One day open training event held in Mississauga.

1. What HR people need to know
by Toronto Training and HR
January 2012

2. 3-4 Introduction to Toronto Training and HR
5-6 Providing support
7-8 Getting process management right
Contents 9-10
11-12
Process improvement
Creating strategic impact
13-14 Labour costs
15-17 Fleet management
18-20 Business context model
21-24 Gaining board credibility on handling talent
25-27 Skills for HR leaders
28-29 Problems with investigations
30-31 Mediation
32-34 The psychological contract
35-36 HR planning
37-38 New hires
39-40 Rules and procedures
41-42 Ingredients of organizational insight
43-44 Shifting technology
45-47 Using an external SaaS provider
48-49 How to add greater value
50-51 Financial reporting
52-54 Transforming the HR team into a greater source of value
55-60 Metrics for 2012
61-62 Becoming business savvy
63-64 Cultural differences
65-67 Moving from HR to employee experience
68-70 Employment agreements
71-74 Service delivery model
75-78 Multiple contracts
79-82 Business partnering
83-84 Writing a good career plan
85-91 Now and the future
92-94 The future of work
95-96 Drill
97-98 Case study
99-100 Conclusion and questions

3. Introduction
Page 3

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 4

5. Providing support
Page 5

6. Providing support
STRESS, BURNOUT, OVERWHELM
A feeling of overwhelm, inability to make decisions
or need to check your work over and over again
Paralysis – feeling like a rabbit in the headlights
Short-temper, both at work and at home
Feeling listless and lacking the interest or
motivation to do the things you normally enjoy
Waking up in the night worrying about work issues
Page 6

7. Getting process
management right
Page 7

8. Getting process management
right
Link strategy with execution
Eliminate unnecessary complexity
Transform in the right way
Sustain process improvement
Page 8

9. Process improvement
Page 9

10. Process improvement
Process automation
Example
Benefits to be achieved
Page 10

11. Creating strategic impact
Page 11

12. Creating strategic impact
Balance
Collaboration
Communication
Discipline
Insight
Intimacy
Page 12

13. Labour costs
Page 13

14. Labour costs
Variable costs
Quasi-fixed costs
Non-wage labour costs
Hiring costs
Training costs
Employee benefits
Page 14

15. Fleet management
Page 15

16. Fleet management 1 of 2
Ensure the list of vehicle choices is cost-
effective, but still motivates employees
Consult with employees to assess their
expectations and car wish-list, so that any scheme
both appeals to them and meets the objectives of
the organization
Running costs can be reduced by 15% using
efficient driving techniques, so analyze driving
habits to determine training needs
Page 16

17. Fleet management 2 of 2
Determine if everyone needs a subsidized vehicle
or company car
Consider extending the vehicle replacement cycle
Remember the duty of care responsibilities from
an employer when employees use their own car
for business
Safety is paramount, so review work targets to
ensure employees do not feel pressured to drive
faster-or more carelessly-than they should
Page 17

18. Business context model
Page 18

19. Business context model 1 of 2
OUTSIDE-IN QUESTIONS TO ASK-STEPED
Social
Technical
Economic
Political
Environmental
Demographic
Page 19

20. Business context model 2 of 2
KEY STAKEHOLDERS
Community
Customer
Employee today/tomorrow
Investor
Line manager
Page 20

21. Gaining board credibility
on handling talent
Page 21

22. Gaining board credibility on
handling talent 1 of 3
Understand and reflect the business’s direction and
priorities
Engage with the CEO early and understand their
talent concerns and priorities
Identify practices that support the organization’s
culture and values
Be clear on the roles and responsibilities within the
process
Ensure that activities support the business planning
cycle
Page 22

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 for
Make explicit the links to organization design and
other HR processes
Keep process and paperwork to a minimum
Restrict the numbers of people being discussed to a
realistic level, and ideally to a target grouping that
the board members will know personally
Page 23

24. Gaining board credibility on
handling talent 3 of 3
Avoid the use of jargon terms and acronyms
Follow through on actions agreed and ensure that
feedback goes to the various individuals who have
been discussed
Seek feedback regularly to ensure the meetings
are useful and valued
Page 24

25. Skills for HR leaders
Page 25

26. Skills for HR leaders 1 of 2
Commercial acumen
Understanding of cultural differences and shifting
demographics
Change management skills; facility with cultural
change initiatives
Credibility to act as an internal adviser to President
and the board
Ability to work with the board to manage
succession
Page 26

27. Skills for HR leaders 2 of 2
Technologically savvy
Expertise in building compensation and
performance into governance structures
Skill at marketing the HR VP position to the rest of
the organization
Page 27

28. Problems with
investigations
Page 28

29. Problems with investigations
Timing is everything
Get professional help if needed
Impartial investigation
Preserve the evidence
Get the full picture
Page 29

30. Mediation
Page 30

31. Mediation
Benefits for employers
When mediation may be used
Page 31

32. The psychological contract
Page 32

33. The psychological contract 1 of 2
Definition
Key points
What happens if the contract is broken?
What do managers need to remember?
Changes currently affecting the workplace
Employee promises
Employer promises
Page 33

34. The psychological contract 2 of 2
STRATEGIC IMPLICATIONS OF THE
PSYCHOLOGICAL CONTRACT
Process fairness
Communications
Management style
Managing expectations
Measuring employee attitudes
Page 34

35. HR planning
Page 35

36. HR planning
Job analysis
Forecasting HR demand and supply
Matching HR supply and demand
Page 36

37. New hires
Page 37

38. New hires
30 days-existence needs
90 days-competence needs
Six months-relatedness needs
One year-autonomy and competence needs
Page 38

39. Rules and procedures
Page 39

40. Rules and procedures
Conditions 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 rules
Processes for raising and resolving differences and
disputes
Principles for agreeing or maintaining continuity of
service or business in the event of a dispute
Page 40

41. Ingredients of
organizational insight
Page 41

42. Ingredients of organizational
insight
Organizational savvy
Contextual savvy
Business savvy
Page 42

43. Shifting technology
Page 43

44. Shifting technology
Cloud computing
SaaS
Social media
Cell phone applications
Page 44

45. Using an external SaaS
provider
Page 45

46. Using an external SaaS provider
1 of 2
Think about the functionality you require
After identifying potential suppliers, explore
their approach to product development
Ask candidate SaaS providers to outline their
functional road maps and ensure their products
are scalable
Evaluate total cost of ownership
Page 46

47. Using an external SaaS provider
2 of 2
Ensure that a suitable balance is struck on
contract length
Confirm that the expected deliverables match
your scope and budget
Page 47

48. How to add greater value
Page 48

49. How to add greater value
Examine your mission statement and make
necessary changes
Determine what role HR plays and decide if you
need to be a strategic partner or a cost centre?
Identify what performance measures you will use
Undertake a survey to determine to what degree
you are a source of economic value add
Page 49

50. Financial reporting
Page 50

51. Financial reporting
The average age of an employee
The average length of service
The average remuneration
The amount invested in training per employee
Staff turnover
Number of internal promotions
Number of external appointees
Page 51

52. Transforming the HR team
into a greater source of
value
Page 52

53. Transforming the HR team into a
greater source of value 1 of 2
Assess your HRD organization with input from
senior management
Determine what you want your transformed
function to look like in the future, including its
mission,structure, strategies, metrics, and
working relationships with key constituents
Obtain input and support from within your own HR
organization as well as among senior management
for the transformed function
Page 53

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 well
Determine the metrics you will use to measure
success
Implement your plan
Page 54

55. Metrics for 2012
Page 55

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 work
Proof of how that can hit the bottom line, for
instance the results for innovation in the R&D
department
More clear and easy identification of hidden high
performers across the organization
Page 56

57. Metrics for 2012 2 of 5
The ability to target these high performers based
on critical skills and behaviours at a moment’s
notice
How leadership can proactively manage the
organizational culture to raise up these hidden
performers and address areas where values
demonstration is low
Page 57

58. Metrics for 2012 3 of 5
HOW TO MAKE THE MOST OF METRICS
Understand your business strategy
Identify key business outcomes
Know your audience
Devise metrics and build your scorecard
Publicize and refine your metrics
Page 58

59. Metrics for 2012 4 of 5
METRICS TO SIT AT THE TOP TABLE
Productivity=money
Raise their eyebrows
Make them sit up in their seats
Chewing nails
Page 59

60. Metrics for 2012 5 of 5
Measure what matters to the CEO and CFO
You can’t prove strategic value by measurement
and reporting
Be sure to measure the right things
Page 60

61. Becoming business savvy
Page 61

62. Becoming business savvy
Cultivate curiosity
Encourage collaboration
Offer simple, common-sense solutions
Coaching as a vehicle for promoting business
savvy
Page 62

63. Cultural differences
Page 63

64. Cultural differences
Low-context
High-context
North American v Asian
Page 64

65. Moving from HR to
employee experience
Page 65

66. Moving from HR to employee
experience 1 of 2
Differences between HR and employee
experience
Transparency
Two-way performance conversations
Promotion of talent
Portable capital investment in talent
Page 66

67. Moving from HR to employee
experience 2 of 2
SKILLS NEEDED TO IMPLEMENT A TRUE
EMPLOYEE EXPERIENCE
Lobbying skills
Mentality of a super agent
Marketing chops
Ability to confront
Page 67

68. Employment agreements
Page 68

69. Employment agreements 1 of 2
Types of employment agreements
Recruitment
When should you have one?
Ensuring enforceability
Typical executive clauses
Compensation clauses
Termination clauses
Page 69

70. Employment agreements 2 of 2
Restrictive covenants-confidentiality
Restrictive covenants-competitor
Restrictive covenants-solicitation of
customers, clients, suppliers or employees
Tailoring of restrictive covenants
Page 70

71. Service delivery model
Page 71

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 72

73. Service delivery model 2 of 3
COMPONENTS OF A GLOBAL MODEL
Function
Role
Organization
Delivery
Page 73

74. Service delivery model 3 of 3
WHERE?
Global
Regional
National
Local
Page 74

75. Multiple contracts
Page 75

76. Multiple contracts 1 of 3
Generalist Specialist
expertise expertise
High flexibility BACK-OFFICE ON-DEMAND
WORKERS WORKERS
Low flexibility CORE WORKERS KNOWLEDGE
WORKERS
Page 76

77. Multiple contracts 2 of 3
SKILLS AND COMPETENCIES
Cultural awareness/global mind set
Collaboration/teamwork skills
Communication/interpersonal skills
Customer-focused/business advocate
Technology literacy/internet savvy
Business process/industry knowledge
Financial acumen/ROI skills
Data analysis/business intelligence/metrics
Page 77

78. Multiple contracts 3 of 3
SKILLS AND COMPETENCIES
Program/project management skills
Change management/transformation skills
Page 78

79. Business partnering
Page 79

80. Business partnering 1 of 3
Definition
The three-legged model
Key drivers of change
Role of HR business partners
Introducing partnering
Strengthening partnering
Implications for HR careers
Page 80

81. Business partnering 2 of 3
SKILLS
Business analytics
Business planning
Client relationship management
Conflict resolution
Contracting
HR expertise
IT acumen
Page 81

82. Business partnering 3 of 3
SKILLS
Marketing
Policy implementation
Project management
Resource management
Page 82

83. Writing a good career plan
Page 83

84. Writing a good career plan
Open conversations
Build in flexibility
Be realistic
Match skills to aspirations
Encourage ownership
Align the plan and business strategy
Recognize career stakeholders
Get the language right
Page 84

85. Now and the future
Page 85

86. Now and the future 1 of 6
HR ACTIVITIES ON THE RISE
Ethics
Succession planning
Change management
Organization culture
HR governance
Page 86

87. Now and the future 2 of 6
HR CHALLENGES ON THE HORIZON
Talent management
Employee engagement
Succession planning
Change management
Organization culture
Page 87

88. Now and the future 3 of 6
IMMEDIATE HR PRIORITIES
Succession planning
Employee engagement
Talent management
Learning & development
Page 88

89. Now and the future 4 of 6
LONG-TERM HR PRIORITIES
Succession planning
Talent management
Recruitment
Page 89

90. Now and the future 5 of 6
SKILLS NEEDED
Communication
Analytical, critical and strategic thinking
Interpersonal skills
Technical skills
Conflict resolution
Page 90

91. Now and the future 6 of 6
KNOWLEDGE NEEDED
Business acumen
Employment law and legislation
Talent management
Broad HR knowledge
Employee/labour relations
Page 91

92. The future of work
Page 92

93. The future of work 1 of 2
FIVE FORCES
Demographic trends
Globalization
Need for a low carbon economy
Societal changes
Technology
Page 93

94. The future of work 2 of 2
MAKING THE SHIFT
Shift from shallow generalist to serial master
Shift from isolated competitor to innovative
connector
Shift from voracious consumer to impassioned
producer
Page 94

95. Drill
Page 95

96. Drill
Page 96

97. Case study
Page 97

98. Case study
Page 98

99. Conclusion and questions
Page 99

100. Conclusion and questions
Summary
Videos
Questions
Page 100