The trend toward chaos and fear not only exists within the context of politics and social issues, it is also a business or an organizational issue. Albeit for entirely different reasons, businesses are nervous and looking for solutions. A survey of Canadian CEOs revealed that they are concerned about many things; herein the top worries are listed.
John Pensom, CEO of PeopleInsight, talks about the urgent need for HR to get beyond spreadsheets, leverage new technologies, and make a transformative contribution to the business.
Like everyone else, I watched the US presidential election with much fascination and of course appreciation for Canadian values and the way we in Canada still have the decency to, at least in public, treat some things as unacceptable. But politics aside, I think Donald Trump’s campaign has very key lessons for human resource practitioners. So I would like to relate, in true obsessive form, the key strategies of his campaign to some strategies I think could be useful for human resource practitioners.
Business integration of the HR function occurs fully when the talent management system, including performance management, succession planning, competency management, systems integration, employee engagement, corporate culture, change management and leadership development is able to successfully align the development of the people in its system to meet business performance objectives. People operations and processes are designed to empower people to achieve development and organizational goals.
Ever since I entered the Human Resources (HR) profession, even in graduate school, there has been dialogue around what HR needs to do in order to get a seat at the table. This dialogue seems to have picked up even more steam in recent years and much of the growth in HR research has been focused on finding a way for HR to get that seat at the table through proving its legitimacy and its value. My view is that HR should, instead of trying to fit in or get a seat at an existing table, focus on agenda setting.
Workforce data is everywhere. In all different formats using multiple languages, inconsistent terminology, and living in different systems. Given this complexity, it’s not surprising that most HR & talent teams access and utilize only a small portion of their data’s power. This is the data that’s visible, on the surface, and easily reported. But this is only the tip of the iceberg…and below the surface is where we really need to focus to deliver results for the business.
There are some professions that are automatically seen as having a strong impact on our world and are accepted as having the capability of making our world a better place. Human Resource Management however is often seen as having the potential to make significant impact on business success, rarely do we extend that assessment to the economy and nation building. But the Human Resource profession may just be the answer to some of the social, political and economic challenges being faced in Canada today.
Pay Equity is a requirement on Ontario employers to ensure that workers are paid equally for work of equal value, regardless of their gender. The requirement on employers arises out of the Pay Equity Act, which was passed by the Ontario Government in 1987 and became effective January 1, 1988; there was an amendment to this Act in 1993 as well.
Many people across the world face allergies that have an effect on every aspect of their lives, including the workplace. These allergies can impose difficulties on either being in a workplace or performing certain tasks in their job. One thing for employers to note is that if the allergy is severe enough, it would probably be considered a disability and must be accommodated appropriately.
For many in HR, getting serious about workforce analytics represents a change to the way things have been. To help navigate this change, we’ve put together answers to 10 of the most common concerns and questions we get asked by HR professionals as they are looking to get started with workforce analytics. In this blog, we’ll cover three of these concerns/questions. Stay tuned for our follow-on blogs that will cover the remaining seven.
As of November 20, 2014, Ontario gave royal assent and have passed the Stronger Workplace for a Stronger Economy Act, otherwise known as Bill 18. This Act certifies that vulnerable workers, such as unpaid workers, or temporary workers, receive proper training and protection in order to lower the amount of workplace deaths or injuries among these workers.
A friend recently told me about his (manufacturing) workplace where most of the equipment is broken, production lousy and new employees last “sometimes four hours, sometimes a week” but rarely longer than that. He reported that the business owner had recently woken up and hired an independent consultant to take a look and make recommendations for the business. I don’t know if this company has any HR personnel, but many small to medium companies do not have dedicated HR personnel, save and except for payroll, and may have a general manager or owner who is oblivious to what goes on the shop floor. So what are the warning signs of a workplace that needs attention?