One day open training event held in Toronto.

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

2. 3-4 Introduction to Toronto Training and HR
5-6 What is HR there for?
7-9 Managing projects through project assurance
Contents 10-12
13-14
Project management in HR
Strategic HR management
15-16 Cost containment or cost reduction strategies
17-20 Security breaches
21-24 Influencing the CEO
25-26 Emotion at work
27-31 Establishing a code of conduct
32-33 Gathering evidence before a tribunal
34-36 Psychological factors affecting compliance
37-41 HR policies
42-43 Insight-led HR
44-46 Managing the workforce in a difficult economy
47-49 Western financial turmoil
50-52 Working with the IT department
53-54 Human capital
55-57 Potential GDP
58-61 Return on investment
62-63 Implementing a balanced scorecard
64-65 Aging workforce
66-67 Creating a vibrant workplace
68-72 Challenges for the HR leader
73-81 Shared services
82-83 Multiple locations
84-86 Knowledge workers
87-90 The future of work
91-93 New ways of working
94-96 Being a successful HR professional
97-98 Drill
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. What is HR there for?
Page 5

6. What is HR there for?
Recruitment
Pay
Motivation and development
Attendance
Managing out
Change management
Page 6

7. Managing projects
through project assurance
Page 7

8. Managing projects through project
assurance 1 of 2
THIS WILL HELP:
Control/reduce project costs
Ensure milestones are met
Minimize surprises
Provide objective analysis
Provide peace of mind and trust among executives
and project team members
Page 8

9. Managing projects through project
assurance 2 of 2
METHODOLOGIES ARE BASED ON:
Identify the real issues
Set realistic time frames
Align the work streams
Look beyond the indicators
Manage the expectations
Seek objectivity
Page 9

10. Project management in HR
Page 10

11. Project management in HR 1 of 2
Number of Number of
projects projects
undertaken is undertaken is
below average below
average
Above average UNDERLEVERAGED GOOD
satisfaction with PRACTICE
projects
Below average DIFFICULT TOPICS POORLY
satisfaction with MANAGED
projects
Page 11

12. Project management in HR 2 of 2
Five most frequent HR projects
Top ten HR projects of high-performing
organizations
Page 12

13. Strategic HR management
Page 13

14. Strategic HR management
Page 14

15. Cost containment or cost
reduction strategies
Page 15

16. Cost containment or cost reduction
strategies
Pay freeze
Recruitment freeze
Mandatory layoffs
Limit or eliminate overtime
Voluntary layoffs with incentive
Voluntary unpaid time off
Pay cuts
Pension scheme reductions
Temporary layoffs
Mandatory unpaid time off
Page 16

17. Security breaches
Page 17

18. Security breaches 1 of 3
Carry out a risk assessment to decide on the threats
you might be facing and their likelihood-identify your
vulnerabilities and the potential impact of
exploitation
If acquiring or extending premises, consider security
at the planning stage-it will be cheaper and more
effective than adding measures later
Make security awareness part of the organization’s
culture and ensure security is represented at a
senior level
Page 18

19. Security breaches 2 of 3
Ensure good basic housekeeping throughout your
premises-keep public areas tidy and well-lit
Keep access points to a minimum and issue
employees and visitors with passes-where possible
do not allow unauthorized vehicles close to the
building
Install appropriate physical measures such as locks,
alarms, CCTV surveillance, complementary lighting
and glazing protection
Examine your mail-handling procedures
Page 19

20. Security breaches 3 of 3
When hiring employees or appointing contractors,
check identities and follow up references
Consider how best to protect information and take
proper IT security precautions-examine methods to
dispose of confidential waste
Plan and test business continuity plans, ensuring
that you can continue to function without access to
the main premises and IT systems
Page 20

21. Influencing the CEO
Page 21

22. Influencing the CEO 1 of 3
Do you have the credentials?
Have you done your homework?
Do you tell them what they want to hear?
Do you speak their language?
What is your read on employees?
How often does your CEO hear from you?
Can you adapt quickly?
Page 22

23. Influencing the CEO 2 of 3
Talk the talk; speak like a CEO
Follow more closely the career path of a CEO
Grab any opportunity to get more involved in
business planning
Demonstrate analytical and numerical skills to
eradicate any misconceptions about HR as ‘soft’
Build confidence through broadening knowledge,
particularly of the business issues affecting the
organization
Page 23

24. Influencing the CEO 3 of 3
Join other boards as NEDs wherever possible
Use key issues such as succession planning as a
platform to engage more directly with members of
the board and connect HR expertise to wider
business issues
Page 24

25. Emotion at work
Page 25

26. Emotion at work
What are emotions?
Feeling emotions at the workplace
Good and bad emotions
Are emotions and consequences the same for
everyone?
Page 26

27. Establishing a code of
conduct
Page 27

28. Establishing a code of conduct
1 of 4
REASONS TO ESTABLISH:
Clarifies what behaviour is expected from all
employees
Provides a basis on which to hold employees
members accountable for their behaviour
Protects the organization in case of an individual
employee’s misconduct
May be required by an organization’s board of
directors
Page 28

29. Establishing a code of conduct
2 of 4
REASONS TO ESTABLISH:
Fulfils the organization’s obligation to protect the
rights of employees, steward the resources of the
organization, and uphold the reputation of
the organization
Page 29

30. Establishing a code of conduct
3 of 4
WHAT MAY BE COVERED:
Embezzlement/fraud
Falsification of contracts, reports, or records
Improper supplier or contractor activity
Theft
Harassment (sexual or otherwise), discrimination,
physical or verbal abuse, intimidation, favouritism,
or exploitative sexual relations
Page 30

31. Establishing a code of conduct
4 of 4
WHAT MAY BE COVERED:
Inappropriate use of resources
Gifts and solicitations
Other illegal or criminal use of organization
property or assets
Kickbacks, bribery, or the pay or giving of anything
of value to a government official directly or
indirectly for the purpose of securing an
improper advantage
Page 31

32. Gathering evidence before
a tribunal
Page 32

33. Gathering evidence before a
tribunal
The legal framework
Know the types of evidence
Ensure evidence is credible
Distinguish fact from opinion
Keep records
Page 33

34. Psychological factors
affecting compliance
Page 34

35. Psychological factors affecting
compliance 1 of 2
The overwhelming attractiveness of short-term
goals in an immediate context
The belief that success recognition depends on
goal achievement
A lack of alignment of organizational objectives
Actions speak louder than words
People are strongly influenced by local culture
norms of behaviour
Page 35

36. Psychological factors affecting
compliance 2 of 2
WHAT CAN BE DONE?
Strengthen weak feedback loops
Reward effort and progress as well as achievement
Move from either/or to both/and
Model what you want
Build the culture to support your objectives
Page 36

37. HR policies
Page 37

38. HR policies 1 of 4
Definitions
Link between HR policies, procedures and strategy
Page 38

39. HR policies 2 of 4
REASONS TO INTRODUCE OR REVIEW POLICIES
The need to reflect and comply with existing or
new legislation, including European directives and
case law
To support business strategy
To follow the latest developments in effective
people management
In dealing with internal change
In complying with head office/parent-company
rules to keep up with competitors
Page 39

40. HR policies 3 of 4
REASONS TO INTRODUCE OR REVIEW POLICIES
For smaller organizations, a desire to develop a
more formal and consistent approach that will
meet their needs as they grow and develop
Page 40

41. HR policies 4 of 4
WHICH HR POLICIES SHOULD BE INTRODUCED
Before employment
During employment
Ending employment
Page 41

42. Insight-led HR
Page 42

43. Insight-led HR
FOUR LEVELS OF INFLUENCE
Core people processes
Culture and people
Delivering strategy
Shaping the future
Page 43

44. Managing the workforce in
a difficult economy
Page 44

45. Managing the workforce in a
difficult economy 1 of 2
Think long term
Maintain employee engagement
Strengthen line management capability
Support employees’ health and wellbeing
Develop a strategy for layoffs so it’s there when
you need it
Think about ways to minimize layoffs if
workforce reductions are inevitable
Page 45

46. Managing the workforce in a
difficult economy 2 of 2
Consult with your workforce and employee
representatives
Establish fair and objective selection criteria that
will help you to retain key people
Help laid off employees find other work
Plan for the future
Page 46

47. Western financial turmoil
Page 47

48. Western financial turmoil 1 of 2
Failing of major financial institutions and
tightening of credit
Continuing corporate layoffs and rising
unemployment
Bottoming out of the housing market and loss of
retirement funds
Shrinking or disappearing bonuses and salary
cuts and freezes
Page 48

49. Western financial turmoil 2 of 2
Massive layoffs not seen since the 1930s
Second round coming?
Continuous pressure to cut expenses, find
efficiencies, and do more with less
More work with fewer people
Eroding company loyalty
Employee engagement issues
Survivor syndrome
Page 49

50. Working with the IT
department
Page 50

51. Working with the IT department
1 of 2
Block headhunters, corporate recruiters, etc. by
providing their email addresses to IT-bulk
change email addresses of your employees so
that recruiters cannot easily figure out
Block all your competitors career
center/interview follow-up addresses
Deny external web access to all corporate
telephone directories, organization charts, email
listings, etc.
Page 51

52. Working with the IT department
2 of 2
Get IT to obtain a phone answering service for
your company that is centralized to a few key
resources that are trained to protect your
companies talent from headhunters and other
talent or intellectual property thieves
If threats from competitors are taking place,
look into receiving a copy of all the competitors
email into one folder where you can have a
team member assess the threat
Page 52

53. Human capital
Page 53

54. Human capital
Areas for human capital oversight
Roles and capabilities in people governance
Roles for the HR President or HR Director
People management issues at board level
The reasons why boards take human capital
seriously
Challenges ahead
Questions to ask
Emerging capabilities
Page 54

55. Potential GDP
Page 55

56. Potential GDP 1 of 2
DETERMINED BY FACTORS INCLUDING
The amount of work people are able and willing
to put in, which will depend in turn on human
resources: the size of the population, how many
people in the population can or want to work,
and how many hours they work
The amount of physical capital people use in
their work which enables them to produce more
in each hour of work
Page 56

57. Potential GDP 2 of 2
DETERMINED BY FACTORS INCLUDING
The level of skill (‘human capital’) people use in
their work which enables them to produce more
in each hour of work
The state of technology and knowledge which
improves the quality of the physical capital
people use in their work
The range of techniques which enables people
to produce more in each hour of work
Page 57

58. Return on investment
Page 58

59. Return on investment 1 of 3
HR PROGRAM VALUE CHAIN
0. INPUT-Measures input such as volume and
efficiencies
1. REACTION & PLANNED ACTION-Measures
participant reaction to the program
and captures planned actions
2. LEARNING-Measures changes in knowledge,
skills, and attitudes
Page 59

60. Return on investment 2 of 3
HR PROGRAM VALUE CHAIN
3. APPLICATION-Measures changes in on-the-
job behaviour or actions
4. BUSINESS IMPACT-Captures changes in
business impact measures
5. ROI-Compares program benefits to the costs
Page 60

61. Return on investment 3 of 3
TYPES OF DATA COLLECTED
Reaction and planned action
Learning and confidence
Application and implementation
Business impact
Return on investment
Intangible benefit
Page 61

62. Implementing a balanced
scorecard
Page 62

63. Implementing a balanced scorecard
Identifying HRM’s internal clients
Assessing HRM’s performance
Identifying overall strategic themes
Creating a strategy map
Identifying initiatives, owners, measures of
success and targets
Page 63

64. Aging workforce
Page 64

65. Aging workforce
Veterans
Baby boomers
Generation X
Millennials
Page 65

66. Creating a vibrant
workplace
Page 66

67. Creating a vibrant workplace
Long-term holistic view
Link HR and CSR
Strengthen the culture
Tap into the employee experience
Cultivate future capabilities
Beyond the triple bottom line
Page 67

68. Challenges for the HR
leader
Page 68

69. Challenges for the HR leader 1 of 4
Senior management
Program participants
Within the HR department
Page 69

70. Challenges for the HR leader 2 of 4
THE NEXT TEN YEARS
Retaining and rewarding the best people
Creating a corporate culture to attract the best
to the organization
Finding people with the increasingly specialized
skills needed
Finding the right people in the right markets
Developing the next generation of leaders
Page 70

71. Challenges for the HR leader 3 of 4
QUESTIONS TO ASK
How often do you put yourself on the front lines
of your business?
Is it time to take a line role to gain business
experience?
Do you know your way around the P&L of your
business?
Do your colleagues look to you for wise advice
and counsel?
Page 71

72. Challenges for the HR leader 4 of 4
QUESTIONS TO ASK
Do you have the skills and resources you need to
help your organization change/grow/prosper?
How do you keep track of social trends and
legislative change? How do you communicate
these to your colleagues and CEO and gain buy-
in for programs to address them?
Do you know what your CEO and your business
require from you? How well are you meeting your
business’s real needs?
Page 72

73. Shared services
Page 73

74. Shared services 1 of 8
MODEL FUNCTIONS
HR Business Partners
Centres of Excellence
HR Service Centre
Page 74

75. Shared services 2 of 8
Scale-based
Expertise-based
Page 75

76. Shared services 3 of 8
BENEFITS
Improved timeliness of transactions
Higher levels of transaction accuracy
Potential drop in workload
Page 76

77. Shared services 4 of 8
Common across Unique across
businesses businesses
High strategic MAY OR MAY NOT UNLIKELY TO BE
value to the BE SHARED SHARED
organization
Low strategic MOST LIKELY TO MAY OR MAY NOT
value to the BE SHARED BE SHARED
organization
Page 77

78. Shared services 5 of 8
GLOBAL TRENDS
Consistency and quality, not cost, are the
leading drivers for implementing global shared
services
HR organizations are increasingly focused on
customer-centric models
Outsourcing remains an important component of
the HR service delivery strategy
Page 78

79. Shared services 6 of 8
GLOBAL TRENDS
Program standardization is a prerequisite to
successful shared services design
Many companies employ a globally coordinated
strategy with regional service centres
Rigorous change management, centred on HR
itself, is a critical success factor
Page 79

80. Shared services 7 of 8
LESSONS LEARNED
Understand your organization’s starting point
Ensure strong business leadership and
sponsorship
Don’t underestimate the time it takes to change
minds among the HR community
Page 80

81. Shared services 8 of 8
EFFECTIVE DESIGN AND IMPLEMENTATION
Create a compelling shared services vision
Gain senior leadership support for vision
Create clear blueprint of globally coordinated
approach
Determine governance structure for global
decision making
Execute a robust change management plan
Gather metrics to track progress and
measure success
Page 81

82. Multiple locations
Page 82

83. Multiple locations
On-premise Off-premise
location location
Intangible DIGITAL VIRTUAL
collaboration
Tangible LOCAL REMOTE
collaboration
Page 83

84. Knowledge workers
Page 84

85. Knowledge workers 1 of 2
MINING INDUSTRY
Definition
How knowledge workers contribute
Education
Characteristics mentioned by stakeholders
List of occupations and industries
Age distribution
Gender
Page 85

86. Knowledge workers 2 of 2
MINING INDUSTRY
Immigrant status
Educational attainment
Universities offering relevant courses
Flow of knowledge workers into the industry
Areas of concern for current and future
knowledge workers
Primary motivators
Recommendations for the future
Page 86

87. The future of work
Page 87

88. The future of work 1 of 3
FIVE MAIN FORCES
Technology
Globalization
Demography and longevity
Society
Natural resources
Page 88

89. The future of work 2 of 3
THREE BROAD CAREER PATHS
Grassroots advocacy
Social entrepreneurship
Micro-entrepreneurship
Page 89

90. The future of work 3 of 3
CLUSTERS OF SKILLS
Life sciences and health
Energy conservation
Creativity and innovation
Coaching and caring
Page 90

91. New ways of working
Page 91

92. New ways of working 1 of 2
Change attitudes
Use positive language
Encourage ‘good’ behaviour
Page 92

93. New ways of working 2 of 2
GOOD BEHAVIOUR
Acting on areas of concern
Listen
Agree
Feedback
Leading by example
Measure progress
Page 93

94. Being a successful HR
professional
Page 94

95. Being a successful HR professional
1 of 2
Questions to ask
Being a psychologist and a detective
Speaking the language of business
Merging qualitative abilities with quantitative
skills
Opinion leaders
An appropriate mind-set
Self-assessment
Page 95

96. Being a successful HR professional
2 of 2
Behavioural economist
Choice architect
Quant
Page 96

97. Drill
Page 97

98. Drill
Page 98

99. Conclusion and questions
Page 99

100. Conclusion and questions
Summary
Videos
Questions
Page 100