Building your Capacity Through Human Resources Strategic Planning

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Building your Capacity Through Human Resources
Strategic Planning
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Welcome and Introduction

• Rob NotmanPresident and CEOKWA Partners
• Martine FlibotteSenior Director, Human Resources
  and Organizational DevelopmentUnited
  Way/Centraide Ottawa
• Susan DanbyExecutive Administration, Human
  Resources and Office ManagerUnited Way of Peel
  Region

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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

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

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The Changing Job MarketWhats 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

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The Changing Job MarketWhats Happening in The
External World? (Big Picture)

• Redefinition of Loyalty/Security
• Increase in Part-Time, Contract Employment
• Mergers and Acquisitions
• Doing more with Less

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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
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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

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The Changing Job Market(Personal Readiness)

• Need for continuous learning
• Need for understanding of accomplishments
• Need for continuous networking

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Roundtable Discussion

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

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

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Who We AreAn 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

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Who We AreAn 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

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Who We AreAn 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

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Trends and ChallengesImpact 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

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

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Who We AreAn 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.

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Who We AreAn 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

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Who We AreAn 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

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

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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?

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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

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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.

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Five Critical Factors that Students Value

• Money
• Challenging work
• Work-Life balance
• Recognition/respect
• Advancement opportunities

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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

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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

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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)

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The Job Fit Equation

• Your Work Values
• Your Skills, Qualities, Knowledge, Talents,
  Interests

• Your Organizations Culture
• Your Jobs Skill/Abilities Requirements

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

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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

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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.

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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

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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

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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

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

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Internal Environmental ScanEmployee 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

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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

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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

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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

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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

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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

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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

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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

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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

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

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

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

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THANK YOU! Building your Capacity Through Human
Resources Strategic Planning