hr may 2014
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Human Resources in Ontario
by Toronto Training and HR
May 2014
Page 2
CONTENTS3-4 Introduction5-6 What does an effective organization look
like?7-10 Priority functions11-12 Securing confidential employee information
13-14 Outsourcing HR15-16 Goodbye loyalty, hello laissez-faire17-20 Issues around leadership21-24 Evolving work models25-27 The innovation process28-31 HR in SMEs32-41 Business partnering42-45 Legal developments46-47 Trends to be aware of48-50 It’s more than just a trend…51-52 Conclusion, summary and questions
Page 3
Introduction
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 banking15 years in training and human resourcesFreelance practitioner since 2006The core services provided by Toronto Training and HR are:
Training event designTraining event deliveryHR support with an emphasis on reducing costs, saving time plus improving employee engagement and moraleServices for job seekers
Page 5
What does an effective organization look like?
Page 6
What does an effective organization look like?
• Flexibility• Efficiency• Adaptability
Page 7
Priority functions
Priority functions 1 of 3
• People management
• Talent management
• Mismatches between effectiveness and priority
Page 8
Priority functions 2 of 3
OTHER CONSIDERATIONS• Shortage in leadership
skills results in a need for leadership development
• Employee engagement drives performance, retention and creativity
• Employee development has a direct impact on engagement
• Many management development programs are ineffective
Priority functions 3 of 3
OTHER CONSIDERATIONS (CONT.)• Workforce planning
needs to be formalized
• Succession planning should be in place at all levels of the organization
• Teams matter• The talent pipeline
requires strengthening by increasing the size and quality of the applicant pool
Page 11
Securing confidential employee information
Securing confidential employee information
• Tighten password use
• Educate employees on policy
• Enforce and monitor the policy
• Use technological solutions
• Understand relevant laws
Page 12
Page 13
Outsourcing HR
Outsourcing HR
• Definition• Reasons for
undertaking• Alternatives to
outsourcing• Potential benefits• Potential challenges• Selecting a provider
Page 14
Page 15
Goodbye loyalty, hello laissez-faire
Goodbye loyalty, hello laissez-faire
• Set up a ‘tour of duty’• Encourage the building
of networks and expertise outside the organization
• Establish active alumni networks
Page 16
Page 17
Issues around leadership
Issues around leadership1 of 3
• The leadership gap• Traditional HR
mindset
• Reactive• Preventative• Proactive
Page 18
Issues around leadership2 of 3
COMPETENCIES OF PROGRESSIVE LEADERS• Inspiring confidence• Exemplifying
fortitude• Fostering
compassion
Page 19
Issues around leadership3 of 3
WHAT CAN HR DO?• Build trust to inspire
confidence• Have courage to
exemplify fortitude• Show empathy to
foster compassion
Page 20
Page 21
Evolving work models
Evolving work models 1 of 3
• Virtual freelancers• Virtual corporate
colleagues• Virtual coworkers
Page 22
Evolving work models 2 of 3
HOW FORWARD-THINKING ORGANIZATIONS CAN CAPITALIZE• Strategy• Settings• Organization• Technology• Degree of
customization
Page 23
Evolving work models 3 of 3
MAKING THE CHANGE• Focus on collaboration• Reconceive physical
workspaces• Reconstruct workflows
to tap remote talent• Invest in intuitive
technology• Recognize idiosyncrasy
Page 24
Page 25
The innovation process
The innovation process 1 of 2
• Generating• Conceptualizing• Optimizing• Implementing
Page 26
The innovation process 2 of 2
• Gaining knowledge• Using knowledge• Preferred style or
styles• Potential conflicts• Organizations in
different sectors• Cognitive diversity
and inter-functional teams
Page 27
Page 28
HR in SMEs
HR in SMEs1 of 3
ORGANIZATION STOCK-TAKE• Entrepreneurial edge• Emerging enterprise• Consolidating
organization• Established organization
Page 29
HR in SMEs2 of 3
TRANSITIONS• From entrepreneurial
edge to emerging enterprise
• From emerging enterprise to consolidating organization
• From consolidating organization to established organization
Page 30
HR in SMEs3 of 3
DUAL DELIVERY TASK FOR HR• Owner/founder’s vision
and expectation about people management
• Diagnosis of current and future people management issues
Page 31
Page 32
Business partnering
Business partnering 1 of 9
THE CHOICE OF PARTNER• Competitive• Complementary• Co-operative
Page 33
Business partnering 2 of 9
WITHIN A PARTNERSHIP ARRANGEMENT THE DESIRE IS TO:• Control against risk of
opportunistic and self-interested behaviours
• Gain from the opportunities presented
Page 34
Business partnering 3 of 9
EXAMPLES OF ORGANIZATION-LEVEL SOURCES OF RISK • Nature of the business• Relationship history• External
circumstances
Page 35
Business partnering 4 of 9
RISKS TO CONSIDER• Governance structures• Capability development• Joint learning and
transfer of knowledge• Relationships• Performance
measurement and rewards
Page 36
Business partnering 5 of 9
REGULATORY MECHANISMS FOR CONTROLLING RISK• Structural design of
transactions• Social and relational
mechanisms
Page 37
Business partnering 6 of 9
QUESTIONS OVER EFFECTIVE USE OF CONTRACTS• When is it best to use a
higher level of contract complexity?
• What is the best way to frame clauses in inter firm contracts?
• Can contract terms impact perceptions about partnership behaviour?Page 38
Business partnering 7 of 9
QUESTIONS OVER EFFECTIVE USE OF CONTRACTS (CONT.)• Can the language used
in contractual clauses help to avoid subsequent violation of expectations?
Page 39
Business partnering 8 of 9
OVERARCHING APPROACHES TO GOVERNANCE • Structural governance• Relational governance
Page 40
Business partnering 9 of 9
MODELS OF KNOWLEDGE-BASED COLLABORATION• Open innovation• Knowledge supply-chain
networks• Business networks• Research networks
Page 41
Page 42
Legal developments
Legal developments1 of 3
• Family status discrimination
• Privacy• Social media• Increasing damage
awards• Drug and alcohol
accommodation• Employer rules
Page 43
Page 44
Legal developments2 of 3
PROVINCIAL• Toby’s Act• Bill 21• Bill 17• Bill 12• Bill 49
Legal developments3 of 3
FEDERAL• Bill C-44• Bill C-316• Bill C-467• Bill C-279
Page 45
Page 46
Trends to be aware of
Trends to be aware of
• Doing more with less
• Increasing legal pressure
• Being pulled to the bleeding edge
Page 47
Page 48
It’s more than just a trend…
It’s more than just a trend…1 of 2
• Social media for recruiting
• Wellness initiatives• High potential
employee programs
• Other trends…
Page 49
It’s more than just a trend… 2 of 2
• Why is it important?• Leveraging it
Page 50
Page 51
Conclusion, summary and questions
Page 52
Conclusion, summary and questions
ConclusionSummaryVideosQuestions
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