Jouta Performance Group AFOA Presentation Summary December, 2018 - PDF document

Jouta Performance Group AFOA Presentation Summary December, 2018 What does HR do, anyway? Cori and Jennifer presented at the Aboriginal Financial Officers Association of BC to answer the question ‘what does HR do, anyway?’. Delegates were invited to a candid conversation about HR and its role in an organization, and to hear real-life examples of what works and what does not. The Goal To help AFOA members understand the real role HR is supposed to play, as many communities, indigenous and non-indigenous organizations are not always clear on this. The Conversation Agenda 1. We started with the stories that prompted us to suggest this topic 2. HR Philosophy – What is it, and why is it important? 3. Culture, Protection & Productivity and the 17 Key Result Areas 4. Levels of HR Professional knowledge and skill HR Philosophy Establishing an HR Philosophy is an important first step in creating any HR material. It’s an important process that ensures everyone is on the same page… philosophy should always be determined collectively, with all the managers involved. Here are some questions you can ask yourself to determine your HR Philosophy:  What do we believe about our people and what they can achieve?  How will we support that belief?  Is HR a strategic business partner or an administrative paper- pusher and ‘policing’ agency? o Ideally, they are a business partner, adding value to the organization vs a bureaucratic policing agency.  Do managers manage people, or does HR? o Ideally, managers do, and HR is only there to support, guide, coach and create tools (such as performance programs) to support them.  Are policies used as tools for proactively navigating daily work/decisions or are they weapons, used only when one side is mad at the other? p 604.488.8885 l 1.888.JoutaHR l f 604.642.6606 l www.jouta.com

o The policies in a handbook can be some of the most powerful communication tools you have, when done well, and allow employees to proactively navigate daily work/decisions.  Can employees grow and develop in their roles or do they need to be fully competent from day one? Be sure your recruiting, performance management, training and development (mentoring) practices align with your philosophy.  What kind of culture do we want to create/maintain? What kind of culture do we need to support employees as they work toward organizational goals? o Define it, or it will define itself.  What is our recruiting philosophy (community, diversity, promote from within, hire for attitude etc.)? o Define it and follow it.  What do we want compensation to achieve in our organization? What are the strengths of our compensation plan? How do we want to align to the market? How do we communicate it? o Define it and follow it.  Why does employee performance matter to our organization? What are the most meaningful goals for us to establish and how do we measure success?  How do we communicate with our members and employees? o Create a communication plan. Be sure that all your HR systems and practices align with your philosophy. A sample HR philosophy from a well-known hotel: ‘We believe the way we treat our employees will be reflected in the way our employees treat our guests.’ This organization built HR around their philosophy and they were consistently a ‘Top 50 Employers in Canada ’ recipient. A sample from a community we worked with. We helped them establish their Why, How and What, which framed the HR philosophy:  Why they exist – Safe, healthy, thriving community.  How they create the Why is through their values – Love and understanding of First Nations People, Commitment, Professionalism, and Respect.  What they do – build prosperity for the membership and administration. p 604.488.8885 l 1.888.JoutaHR l f 604.642.6606 l www.jouta.com

Another community’s Why, How and What looked like this:  Why they exist – To foster healthy growth and prosperity for the nation and future generations.  How they create the Why is through their values – Professional, Honest, Respectful, Fair, Team Players.  What they do – they are a small, innovative & welcoming rural community, compassionate about and involved in their culture and family! What HR Does – Culture, Protection and Productivity If you are not sure what HR is ideally responsible for, you can use our model of Culture, Protection and Productivity and the 17 Key Result Areas. Culture Workplace culture reflects everything from recruitment to termination, and everything in between, including vision, mission, purpose, values, roles and responsibilities, work environment and symbolism, all of which must align to create an ideal structure. Every orga nization’s culture and the community they support is different – the key is to define yours and align everything to it. Protection Just as you insure your business against external threats, an investment in HR can help protect you (and your employees) against threats that are within your control. These include legislative threats related to the employment of people. Productivity Performance is the goal! The role of HR is to put systems in place that increase productivity to enhance overall performance. This is only possible when the right structure is in place and everything done within the organization aligns to it. This also includes the need to ensure employees are fully utilizing all the systems you invest in. Not doing so, means you are not maximizing your investment in technology. p 604.488.8885 l 1.888.JoutaHR l f 604.642.6606 l www.jouta.com

Start with these 17 areas of focus, add to them and/or adjust them to work for you. The key is helping HR and others understand what HR is meant to focus on. Do a review of each area, ask managers how they think things are going and then prioritize your action items based on need. Then, hold HR accountable to get the HR job done. One step at a time, implementing new HR practices can take an internal HR person years to complete; be patient. You can also seek out external support from companies, such as Jouta. p 604.488.8885 l 1.888.JoutaHR l f 604.642.6606 l www.jouta.com

Levels of Human Resources Professionals When looking to hire an HR person, please consider which level of professional you need to hire, based on the needs of your organization and the level of knowledge, skill and ability you need to do the job. Should you choose to hire someone without the ideal level of experience for the role, then we recommend you provide them with mentorship to ensure they are set up for the highest level of success. One way to do that is to use the 17 Key Result Areas to prioritize what needs to be done from an HR perspective. Typical Job Years of HR Expected Education & Expected Skill Level & Responsibility Title Experience Knowledge VP of HR 10+ Post-secondary degree or  Key contributor to organization’s diploma in HR or related strategy overall, and HR strategy; (7 or more in field (e.g. social provides strategic HR services a senior sciences); Advanced  Partner to senior leadership; able to capacity, education or Masters understand business working with preferred, or equivalent objectives/concerns executives) experience  Solid executive & management coaching skills, focused on culture Comprehensive and strategy knowledge & application  Strong influencing and leadership of all HR legislation skills; ability to cultivate genuine & CPHR an asset, provided solid relationships at all levels they have all of the above  Leader of organizational change efforts  Solid talent management  Solid background/ability to demonstrate culturally aligned development, implementation and ROI on all major HR infrastructure  Solid understanding of best practices, trends and legislation in all disciplines of Human Resources  Key contributor to HR strategy HR Director 7 - 10 Post-secondary degree or  Balance of strategic and operational diploma in HR or related (3 or more in / implementation-oriented HR field (e.g. social sciences) senior services capacity) Comprehensive  Ability to cultivate genuine & solid knowledge & application relationships at all levels of all HR legislation  Partner to senior leadership; understand business objectives & concerns CPHR an asset, provided  Solid management coaching skills, they have all of the above focused on culture and strategy p 604.488.8885 l 1.888.JoutaHR l f 604.642.6606 l www.jouta.com