Half day open training event for HR professionals and practitioners in Toronto, Canada.

1. Human Resources in Ontario
by Toronto Training and HR
May 2014

2. CONTENTS
3-4 Introduction
5-6 What does an effective organization look like?
7-10 Priority functions
11-12 Securing confidential employee information
13-14 Outsourcing HR
15-16 Goodbye loyalty, hello laissez-faire
17-20 Issues around leadership
21-24 Evolving work models
25-27 The innovation process
28-31 HR in SMEs
32-41 Business partnering
42-45 Legal developments
46-47 Trends to be aware of
48-50 It’s more than just a trend…
51-52 Conclusion, summary and questions
Page 2

3. Page 3
Introduction

4. 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 banking
15 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
HR support with an emphasis on reducing
costs, saving time plus improving employee
engagement and morale
Services for job seekers

5. Page 5
What does an effective
organization look like?

6. What does an
effective
organization
look like?
• Flexibility
• Efficiency
• Adaptability
Page 6

7. Page 7
Priority functions

8. Priority
functions
1 of 3
• People management
• Talent management
• Mismatches between
effectiveness and
priority
Page 8

9. 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

10. 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

11. Page 11
Securing confidential
employee information

12. Securing
confidential
employee
information
• Tighten password use
• Educate employees on
policy
• Enforce and monitor
the policy
• Use technological
solutions
• Understand relevant
laws
Page 12

13. Page 13
Outsourcing HR

14. Outsourcing
HR
• Definition
• Reasons for undertaking
• Alternatives to
outsourcing
• Potential benefits
• Potential challenges
• Selecting a provider
Page 14

15. Page 15
Goodbye loyalty, hello
laissez-faire

16. 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

17. Page 17
Issues around leadership

18. Issues around
leadership
1 of 3
• The leadership gap
• Traditional HR mindset
• Reactive
• Preventative
• Proactive
Page 18

19. Issues around
leadership
2 of 3
COMPETENCIES OF
PROGRESSIVE LEADERS
• Inspiring confidence
• Exemplifying fortitude
• Fostering compassion
Page 19

20. Issues around
leadership
3 of 3
WHAT CAN HR DO?
• Build trust to inspire
confidence
• Have courage to
exemplify fortitude
• Show empathy to
foster compassion
Page 20

21. Page 21
Evolving work models

22. Evolving work
models 1 of 3
• Virtual freelancers
• Virtual corporate
colleagues
• Virtual coworkers
Page 22

23. Evolving work
models 2 of 3
HOW FORWARD-THINKING
ORGANIZATIONS CAN
CAPITALIZE
• Strategy
• Settings
• Organization
• Technology
• Degree of customization
Page 23

24. 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

25. Page 25
The innovation process

26. The
innovation
process 1 of 2
• Generating
• Conceptualizing
• Optimizing
• Implementing
Page 26

27. 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

28. Page 28
HR in SMEs

29. HR in SMEs
1 of 3
ORGANIZATION STOCK-TAKE
• Entrepreneurial edge
• Emerging enterprise
• Consolidating organization
• Established organization
Page 29

30. HR in SMEs
2 of 3
TRANSITIONS
• From entrepreneurial edge to
emerging enterprise
• From emerging enterprise to
consolidating organization
• From consolidating
organization to established
organization
Page 30

31. HR in SMEs
3 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

32. Page 32
Business partnering

33. Business
partnering
1 of 9
THE CHOICE OF PARTNER
• Competitive
• Complementary
• Co-operative
Page 33

34. 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

35. Business
partnering
3 of 9
EXAMPLES OF
ORGANIZATION-LEVEL
SOURCES OF RISK
• Nature of the business
• Relationship history
• External circumstances
Page 35

36. 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

37. Business
partnering
5 of 9
REGULATORY MECHANISMS
FOR CONTROLLING RISK
• Structural design of
transactions
• Social and relational
mechanisms
Page 37

38. 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

39. 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

40. Business
partnering
8 of 9
OVERARCHING APPROACHES
TO GOVERNANCE
• Structural governance
• Relational governance
Page 40

41. Business
partnering
9 of 9
MODELS OF KNOWLEDGE-
BASED COLLABORATION
• Open innovation
• Knowledge supply-chain
networks
• Business networks
• Research networks
Page 41

42. Page 42
Legal developments

43. Legal
developments
1 of 3
• Family status
discrimination
• Privacy
• Social media
• Increasing damage
awards
• Drug and alcohol
accommodation
• Employer rules
Page 43

44. Legal
developments
2 of 3
PROVINCIAL
• Toby’s Act
• Bill 21
• Bill 17
• Bill 12
• Bill 49
Page 44

45. Legal
developments
3 of 3
FEDERAL
• Bill C-44
• Bill C-316
• Bill C-467
• Bill C-279
Page 45

46. Page 46
Trends to be aware of

47. Trends to be
aware of
• Doing more with less
• Increasing legal
pressure
• Being pulled to the
bleeding edge
Page 47

48. Page 48
It’s more than just a
trend…

49. It’s more than
just a trend…
1 of 2
• Social media for
recruiting
• Wellness initiatives
• High potential
employee programs
• Other trends…
Page 49

50. It’s more than
just a trend…
2 of 2
• Why is it important?
• Leveraging it
Page 50

51. Page 51
Conclusion, summary and
questions

52. Page 52
Conclusion, summary and
questions
Conclusion
Summary
Videos
Questions