Defining Human Resources Moving to Strategic HR

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1 Defining Human Resources Moving to Strategic HR P r e s e n t e d b y : S a s k a t c h e w a n S c h o o l B o a r d s A s s o c i a t i o n S c h o o l F o r T r u s t e e s - J a n u a r y 1 7, 1 8, L o r n a S e l i n g e r a n d G r e g Z a b a S e n i o r C o n s u l t a n t s S t r a t e g i c H u m a n R e s o u r c e s a n d E m p l o y e e R e l a t i o n s

2 Session 2 Introductions Facilitators and Participants Definition of Human Resources (HR) History of HR HR as a Profession Changes in HR Moving to Strategic HR Strategic Framework Page 2

3 Definition: 3 Human Resources (HR) is the management of an organization s workforce Responsible for: attraction, selection, retention, training, assessment, and rewarding employees Page 3

4 Definition: Ensures compliance with employment and labour laws 4 Legally authorized to ensure a collective bargaining agreement is held in circumstances where employees unionize Primary liaison with the employee s representatives (usually a labour union) Page 4

5 History HR evolved as a product of the human relations movement of the early 1900s 5 Researchers began to document ways of creating business value through the strategic management of the workforce Changes in the business world and public policy changed the employer-employee relationship, industrial and labour relations evolved Page 5

6 History 6 Later 1900s union membership declined, workforce management expanded and influenced organizations. Industrial and labour relations changed to dealing with issues concerning collective representation Page 6

7 History 7 Early 2000s sees changes in communications and transportation dramatically affecting the workplace Employers began viewing employees as assets versus a cog in a wheel Human Resources evolved to a profession. Page 7

8 HR As A Profession HR Diploma and Certification programs 8 Masters in HR Professional designations Specialized training in: employee and labour relations, training and development, change management, recruitment specialists etc all of these have certificate programs and designations Page 8

9 HR As A Profession: Generalists and Specialists In organizations, HR positions will fall into two categories: Generalists: support employees directly with questions, grievances and projects Handle all aspects of HR work and require an extensive range of knowledge Specialists: 9 work in a specific function ex: employee relations, OH&S etc. Page 9

10 HR As A Profession: The Practice as a Business 10 Page 10

11 HR As A Profession: The Practice as a Business 11 In practice, HR is responsible for the employee s work life experience This involves: Attracting the right employee Selecting the right employee through recruitment On boarding new employees through orientation, training and development Assesses talent through performance appraisals Rewards them accordingly (administer payroll and benefits) Employee terminations: resignations, performance related discipline, redundancies Page 11

12 Changes To Higher Level HR 12 Professional Practice Organizational Effectiveness Staffing Employee & Labour Relations Occupational Health Safety and Wellness Total Compensation Organizational Learning, Training & Development Page 12

13 Changes to Higher Level HR 13 Page 13

14 Professional Practice Keeps current with emerging HR trends Contributes to develop an environment that fosters effective working relationships Provides information to the organization to manage its people practices Uses communication strategies to advance organization objectives 14 Page 14

15 Professional Practice 15 Human resources information management Provide timely and accurate HR information Assist in purchasing/developing HR management systems Identify legislation relevant to HR functions Ensure HR policies are compliant with Human Rights Page 15

16 Organizational Effectiveness Monitor and report on major change initiatives Promote a culture that values diversity, trust and respect for the contribution of individuals Assist managers in achieving performance improvement Assist managers to help employees achieve required performance levels 16 Maintains an inventory of talent for the organization Page 16

17 Staffing Recruitment and selection 17 Deployment strategies: transfers, reassignments etc. Termination process: notices, exit interviews, outplacement services Page 17

18 Employee and Labour Relations Research and develop HR policies as well as advice on implementing Advice on hiring, discipline and termination Conflict resolution Collect and present information required for decision-making in the bargaining process Provides advice on the interpretation of the collective agreement 18 Page 18

19 Total Compensation Monitors compensation strategy 19 Payroll services Benefits administration Accurate and timely delivery of pay and accuracy of pay records Page 19

20 Organizational Learning, Training & Development Reports on the impact of activities on organizational performance 20 General principles of adult education Assist managers in career development of employees Ensure compliance with legislated training obligations Page 20

21 Occupational Health & Safety 21 Ensures compliance with legislated reporting requirements Employee wellness and assistance Workers Compensation responsibilities Ensure adequate accommodation, modified work and graduated return to work programs are in place Establish joint health and safety committee as required by law Page 21

22 Moving to Strategic HR 22 Page 22

23 Moving to Strategic HR Future Movement As with any profession, HR continues to move forward: 23 HR Metrics/Measurement Collecting data Measuring success ex: measuring cost per hire Focusing on Strategic direction Internal Organization needs assessment Developing the HR strategy Page 23

24 Moving to Strategic HR Strategic Framework Based on the Organization s Strategic Plan, HR can then develop a plan to support the organization by: Plan a vision for the future of HR A mission that defines what HR needs to do Focus on values that shape actions Develop strategies that zero in on key approaches, goals, and actions plans 24 Page 24

25 Moving to Strategic HR Strategic Framework What does this mean for School Boards? 25 What does this mean for you as a trustee? Is their a strategic plan in place for your division? Is it communicated to everyone in the school division? Lead the School Division (HR) to work for you. Page 25

26 A final word.. 26 Questions? Thank you for attending! Page 26

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