One day open training event held in Toronto, Canada.

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

2. 3-4 Introduction to Toronto Training and HR
5-6 Employee priorities for 2013
Contents
7-8 Attraction challenges for 2013
9-10 Hiring practices for 2013
11-12 Employee engagement for 2013
13-14 Role of the HR function in 2013
15-16 Focus of HR in 2013
17-18 Competencies for 2013
19-20 Drill A
21-23 HR in small businesses
24-30 Canadian private businesses in 2013
31-32 HR in banking
33-34 HR in law firms
32-33 Return on investment
35-38 Cutting budgets in the public sector
39-41 Public sector HR in the Middle East
42-43 Working in the public service sector
44-45 HR in Indian social enterprises
46-49 HR in the healthcare sector
50-56 HR in the oil sands area
57-58 Drill B
59-66 Metrics
67-68 Human Resource Development (HRD)
69-74 Impact of the economic downturn
75-77 Challenges preventing business success
78-83 HR transformations
84-85 Best companies to work for
86-87 Drill C
88-90 Top challenges for HR
91-94 Trends to follow
95-97 Future work drivers
98-99 Case studies
100-101 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 plus improving
employee engagement and morale
Services for job seekers
Page 4

5. Employee priorities for
2013
Page 5

6. Employee priorities for 2013
• Higher compensation
• Higher growth
• Higher learning
• Greater stability
• Work-life balance
Page 6

7. Attraction challenges for
2013
Page 7

8. Attraction challenges for 2013
• Compensation levels
• Dilution of employer
brand
• Tighter cycle times for
resource fulfilment
• Unavailability of skilled
talent
• Lack of focussed
Employee Value
Proposition
Page 8

9. Hiring practices for 2013
Page 9

10. Hiring practices for 2013
• More cost effective
employer branding
practices
• Increase in floating
workforce
• Outsourcing of
recruitment process
• More liberal view on
“layoff factor” in
background checks
• Welcome home
Page 10

11. Employee engagement for
2013
Page 11

12. Employee engagement for 2013
• Provide challenging
opportunities for growth
and advancement
• Leaders talking about the
corporate direction and
being more accessible
• Non-monetary perks
• Learning & development
opportunities
• Abundance of
communication
Page 12

13. Role of the HR function in
2013
Page 13

14. Role of the HR function in 2013
• Business partner
• Change agent
• Strategic thinker
• Employee engager
Page 14

15. Focus of HR in 2013
Page 15

16. Focus of HR in 2013
• Make organizations more
competitive
• Make organizations more cost
effective
• Make organizations more
adaptable to change
• Make organizations more
conscious about their brand
• Make organizations more
attractive for new hires
Page 16

17. Competencies for 2013
Page 17

18. Competencies for 2013
• Strategic positioner
• Credible activist
• Capability builder
• Change champion
• Innovator and integrator
• Technology proponent
Page 18

19. Drill A
Page 19

20. Drill A
Page 20

21. HR in small businesses
Page 21

22. HR in small businesses 1 of 2
• Secrets of being a terrific
boss
• Cultivating an
entrepreneurial attitude
• Handling workplace
negativity
• Performance reviews
• Minimizing gender-based
communication issues
• Firing employees
Page 22

23. HR in small businesses 2 of 2
• Employee engagement
• Ensuring „fit‟
• Inexpensive ways to
inspire your team
• Flexible job descriptions
• Tips for avoiding a bad
hire
Page 23

24. Canadian private
businesses in 2013
Page 24

25. Canadian private businesses in 2013
1 of 6
PLANS TO ACHIEVE GROWTH
• Improved sales and
marketing
• Market share gain
• Improved internal systems
• Expanded operations
• Developing new products
• Strategic partnerships
• Acquisitions
Page 25

26. Canadian private businesses in 2013
2 of 6
HIGHER PRIORITIES
• Reducing costs of operations
• Improving people skills
• Improving processes
• Better targeting of customers
• Expansion plans
• Employee retention
• Maximizing return on
investment
• Investing in IT
Page 26

27. Canadian private businesses in 2013
3 of 6
USE OF SOCIAL MEDIA
• Not planning to use it
• Sales and marketing
• Customer service
• Recruitment
• Internal collaboration
• Product development
Page 27

28. Canadian private businesses in 2013
4 of 6
CULTIVATING INNOVATION
• Business strategy
• Process
• Portfolio of innovation
projects and initiatives
• Support network
Page 28

29. Canadian private businesses in 2013
5 of 6
ATTRIBUTES OF A LEADER
• Ability to communicate
• Building and empowering a
management team that
complements your strengths
and challenges
• Ability to inspire people
Page 29

30. Canadian private businesses in 2013
6 of 6
HOW DO LEADERS SPEND THEIR
TIME?
• Setting strategy and managing risks
• Improving organizational efficiency
• Meeting with internal leadership
teams
• Meeting with customers and
partners
• Staying abreast of industry and
market trends
• Developing leadership and talent
pipeline

31. HR in banking
Page 31

32. HR in banking
• Employee value proposition
and engagement; rise of the
multigenerational workforce
• Retention and loyalty;
reduced turnover in the wake
of economic uncertainty
• Retention and loyalty;
slowing of career progression
• Strategic deployment;
women in banking-climbing
but not always at the top
Page 32

33. HR in law firms
Page 33

34. HR in law firms
• Work-life balance
• Gender pay gap
• Ethnic diversity
• Compensation and benefits
Page 34

35. Cutting budgets in the
public sector
Page 35

36. Cutting budgets in the public sector
1 of 3
Low will High will
High skill Skilled person who is Skilled knowledge holder
at the risk of who sees transition as an
departing. Key opportunity to continue to
knowledge holder or a develop and value the
skilled contributor severance package.
that will disrupt
transition.
Low skill Non-skilled nervous Knowledge holder that can
employee who is utilize current skills or
currently experiencing develop new skills to effect
performance issues, a smooth transition.
and may depart prior
to transition. Page 76

37. Cutting budgets in the public sector
2 of 3
TOP TALENT CHALLENGES
• Filling gaps in the
leadership pipeline
• Increasing innovation
• Developing new skills to
address product and
business changes
• Improving organizational
learning
• Creating a performance-
driven culture
Page 37

38. Cutting budgets in the public sector
3 of 3
HELPING SMOOTH THE
TRANSITION
• Creative support offerings
• Extensive
communications through
the transition period
• Establishment of job and
education fairs
• Pre-planning and being
flexible over the course of
the transition
Page 38

39. Public sector HR in the
Middle East
Page 39

40. Public sector HR in the Middle East
1 of 2
• Restructuring plus limiting the size and
fiscal weight of the civil service
• Increasing performance and ensuring
merit in recruitment and promotion
• Setting and implementing anti-
corruption and integrity standards
• Making the anti-corruption
institutional/procedural framework
effective
• Improving scrutiny over government
and civil action
Page 40

41. Public sector HR in the Middle East
2 of 2
• Institutionally deficient policies,
practices and regulations
• Challenges ahead
Page 41

42. Working in the public
service sector
Page 42

43. Working in the public service sector
• First impressions
• Frustrations
• Motivation to value their
jobs
• Leadership competencies
• Challenges for leaders of
tomorrow
• Diversity
Page 43

44. HR in Indian social
enterprises
Page 44

45. HR in Indian social enterprises
• Small workforce
• Focus on soft skills
• Employee motivation
• Retention strategies
• Major HR challenges
Page 45

46. HR in the healthcare
sector
Page 46

47. HR in the healthcare sector 1 of 3
LEAVING AND TAKING JOBS
• Reason for leaving
• Other than $ what is
important?
• Reason for not taking a job
• What are healthcare
organizations looking for?
• When hiring physicians…
• Influences on the decision
• Number of offers declined
Page 47

48. HR in the healthcare sector 2 of 3
LEAVING AND TAKING JOBS
• What is a reasonable length
of time to stay?
• Impact of gut instinct and
intuition on selection
decisions
• Selection methods used
• Training for interviewers
Page 48

49. HR in the healthcare sector 3 of 3
A CALL TO ACTION
• Know what you are looking
for
• Test what you are looking for
• Pick formal interview training
that delivers the most skills
for your investment of time
• Leverage what you uncover
during the interview to
develop the new hire
Page 49

50. HR in the oil sands area
Page 50

51. HR in the oil sands area 1 of 6
CHALLENGES FACED
• Attraction and retention
of talent
• Labour and skills
shortages
• Managing employee
turnover/retention
• Benefits and
compensation
expectations
• Productivity and
employee engagement
Page 51

52. HR in the oil sands area 2 of 6
ACTIVITIES PURSUED
• Normal recruitment to
support organizational
growth and manage
attrition
• Training to develop
current and future
leaders, support expected
organizational growth and
meet technical, safety
and job-specific
requirements
Page 52

53. HR in the oil sands area 3 of 6
ACTIVITIES PURSUED
• Internal
redeployment/transfers and
use of contract employees to
help with attracting and
retaining workers in hard-to-
recruit locations
• Productivity enhancements,
improving worker mobility
and diversifying their
workforce
Page 53

54. HR in the oil sands area 4 of 6
TYPES OF COLLABORATION
APPLICABLE TO TALENT
MANAGEMENT
• Inter-company
• Intra-company
• Institutional
• Community
Page 54

55. HR in the oil sands area 5 of 6
BENEFITS OF A TIGHTENED
PEOPLE SUPPLY CHAIN
• Schedule workforce and
assets
• Track travel to work site
• Travel on site
• Compensate
Page 55

56. HR in the oil sands area 6 of 6
TEMPORARY FOREIGN
WORKERS
• Workforce planning
• Sourcing
• Recruitment and application
• Onboarding
Page 56

57. Drill B
Page 57

58. Drill B
Page 58

59. Metrics
Page 59

60. Metrics 1 of 7
• Business case for HR
metrics
• Changing role of HR
• Why HR has traditionally
not been measured
• Evolution of HR metrics
Page 60

61. Metrics 2 of 7
TYPICAL METRICS
• Operational
• Customer
• Financial
• Strategic
Page 61

62. Metrics 3 of 7
TYPICAL METRICS
• Productivity
• Compensation
• Recruitment
• Retention
• HR efficiency
• Learning & development
• Workforce demographics
Page 62

63. Metrics 4 of 7
GETTING STARTED
• Review available metrics
• Identify those that would be
appropriate for your
organization
• Get input from business leaders
• Determine which metrics will be
evaluated
• Get buy in from IT and Finance
• Get help on the employee
survey
Page 63

64. Metrics 5 of 7
CRITICAL SUCCESS FACTORS
• Engage line management in dialogue
and implementation planning
• Focus efforts on those HR metrics
that will really impact the business
• Use proxies/indices for qualitative
measures
• Metrics need to be useful, easy and
relevant
Page 64

65. Metrics 6 of 7
COMMON ERRORS
• Developing measures in a vacuum
• Measurement overload
• Overly complex
• Questions to answer
Page 65

66. Metrics 7 of 7
PROPOSED AREAS TO REPORT ON
• Spending on human capital
• Ability to retain talent
• Leadership depth
• Leadership quality
• Employee engagement
• Human capital discussion and
analysis
Page 66

67. Human Resource
Development (HRD)
Page 67

68. Human Resource Development
(HRD)
• Definition
• Organizational concepts
• Domains of HRD
Page 68

69. Impact of the economic
downturn
Page 69

70. Impact of the economic downturn
1 of 5
• Cutting back on recruiting
• Cutting back on company
events
• Cutting back on bonus
payments tied to
organizational performance
• Laying off employees
• Cutting back on training
• Making layoffs dependent
on individual performance
Page 70

71. Impact of the economic downturn
2 of 5
LAYOFF DECISIONS
• Employees directly
productive vs. indirectly
productive
• Well-performing employees
vs. bad performance
• Adaptable, versatile
employees vs. inadaptable
employees
Page 71

72. Impact of the economic downturn
3 of 5
EMPLOYEE REACTIONS IN
CONDITIONS IN WHICH
PRESSURE INCREASES
• Counterproductive
behaviours
• Productive behaviours
Page 72

73. Impact of the economic downturn
4 of 5
EFFECTS
• Employees
• HR department
• HR managers
Page 73

74. Impact of the economic downturn
5 of 5
CRITICAL CHALLENGES
• Talent management
• Leadership skills
• Strategic planning
• HR
• Involvement and motivation
of employees
• Employee performance
assessment
• Change management
• Strengthening the
continuous learning process

75. Challenges preventing
business success
Page 75

76. Challenges preventing business
success 1 of 2
• Preference for well-
known process efficiency
tactics over developing
new strategic capabilities
• Ineffective strategies for
handling global
requirements
• Unfamiliarity with the
need to predict and adapt
to changing business
trends
Page 76

77. Challenges preventing business
success 2 of 2
• Business partners who
were slow to leverage
human resources in new
ways
• The lack of a burning
platform to drive change
• Human Resources teams
that didn‟t upgrade their
own talent to deliver new
capabilities
Page 77

78. HR transformations
Page 78

79. HR transformations 1 of 5
• Expose the HR organization
to the true business of a
company
• Assign accountability to the
HR organization to achieve
business goals
• Redefine the metrics of
success
• Reconfigure HR process and
technology to contribute to
strategy
Page 79

80. HR transformations 2 of 5
HR ORGANIZATIONS BEFORE
AND AFTER-DIMENSIONS
• Business engagement
• Strategy
• Talent
• Operations
Page 80

81. HR transformations 3 of 5
COMMON TRAITS OF
TRANSFORMED ORGANIZATIONS
• Forge strategic relationships
• Business oriented results
• Smart systems investments
• Upgrade talent
• Differentiate strategic value and
tactical execution
• Leverage a burning platform
• Talent management empowers
corporate strategies
• Leverage trusted advisors

82. HR transformations 4 of 5
TIMES TO TRANSFORM
• Business restructure,
reorganization or adoption of
global and centralized business
models
• Change in the HR technology
and sourcing agenda
• Regulatory change and
compliance
• Corporate cost reduction
• Pre/post merger
Page 82

83. HR transformations 5 of 5
BUSINESS-ORIENTED METRICS
• Improve quality of hire
• Increase workforce productivity
• Maximize return on workforce
investment
• Improve leadership
• Develop employees
• Compensate efficiently
• Drive employee engagement
• Retain high performers
• Create workforce alignment
Page 83

84. Best companies to work
for
Page 84

85. Best companies to work for
• Agrium Inc.
• BMO Financial Group
• Bombardier Aerospace
• Cameco Corporation
• Cementation Canada Inc.
• Desjardins Group
• Golder Associates Ltd.
• Great Little Box Company
• Ledcor Group of Companies
• OpenText Corporation
Page 85

86. Drill C
Page 86

87. Drill C
Page 87

88. Top challenges for HR
Page 88

89. Top challenges for HR 1 of 2
• How to make yourself
diversely attractive?
• Which leaders actually
create results?
• Who needs to do what,
for who and where?
• How to “lead” the
organization?
• What is an elegant and
efficient delivery model?
Page 89

90. Top challenges for HR 2 of 2
• Reward effectiveness and
efficiency
• Risk management,
regulatory and compliance
• HR and workforce
effectiveness
• Transaction effectiveness
• Global mobility
Page 90

91. Trends to follow
Page 91

92. Trends to follow 1 of 3
• Shift in balance of power
• Technology development
accelerates
• Voice of the organization
Page 92

93. Trends to follow 2 of 3
GLOBAL BUSINESS TRENDS
• Global expansion of Western
companies into countries
with developing economies
• Expansion of leading
regional companies from
Asia and Latin America into
Western countries
• Economic hardships of the
last decade have left little fat
within organizations
Page 93

94. Trends to follow 3 of 3
GLOBAL BUSINESS TRENDS
• Companies operate under
increasingly complex
regulatory environments
• The pace of business has
accelerated
• Organizations are realigning
work within their teams to
create nimbler standardized
global business processes
• Simple work has been
automated or outsourced
Page 94

95. Future work drivers
Page 95

96. Future work drivers 1 of 2
• Worker collaboration
• New technologies
• Skill/talent shortages
• Speed of change in the
organization
• Aging workforce
• Global workforce
• Millennial workforce
• Social media
• Mobile workforce
Page 96

97. Future work drivers 2 of 2
• Decentralized decision
making
• Results-only work
environment
• Free agent workforce
Page 97

98. Case studies
Page 98

99. Case studies
Page 99

100. Conclusion and questions
Page 100

101. Conclusion and questions
Summary
Videos
Questions
Page 101