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Building your Capacity Through Human Resources Strategic Planning

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Including exit interviews and engagement surveys internally ... Employee Satisfaction Survey has been conducted annually since 2002 ... – PowerPoint PPT presentation

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Title: Building your Capacity Through Human Resources Strategic Planning


1
Building your Capacity Through Human Resources
Strategic Planning
2
Welcome and Introduction
  • Rob Notman President and CEO KWA Partners
  • Martine Flibotte Senior Director, Human Resources
    and Organizational Development United
    Way/Centraide Ottawa
  • Susan Danby Executive Administration, Human
    Resources and Office Manager United Way of Peel
    Region

3
Workshop Objectives
  • Review the changing job market and its effect on
    organizations
  • Reflect on, identify and discuss internal and
    external factors to UWs-Cs impacting our ability
    to attract, recruit and retain a satisfied and
    engaged workforce
  • Engage in discussions around high impact people
    strategies that foster satisfaction and
    engagement and align resources to achieve our
    mission

4
  • The Changing Job Market
  • Building your Capacity Through Human Resources
    Strategic Planning

5
The Changing Job Market Whats Happening in the
External World?
  • When the rate of change outside exceeds
  • the rate of change inside, the end is near
  • Jack Welch
  • Chairman, General Electric

6
The Changing Job Market Whats Happening in The
External World? (Big Picture)
  • Redefinition of Loyalty/Security
  • Increase in Part-Time, Contract Employment
  • Mergers and Acquisitions
  • Doing more with Less

7
The Changing Job Market Whats Happening In The
External World? (The 21st Century Worker)
  • Employability
  • External vendor-mindedness (Me Inc.)
  • Resiliency
  • Flexibility and adaptability
  • Security comes from within

Job Security is an illusion. Security comes from
being employable not employed
8
The Changing Job Market (Canadian Picture)
  • Extent of economic downturn uncertain
  • Government attempts at renewal
  • Retirement (2nd Career)
  • Increased need for Knowledge Based and Highly
    Skilled workers
  • Low geographic mobility
  • Not-for-profit / Association Management field
    diverse

9
The Changing Job Market (Personal Readiness)
  • Need for continuous learning
  • Need for understanding of accomplishments
  • Need for continuous networking

10
Roundtable Discussion
  • What are the factors impacting organizations and
    their ability to attract, recruit and retain?

11
  • United Way/Centraide Ottawa
  • Building your Capacity Through Human Resources
    Strategic Planning

12
Who We Are An overview of the Ottawa Office
  • Vision the community is measurably better as a
    result of the work of United Way/Centraide Ottawa
    and others
  • Mission to bring people and resources together
    to build a strong, healthy, safe community for
    all
  • Promise to invest resources where theyre needed
    most, and where theyll have the greatest impact

13
Who We Are An overview of the Ottawa Office
  • Core strength is the support of more than 14,000
    volunteers throughout the community
  • Cadre of 200 senior volunteers who oversee
    governance and drive resource development and
    investment
  • Campaign revenues exceeded 30M in 2008 and the
    organization is currently involved in over 20
    community-wide initiatives
  • A new line of business was introduced to the
    organization in 2008 as Investor Development

14
Who We Are An overview of the Ottawa Office
  • Current staff complement includes
  • XX permanent full-time/part-time employees
  • XX contract employees
  • Average Years of Service XX years
  • XX of permanent employees have less than X years
    of service with the organization
  • Turnover approximately 15

15
Trends and Challenges Impact and Opportunities
  • United Way/Centraide Ottawa has undergone
    significant human resources growth in the last
    few years
  • Meanwhile the labour market is experiencing
    critical changes driven by a host of factors,
    including economical, technological, academic,
    demographic and cultural
  • All of these impact our recruitment and retention
    initiatives
  • We are competing in a tight market, with much
    movement and cross-sector competition
  • At the same time, the branding and mission of the
    organization is attractive to many when used
    wisely they translate into great recruitment
    opportunities

16
  • United Way of Peel Region
  • Building your Capacity Through Human Resources
    Strategic Planning

17
Who We Are An overview of the Peel Office
  • Vision
  • UWPR will champion and inspire sustainable change
    that strengthens community and improves lives.
  • Mission
  • To engage our community through partnerships to
    ensure that people are cared for, connected and
    included.

18
Who We Are An overview of the Peel Office
  • Supports over 2,600 volunteers who contributed
    over 11,500 volunteer hours to United Way
    (statistics compiled in 2008)
  • Campaign revenues exceeded 13M in 2008
  • Involved in over 12 community-wide initiatives

19
Who We Are An overview of the Peel Office
  • Current staff complement includes
  • 33 permanent full-time/part-time employees
  • 9 contract employees
  • Average Years of Service 4.1 years
  • 55 of permanent employees have less than 5 years
    of service with the organization

20
  • Human Resources Strategic Planning
  • Building your Capacity Through Human Resources
    Strategic Planning

21
Human Resources Strategic Planning
  • The ability to attract, develop and retain the
    talent needed to succeed!
  • Employability skills
  • Retention and career development strategies
  • Do you have a strategy, or plan to compete?

22
Employability in Todays Workplace (Whats the
Challenge)
  • Organizations are required to meet challenges of
  • Advancing Technology
  • Global Competition
  • Uncertain Economic Times
  • Employees are struggling to adapt and change
  • Redefining their loyalty to their employers
  • Do more with less
  • Cope with work/life balance

23
Employability in Todays Workplace (Whats a
Solution)
  • Organizations need to
  • Provide the environment for employees to
    adapt/change/prepare for ongoing marketability
    inside or outside the organization
  • Employees need to
  • Gain an understanding of the changing workplace
  • Assess their own capabilities/interests/goals
  • Identify working conditions best suited to them
  • Develop an ongoing plan of action to succeed.

24
Five Critical Factors that Students Value
  • Money
  • Challenging work
  • Work-Life balance
  • Recognition/respect
  • Advancement opportunities

25
Retention and Career Development
Reasons employees Reasons employees join
organizations leave organizations 1
Reputation/stability of 8
organization 2 Duties responsibilities
of 3 the job 3 Compensation
(including benefits) 2 4 Corporate
culture and values 5 5 Advancement
opportunities/ 1 succession
planning

26
Satisfaction with Aspects of Workplace
  • Small Business
  • Flexible for personal needs
  • Relationships among employees
  • Service/Product Quality
  • Relationships manager - employee
  • Work Ethic
  • Public Sector
  • Amount of time off
  • Work hours
  • Flexible for personal needs
  • Relationships among employees
  • Service/Product Quality

27
Strategies to Retain Key Employees
  • Formal Programs
  • Informal Programs
  • Succession Planning
  • Executive Coaching as a perk
  • Sabbaticals
  • Cultivate Your Stars
  • Involve the Family
  • Mentoring
  • Networking (external exposure)

28
The Job Fit Equation……
  • Your Work Values
  • Your Skills, Qualities, Knowledge, Talents,
    Interests
  • Your Organizations Culture
  • Your Jobs Skill/Abilities Requirements

29
  • United Way/Centraide Ottawa
  • Building your Capacity Through Human Resources
    Strategic Planning

30
Environmental Scan
  • In its quest to achieve its Vision and Mission
    the Ottawa office has put in place a business
    planning process based on strategic goals and
    objectives
  • A Human Resources Strategic Plan was developed in
    order to link and align people and business
    strategies while ensuring the organization has
    the required human capacity and capability
  • Plan takes into consideration the guiding
    elements of the organization, environmental scan
    findings, characteristics of best employers and
    engagement factors

31
Revitalized Human Resources Mandate
  • The Human Resources Function is responsible for
    researching, designing, developing, implementing
    and administering People Strategies, Systems and
    Programs that have high impact in creating a
    work environment that fosters satisfaction and
    engagement, support United Way/Centraide Ottawa
    in the achievement of its Mission, and position
    the organization as a Best Employer that
    attracts and retains talent.

32
Strategies To Attract and Recruit Talent
  • Strengthening our Critical Processes - The
    Foundation
  • Revitalized hiring process
  • Established/reviewed recruitment standards
    through policies, processes, guidelines and
    standardized tools
  • Commenced adapting our branding to recruitment
    purposes
  • More creative and diverse with our sourcing
    methods
  • Enhanced salary system and job evaluation and
    classification system that builds on internal and
    external equity
  • Released of a Human Resources Management Guide
    and provided training

33
Strategies To Retain Talent
  • Creating an Environment that Fosters Ongoing
    Development
  • Implemented an organization-wide Performance
    Management System
  • Developed a core competency profile
  • Developed a Learning Framework that defines
    development streams (e.g., skill, career,
    leadership), strategies to support growth and
    target groups
  • Revitalized our corporate orientation program and
    currently researching and developing a
    departmental and job-specific orientation
    framework
  • Enhancing Quality of Worklife through
    People-Focused Strategies
  • Leveraging Technology in Support of Human
    Resources

34
Monitoring and Evaluation
  • Monitoring and evaluation is done through ongoing
    consultations and review of market as well as
    best and promising practices
  • Including exit interviews and engagement surveys
    internally
  • Annual review of Human Resources Strategic Plan
    and Workplan in light of changing market and
    internal consultation findings

35
  • United Way of Peel Region
  • Building your Capacity Through Human Resources
    Strategic Planning

36
Internal Environmental Scan Employee Satisfaction
Initiative
  • Employee Satisfaction Survey has been conducted
    annually since 2002
  • Surveys are conducted the same time every year to
    ensure consistency
  • Strive for 100 participation
  • Core questions remain consistent every year for
    benchmarking purposes
  • Additional questions are added as required based
    on the previous years results and the need for
    further clarification.
  • Results are tabulated off-site to ensure
    confidentiality

37
Objectives of the Employee Satisfaction Initiative
  • Increase / improve work morale, working relations
    and work environment
  • Seek solutions / improvements to issues
  • Foster a work environment where employees feel
    valued
  • Improve inter-departmental relations and
    encourage integration
  • Foster a blameless environment
  • Foster a work environment that is respectful and
    professional
  • Strive to make United Way of Peel Region an
    Employer of Choice

38
Development of Survey
  • Identify what questions are important and
    relevant to the advancement of the strategic
    objectives of the organization
  • Ensure clarity, be very specific in the wording
    of the questions so as to receive informative
    answers
  • Dont be afraid to ask tough, direct questions
  • Ask questions that will inform the organization
    as to how well it is performing in the eyes of
    the employees

39
Administration of the Survey
  • Inform staff of your intent to administer the
    survey in advance
  • Encourage 100 participation
  • Facilitate anonymity by providing an envelope for
    the completed survey
  • Collect completed survey in sealed envelopes and
    engage an external party to take surveys off-site
    and tabulate the results
  • Once results are tabulated, original surveys are
    destroyed

40
Analysis of the Survey
  • Suggest establishing a diverse, cross-functional
    group of staff to analyze the results
  • Establish for each question, what ratings are
    acceptable to your organization
  • Determine the average responses within each
    question and how they compare to the
    organizations and employees expectations

41
Scoring System
  • For most questions, our survey prompted for one
    of the following answers
  • Disagree Strongly
  • Disagree Somewhat
  • Neither Agree Nor Disagree
  • Agree Somewhat
  • Agree Strongly

42
Rating Responses
  • Suggest using a green-light, yellow-light,
    red-light system of evaluating responses
  • Green-light Questions that resulted in good or
    exceptional ratings indicating areas of success
    within the organizational culture
  • Yellow-light Questions that resulted in average
    ratings, indicating possible areas requiring
    careful observation moving forward
  • Red-light Questions that resulted in poor
    ratings or ratings that had decreased from
    previous years indicating an area of concern
    requiring follow-up

43
Grouping into Categories
  • Questions were grouped into different categories
    in order to identify trends
  • Organizational
  • Policies Procedures
  • Benefits Compensation
  • Priorities Deadlines
  • Supervision, Coaching, Training Feedback
  • Training Development
  • Career Satisfaction
  • Integration
  • Change Management
  • Health Safety
  • Facility

44
What does it mean for our organization?
  • Identify trends within categories
  • Develop strategies to address key issues
    uncovered through the survey
  • Keep staff informed on efforts undertaken to
    address key issues
  • Encourage feedback / suggestions from employees
  • Identify opportunities to provide coaching and
    training
  • Reinforce best practices to achieve consistency
    in application of policies and procedures
  • Create cross-functional teams to address areas of
    concern and foster communication

45
Five Priority Areas
46
  • What is your Strategy to
  • Compete???

47
  • People who never get carried away…..
  • Should be
  • Malcolm Forbes

48
  • Period of Questions
  • Building your Capacity Through Human Resources
    Strategic Planning

49
THANK YOU! Building your Capacity Through Human
Resources Strategic Planning
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