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
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
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
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
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
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
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
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
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
41. Business
partnering
9 of 9
MODELS OF KNOWLEDGE-
BASED COLLABORATION
• Open innovation
• Knowledge supply-chain
networks
• Business networks
• Research networks
Page 41
43. Legal
developments
1 of 3
• Family status
discrimination
• Privacy
• Social media
• Increasing damage
awards
• Drug and alcohol
accommodation
• Employer rules
Page 43
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