One day open training event held in Mississauga in Canada.

1. What HR people need to know
by Toronto Training and HR
April 2013

2. CONTENTS
3-4 Introduction to Toronto Training and HR 47-48 Fast-track to the top
5-6 Perception of HR 49-50 Deploying workforce reporting and
7-8 Contribution of the various HR roles analytics
9-10 Avoiding costly HR mistakes 51-52 Clouds in the forecast
11-14 Foundations of business savvy 53-54 Stay in front with an effective sales
15-16 Role of HR in business strategy force
17-18 Components of strategic HR 55-56 Drill C
19-20 Talent plan vs. workplace strategy 57-65 Human Resource Management
21-22 Strategy for mobile devices and social media (HRM)
23-24 Drill A 66-69 Return on investment
25-26 Fundamental HR competencies 70-72 Self-service functionality
27-28 Changing priorities 73-74 Remote working
29-30 Employee surveys 75-77 Service delivery issues
31-32 Auditing existing HR policies 78-81 Changing the current structure
33-34 Effect of talent constraints 82-89 HR planning
35-36 Outsourcing for cost optimization 90-93 World’s Most Admired Companies
37-38 Work measurement programs 94-97 Tomorrow’s HR professional
39-40 Avoiding union-led disruptions 98-99 Case studies
41-42 Drill B 100-101 Conclusion and questions
43-44 Helping the President achieve growth
45-46 Operation globalization
Page 2

3. Page 3
Introduction

4. 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 plus improving
employee engagement and morale
Services for job seekers

5. Page 5
Perception of HR

6. Perception of HR
• Agony Aunt
• Paper pushers
• Employee’s best friend
• Talent officer
• Vanish in air
Page 6

7. Page 7
Contribution of the various
HR roles

8. Contribution of the various HR roles
• Strategic partner
• Change champion
• Employee champion
• Administrative expert
Page 8

9. Page 9
Avoiding costly HR
mistakes

10. Avoiding costly HR mistakes
• Prioritize before you hire
• Get your hiring right
• Leaders are key to results
and retention
• Watch your benefits costs
• Keep compensation
competitive
• Never copy employment
policies without involving
an expert
Page 10

11. Page 11
Foundations of business
savvy

12. Foundations of business savvy 1 of 3
• Understanding the
business model at depth
• Generating insight and
impact through evidence
and data
• Connecting and
collaborating with
curiosity, purpose and
impact
• Leading with integrity,
consideration and
challenge
Page 12

13. Foundations of business savvy 2 of 3
INDICATORS
• Values, integrity and
conviction
• Showing consideration
but not avoiding difficult
decisions
• Facing and managing the
emotional consequences
of business decisions
Page 13

14. Foundations of business savvy 3 of 3
THREE PRODUCT LINES
• Basic administrative services and
transactions involved with
reward, hiring, training and
recruitment
• Business Partner services involved
with developing effective HR systems
and helping implement business
plans and talent management
• Strategic Partner role contributing to
business strategy based on
considerations of human
capital, organizational
capabilities, readiness and

15. Page 15
Role of HR in business
strategy

16. Role of HR in business strategy
• Full partner
• Input role
• Implementation role
• No role
Page 16

17. Page 17
Components of strategic
HR

18. Components of strategic HR
• Structure
• Roles
• Competencies
Page 18

19. Page 19
Talent plan vs. workforce
strategy

20. Talent plan vs. workforce strategy
• Goal
• Focus
• Value
• Ownership
Page 20

21. Page 21
Strategy for mobile
devices and social media

22. Strategy for mobile devices and
social media
• Create a holistic strategy and
value proposition with other
business functions
• Enable HR to drive mobile and
social adoption
• Consider the specific needs of
each customer segment
• Define success
• Develop and implement an
integrated solution
Page 22

23. Page 23
Drill A

24. Page 24
Drill A

25. Page 25
Fundamental HR
competencies

26. Fundamental HR competencies
• Outside/in
• Business/people
• Individual/organizational
• Event/sustainability over
time
• Past/future
• Administrative/strategic
Page 26

27. Page 27
Changing priorities

28. Changing priorities
• Last five years
• Now
• Next five years
Page 28

29. Page 29
Employee surveys

30. Employee surveys
• Conditions for conducting
a survey
• Types of instruments
• Feedback
• Frequently encountered
problems
Page 30

31. Page 31
Auditing existing HR
practices

32. Auditing existing HR practices
• HR expertise
• Hiring
• Onboarding and orientation
• Performance management
• Employee retention
• Discipline and termination
• Compliance
• Benefits
Page 32

33. Page 33
Effect of talent constraints

34. Effect of talent constraints
• Cost of talent-related
expenses
• Inability to innovate
effectively
• Inability to pursue a
market opportunity
• Failure to achieve growth
forecasts
• Cancelling or delay of a
key strategic initiative
• Fall in production or
service delivery standards
Page 34

35. Page 35
Outsourcing for cost
optimization

36. Outsourcing for cost optimization
• Employee engagement
• Employee shared services
• Learning & development
• Recruitment process
Page 36

37. Page 37
Work measurement
programs

38. Work measurement programs
• Set base pay ranges
• Manage internal equity
• Benchmark against the market
• Maintain grade structures
• Identify key/critical roles
• Manage career pathing
• Manage talent
• Shape organization design
• Control reward/other HR costs
• Succession plan
Page 38

39. Page 39
Avoiding union-led
disruptions

40. Avoiding union-led disruptions
• Ignore union directives at
your peril
• Get help before you need
it
• Move quickly to evaluate
your organization and
assess vulnerabilities
• Prepare for the worst
• Be a good communicator
• Keep your eye on the ball
Page 40

41. Page 41
Drill B

42. Page 42
Drill B

43. Page 43
Helping the President
achieve growth

44. Helping the President achieve
growth
• Manage talent with growth in
mind
• Help groom business leaders
and managers who can drive
growth and innovation globally
• Be a “special teams” coach to
executive leadership
Page 44

45. Page 45
Operation globalization

46. Operation globalization
• Invest in HR leaders with the
knowledge, skills and
motivation for global
operations
• Expand HR’s services
• Align HR around a global
operating model
• Ratchet up HR’s change
management capabilities
• Harness the power of
advanced analytics
Page 46

47. Page 47
Fast-track to the top

48. Fast-track to the top
• Work to avoid a leadership
backlash
• Align development activities
with leadership strategy
• Walk the talk
• What makes a good leader?
• Attributes
Page 48

49. Page 49
Deploying workforce
reporting and analytics

50. Deploying workforce reporting and
analytics
• Start small and build
momentum
• Focus on capabilities, not just
point solutions
• Leverage existing technology
investments
• Consider cloud to jump-start
the effort
• Use what you learn
Page 50

51. Page 51
Clouds in the forecast

52. Clouds in the forecast
• Mind the organization
• Create a cloud culture
• Attract, manage and develop
cloud-savvy talent
• Develop cloud-savvy leaders
• Prepare for warp speed
Page 52

53. Page 53
Stay in front with an
effective sales force

54. Stay in front with an effective sales
force
• Different talent for a different way of
selling
• New skills, competencies and
organizational structures that foster
collaboration
• Governance that balances control
and flexibility
• Stronger integration across channels
and functions
• Effective sales management
• Overcome resistance to change
• Rewards that drive desired
behaviours

55. Page 55
Drill C

56. Page 56
Drill C

57. Page 57
Human Resource
Management (HRM)

58. Human Resource Management
(HRM) 1 of 8
• Definition
• Past view
• Present view
• Challenges
• Strategic view
• Technology and
knowledge
• Skills
• Trends and issues in HRM
Page 58

59. Human Resource Management
(HRM) 2 of 8
LINE MANAGEMENT
• Line versus staff
management
• Major HR responsibilities
Page 59

60. Human Resource Management
(HRM) 3 of 8
DISCIPLINES WITHIN HRM
• The legal environment
and diversity
• Staffing
• Learning & development
• Employee relations
• Labour and industrial
relations
• Compensation and
benefits
Page 60

61. Human Resource Management
(HRM) 4 of 8
DISCIPLINES WITHIN HRM
• Safety and security
• Ethics and sustainability
Page 61

62. Human Resource Management
(HRM) 5 of 8
BEST PRACTICE
• Employment security
• Selective hiring
• Self-managed
teams/team working
• High compensation
contingent on
organizational
performance
• Extensive training
• Reduction in status
difference
• Sharing information

63. Human Resource Management
(HRM) 6 of 8
BUNDLE OF KEY PRACTICES
• Careful recruitment and
selection
• Extensive remuneration
systems
• Team working and
flexible job design
• Learning & development
• Employee involvement
• Performance reviews with
links to contingent reward
systems
Page 63

64. Human Resource Management
(HRM) 7 of 8
FACTORS AFFECTING HRM
PRACTICES
• External factors
• Internal factors
MODELS OF HRM
OTHER VARIABLES
Page 64

65. Human Resource Management
(HRM) 8 of 8
Page 6

66. Page 66
Return on investment

67. Return on investment 1 of 3
• Talent management
initiatives linked to
greater shareholder
return
• Employee engagement
linked to a business’s
operating margin
• Investment in leadership
linked to financial
performance
Page 67

68. Return on investment 2 of 3
EMPLOYEE LIFE CYCLE
• Performance
management
• Engagement
• Learning & development
• Deployment
• Retention
• Succession planning
Page 68

69. Return on investment 3 of 3
PROFIT
• Definition
• How does HR link in?
Page 69

70. Page 70
Self-service functionality

71. Self-service functionality 1 of 2
EMPLOYEE
• Change personal data
• View pay stub/pay slip
• View total reward statement
• View vacation/sick-time usage
• Update skills, competencies,
education and certifications
• Update performance goals
and results
• View career ladders and job
definitions
Page 71

72. Self-service functionality 2 of 2
MANAGER
• Register/approve training
events for employees
• Change salary
• Determine bonus/variable
compensation
• Make/extend offers
• Initiate/approve job
requisitions
• Perform succession-planning
activities
Page 72

73. Page 73
Remote working

74. Remote working
RECIPE FOR SUCCESS
• Having the right
leader, capable of managing a
remote team
• Making optimal use of time
during conference calls
• Maintaining a dashboard that
constantly and publicly shares
progress and issues
• Keeping everyone on point
and on target for delivery
Page 74

75. Page 75
Service delivery issues

76. Service delivery issues 1 of 2
• Talent and performance
systems
• Streamline business processes
• Recruitment and staffing
• More involvement in strategic
business-driven issues
• Training
• Implement a new HRM
system
• Improve line managers’
people management
capabilities

77. Service delivery issues 2 of 2
• Compensation services and
systems
• Cost reduction related to HR
administration
• Upgrade the HR management
system
• Payroll and time management
systems/services
• Define or deploy human
capital metrics and
dashboards
Page 77

78. Page 78
Changing the current
structure

79. Changing the current structure 1 of 3
REASONS FOR CHANGING
• Realization of further
efficiency potentials
• Realization of synergies
• Quality improvements
• Cost savings
• Globalization initiative
• Change of business strategy
• Business reorganization
Page 79

80. Changing the current structure 2 of 3
ANTICIPATED CHANGES
• Move to a shared services
environment (SSE)
• Bring additional services into
the SSE
• Outsource some or more
functions
• Move to a single HR
organization
• Decentralize HR
Page 80

81. Changing the current structure 3 of 3
CANADA
• US
• Asia Pacific
• Europe
• Middle East/Africa
Page 81

82. Page 82
HR planning

83. HR planning 1 of 7
• Definition
• Benefits of good HR
planning
• Costs of poor or absent
HR planning
• Documenting the HR plan
• Communicating the HR
plan
• HR planning model
Page 83

84. HR planning 2 of 7
THE HR PLANNING
PROCESS
• Develop and review the
organizational profile
• Forecasting your HR
requirements
• Forecasting your HR
availability
• Gap analysis
• Planning HR initiatives
• Measure/evaluate
Page 84

85. HR planning 3 of 7
• Occupations in Canada
with a labour shortage
• Supply-internal and
external
• Forecasting demand
• Gap analysis and staffing
tables
• Possible scenarios
• Ways to ensure legal
compliance
Page 85

86. HR planning 4 of 7
FUTURE HR DEMAND
• Trend analysis
• Ratio analysis
• Scatter plots
• Regression analysis
• Nominal group technique
• Delphi technique
Page 86

87. HR planning 5 of 7
INTERNAL HR SUPPLY
• Markov analysis
• Skills and management
inventories
• Replacement charts and
summaries
• Succession planning
Page 87

88. HR planning 6 of 7
LABOUR SURPLUS
• Hiring freeze
• Downsizing through attrition
• Early retirement buyout
programs
• Reduced hours through job
sharing
• Part-time work, work sharing or
reduced work weeks
• Leaves of absence
• Termination of employment
Page 88

89. HR planning 7 of 7
HR SHORTAGE
• Hiring employers
• Employee transfers and
promotions
• Retention programs
Page 89

90. Page 90
World’s Most Admired
Companies

91. World’s Most Admired Companies
1 of 3
ESSENTIAL INGREDIENTS
• Strategic excellence
• Structures and processes
that sustain performance
over time
• Achieving success through
people
• Placing a high value on
leadership and talent
Page 91

92. World’s Most Admired Companies
2 of 3
PERFORMANCE DIMENSIONS
• Innovation
• Quality of management
• Long-term investment value
• Social responsibility to the
community and the
environment
• Ability to attract, develop
and retain talented people
• Quality of products and
services
Page 92

93. World’s Most Admired Companies
3 of 3
PERFORMANCE DIMENSIONS
• Financial soundness
• Wide use of corporate
assets
• Effectiveness in doing
business globally
Page 93

94. Page 94
Tomorrow’s HR
professional

95. Tomorrow’s HR professional 1 of 3
• Shaper
• Builder
• Catalyst
• Connector
• Achiever
Page 95

96. Tomorrow’s HR professional 2 of 3
WHAT’S NEW?
• Work models
• People practices
• Talent sources
Page 96

97. Tomorrow’s HR professional 3 of 3
SKILLS REQUIRED
• Brand ambassador
• Change agent
• PR for HR
• ROI focused
• Strategic business partner
attitude
Page 97

98. Page 98
Case studies

99. Page 99
Case studies

100. Page 100
Conclusion and questions

101. Page 101
Conclusion and questions
Summary
Videos
Questions