in the public sector
Focus on boosting employee engagement as a strategic
priority
Review people management development to ensure
managers at all levels are equipped with the necessary
skills to support employee engagement, new ways of
working and service delivery improvements
Develop organizational development capability
Review HR structure and consider the scope for HR shared
services and/or outsourcing

                           Page 35
 Stages in HR
transformation




     Page 36
   Stages in HR transformation
Knowing external business realities
Serving internal and external stakeholders
Crafting HR practices
Building HR resources
Assuring HR professionalism




                      Page 37
HR planning




    Page 38
             HR planning 1 of 5
BENEFITS
Helps 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.



                         Page 39
             HR planning 2 of 5
COSTS OF POOR OR ABSENT HR PLANNING
Good 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.


                          Page 40
             HR planning 3 of 5
COSTS OF POOR OR ABSENT HR PLANNING
Similarly, 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.
W
•ith proper planning organizations are better positioned to
take on new workloads, and to respond to common
business challenges such as absenteeism, illness and
leaves of absence.


                          Page 41
              HR planning 4 of 5
DOCUMENTING THE HR PLAN
It 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.


                          Page 42
             HR planning 5 of 5
COMMUNICATING THE HR PLAN
The HR Plan must be communicated throughout the
organization and should include:
How the HR Plan serves to meet the goals and objectives
What 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.


                         Page 43
Drill B




  Page 44
Drill B




 Page 45
Case study A




    Page 46
Case study A




    Page 47
Case study B




    Page 48
Case study B




    Page 49
Conclusion & Questions




         Page 50
            Conclusion
Summary
Questions




               Page 51

				
DOCUMENT INFO
Shared By:
Categories:
Stats:
views:7
posted:10/21/2011
language:English
pages:51