2. 3-4 Introduction to Toronto Training and
HR
Contents 5-7
8-10
Definitions
Costs of attrition
11-17 Reasons for leaving
18-21 Improving morale and motivation
22-25 Drivers of employee commitment
and retention
26-27 Handling a resignation
28-29 Interview mistakes
30-31 Job satisfaction
32-33 Retaining female employees after
maternity
34-41 Exit interviews
42-47 Managing turnover
48-49 Drill A
50-86 Examples
87-88 Drill B
90-98 Case studies
99-100 Conclusion and questions
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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
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8. Main areas in which outsourcing
occurs
Cleaning premises
Security services
Building maintenance
Trucking services
Catering
IT
Legal services
Market research
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10. Good reasons for outsourcing
1 of 2
Third parties may be able to perform transactional
HR activities more competently than an in-house
team, thereby enabling it to focus on more
strategic efforts rather than day-to-day personnel
activities
To enable a neutral organization to intervene in
what may have been a previously heated or
difficult situation
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11. Good reasons for outsourcing
2 of 2
To lower the cost of some HR activities such as
payroll and benefits
To replace technology that is prohibiting HR
transformation
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15. Areas to consider when
outsourcing 1 of 2
This is your business, and you should have an in-
depth interview with the person or company you
are considering, to make sure they are qualified to
take on the desired work
Depending on the type of task you are
outsourcing, let your employees know what is
going on and how it will benefit them
Allow time for training and setting expectations
with each other.
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16. Areas to consider when
outsourcing 2 of 2
Take baby steps
Continue to tightly manage the outsourced task
Consider the degree to which outsourcing could
save you both time and money
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20. Why do contractors put forward
a competitive price? 1 of 2
They become expert in their field and know how to
achieve high levels of productivity
They operate under flexible staffing levels where
part-time and temporary work is necessary to
meet the needs of clients
Employees can be moved from one contract to
another as required to meet swings in demand
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21. Why do contractors put forward
a competitive price? 2 of 2
The culture of the organization is one that is
customer-focused so employees become used to
change and a variety in working hours
Service innovation arises naturally from an
organization meeting the whims of demanding
clients
Rewards are likely to be performance-based
Benefits such as pensions tend to be less generous
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23. Example-cleaners in the City of
Toronto 1 of 6
FACTS AND FIGURES
27000
Light duty cleaners
Specialized cleaners
Janitors, caretakers and superintendents
Age categories
Income, private v public
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24. Example-cleaners in the City of
Toronto 2 of 6
HIGH STAFF TURNOVER
Low levels of compensation
Poor working conditions
Lack of sufficient training
Job security
High levels of on-the-job stress
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25. Example-cleaners in the City of
Toronto 3 of 6
HIGH STAFF TURNOVER
Lack of experience for workers
Costs associated with recruitment and training
Difficulties in maintaining a high level of quality
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26. Example-cleaners in the City of
Toronto 4 of 6
HEALTH CONCERNS
Occupational health & safety
Hurley case
Link between cleaning and hospital-acquired
infections
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27. Example-cleaners in the City of
Toronto 5 of 6
LIVING WAGE
Transfer of economic burden
Health status and socio-economic factors
Rising levels of inequality in the city
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28. Example-cleaners in the City of
Toronto 6 of 6
SOURCE OF SAVING/EXPENSE
Labour cost savings from outsourcing
Cost of contracting and supervision
Foregone tax revenues
Social program expenses
Costs associated with inadequate quality
Growing levels of social exclusion
Lack of springboard job opportunities
Spillover in marginalized neighbourhoods
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30. Leaders considering a large
outsourcing project
Get support from all departments
Create operational accountability
Seek the appropriate level of advice
Set a realistic time frame
Don’t oversell
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32. Secret to getting outsourcing
right
Writing a full business plan
Understanding what the real return on investment
is likely to be
Evaluating the capabilities of your proposed
vendor carefully
Ensuring that you have the right team in place
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36. Reasons to make the decision
1 of 2
TO COMMENCE OUTSOURCING
Cost savings
Improved service
Focus on core business activities
Achieve greater flexibility
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37. Reasons to make the decision
2 of 2
TO END OUTSOURCING
Cost savings
Improved service
Sufficient in-house resources
Trade union pressure
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39. Problems with outsourcing
Legal disputes over the meaning of contractual
terms
Inability of organizations to manage the
relationship with contractors properly
Poor levels of service
Communication difficulties between client and
contractor
Problems in evaluating/monitoring performance
levels achieved
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41. Common pitfalls and issues to
overcome
Their negotiation team is better than mine
Insufficient support from other business areas
Failing to understand how things will work once
the arrangement is up-and-running
Gaps between expectations and implementation
Failure to get to grips with what the contract says
Disparities in the quality of the sales team
compared with the business-as-usual team
Lack of interest once the deal has been signed
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