hr june 2014
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Important HR topics for the second half of 2014
by Toronto Training and HR
June 2014
Page 2
CONTENTS3-4 Introduction5-8 Classification of work in late 20149-12 Adaptability13-14 Wisdom15-17 Fairness18-20 Unconventional HR19-20 Overcoming barriers caused by culture21-22 Encroachment by line managers23-25 Overarching issues for HR when considering structure26-27 Experts in the workplace28-29 Promoting diversity30-32 Attracting talent33-36 International mobility37-38 Workforce planning39-40 Cybercrime and data security 41-43 Gamification44-45 Measures46-47 Case studies48 Drill49-50 Conclusion, summary and questions
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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
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Classification of work in late 2014
Page 6
Classification of work in late 2014 1 of 3
EMPLOYMENT• Direct employment• Co-employment
Classification of work in late 2014 2 of 3
CONTRACT WORK• Direct contracting• Subcontracting
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Classification of work in late 2014 3 of 3
WORK ARRANGEMENTS AVAILABLE TO ORGANIZATIONS• Full-time employees• Part-time employees• On-call employees• Direct hire temporary
employees• Agency temporary
workers• Independent contractors• Day labourers• Vendor on premises
Page 9
Adaptability
Adaptability 1 of 3
• Employees, customers, competitors, partners and investors
• What could HR be doing?• The enemies of
adaptability• Design principles of
adaptable organizations
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Adaptability 2 of 3
INITIATIVES TO BOOST ADAPTABILITY• Experimentation and
learning• Transparency and
openness• Autonomy and trust• Purpose and meaning• Diversity• Flexibility• Creativity• Peer collaboration• Natural leadership and
meritocracy
Page 12
Adaptability 3 of 3
QUESTIONS TO ASK• Is it deep?• Is it bold?• Is it specific?• Is it doable?
Page 13
Wisdom
Wisdom • Definition• Sources of wisdom• Conventional wisdom• What do wise people do?• Skilled and unskilled
wisdom
Page 14
Page 15
Fairness
Fairness1 of 2
• What is fair?• Triggers of unfairness• Problems for HR• Fairness in an evolving
employment relationship
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Fairness2 of 2
DIFFERENT PERSPECTIVES ON FAIRNESS• Fairness as organizational
justice• Fairness as the socially just
distribution of goods• Fairness as the principles of
outcome• Fairness as capability• Fairness as a temporal
perspective• Fairness as a matter of
interpretation
Page 18
Unconventional HR
Unconventional HR 1 of 2
• Hire, reward, and tolerate only fully formed adults
• Tell the truth about performance
• Make clear to managers that their top priority is building great teams
Page 19
Unconventional HR 2 of 2
• Leaders should create the organizational culture
• Talent managers should think like innovative businesspeople and not fall into the traditional HR mindset
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Page 21
Encroachment by line managers
Encroachment by line managers
QUESTIONS TO ASK• What are our talent
needs?• How should we meet
our talent needs?• How can we do a
better job of hiring?• How can we develop
internal talent?• How can we manage
our employees’ career paths?
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Page 23
Overarching issues for HR when considering
structure
Overarching issues for HR when considering structure 1 of 2
• Understanding the way the whole partnering network operates to inform HR choices
• Supporting partnership arrangements needs to be a core HR capability
• Differentiating the level of strategic HR support between arrangements
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Overarching issues for HR when considering structure 2 of 2
• Designing HR to deal with crisis situations
• Developing leadership for the network
• Dealing with the issues of employees’ dual identity
Page 25
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Experts in the workplace
Experts in the workplace
• Works under supervision
• Is autonomous• Has problem solving
ability• Can innovate• Has demonstrated
leadership
Page 27
Page 28
Promoting diversity
Promoting diversity
STRATEGIES• Engagement• Total visibility• Workforce intelligence
Page 29
Page 30
Attracting talent
Attracting talent 1 of 2
• Organizational practices• Job related practices
Page 31
Attracting talent 2 of 2
FACTORS WHICH HAVE A SIGNIFICANT IMPACT• Nature of the work itself• Immediate work
environment• Global compensation• Corporate image or
reputation• Location• Health and wellness
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Page 33
International mobility
International mobility 1 of 3
• Definition• International
assignments• Reasons for using an
expatriate• Different types of
approach• Policies and
documentation• Risk types which need
to be considered
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International mobility 2 of 3
• Different types of policy• Areas for the employee
to consider before accepting an assignment
• Elements of relocation to be considered
• Remuneration considerations
• Benefits which might be included
Page 35
International mobility 3 of 3
STEPS TO TAKE• Talent• Reward• Process• Technology
Page 36
Page 37
Workforce planning
Workforce planning
• Definition• Typical activities• Hard and soft workforce
planning• Key issues when
considering workforce planning
• Stages of the workforce planning process
• Areas to consider during implementation
• Action pointsPage 38
Page 39
Cybercrime and data security
Cybercrime and data security
• Recent developments which have led to an increase in hacker attacks
• Multiple techniques used in data breaches
• Data targeted by criminals
• Tips to improve levels of mobile security
• How to make data more secure
Page 40
Page 41
Gamification
Gamification 1 of 2
• What is a game?
• Game elements• Game design techniques• Non-game context
• Criticisms of gamification
• Legal and regulatory considerations
Page 42
Gamification 2 of 2
• Who is using it?• How are they using it?• What is the
effectiveness?• What barriers exist to
gamification?
• Good game design • Points, badges,
leaderboards• Intrinsic and extrinsic
motivationPage 43
Page 44
Measures
Measures • Compensation• Performance
management• Recruitment• Succession planning
Page 45
Page 46
Case study-survey questions
Page 47
Case study-shared leadership
Page 48
Drill
Page 49
Conclusion, summary and questions
Page 50
Conclusion, summary and questions
ConclusionSummaryVideosQuestions
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