1. Important HR topics for the second
half of 2014
by Toronto Training and HR
June 2014
2. CONTENTS
3-4 Introduction
5-8 Classification of work in late 2014
9-12 Adaptability
13-14 Wisdom
15-17 Fairness
18-20 Unconventional HR
19-20 Overcoming barriers caused by culture
21-22 Encroachment by line managers
23-25 Overarching issues for HR when considering structure
26-27 Experts in the workplace
28-29 Promoting diversity
30-32 Attracting talent
33-36 International mobility
37-38 Workforce planning
39-40 Cybercrime and data security
41-43 Gamification
44-45 Measures
46-47 Case studies
48 Drill
49-50 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. 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
10. Adaptability
1 of 3
• Employees, customers,
competitors, partners and
investors
• What could HR be doing?
• The enemies of adaptability
• Design principles of
adaptable organizations
Page 10
11. 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
16. Fairness
1 of 2
• What is fair?
• Triggers of unfairness
• Problems for HR
• Fairness in an evolving
employment relationship
Page 16
17. Fairness
2 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
19. 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
20. 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
Page 20
22. 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?
Page 22
24. 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
Page 24
27. Experts in the
workplace
• Works under supervision
• Is autonomous
• Has problem solving ability
• Can innovate
• Has demonstrated
leadership
Page 27
32. 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
Page 32
34. 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
Page 34
35. 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
38. 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 points
Page 38
40. 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
42. 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
43. 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
motivation
Page 43