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

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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?

• Ideally, they are a business partner, adding value to the organization vs a

bureaucratic policing agency.  Do managers manage people, or does HR?

• 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?

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• 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?

• Define it, or it will define itself.

 What is our recruiting philosophy (community, diversity, promote from within, hire for attitude etc.)?

• Define it and follow it.

 What do we want compensation to achieve in our organization? What are the strengths

• f our compensation plan? How do we want to align to the market? How do we

communicate it?

• 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?

• 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

• ur 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.

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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

• rganization’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.

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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.

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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 Title Years of HR Experience Expected Education & Knowledge Expected Skill Level & Responsibility

VP of HR 10+ (7 or more in a senior capacity, working with executives) Post-secondary degree or diploma in HR or related field (e.g. social sciences); Advanced education or Masters preferred, or equivalent experience Comprehensive knowledge & application

• f all HR legislation

CPHR an asset, provided they have all of the above  Key contributor to organization’s strategy overall, and HR strategy; provides strategic HR services  Partner to senior leadership; able to understand business

• bjectives/concerns

 Solid executive & management coaching skills, focused on culture and strategy  Strong influencing and leadership skills; ability to cultivate genuine & solid relationships at all levels  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 HR Director 7 - 10 (3 or more in senior capacity) Post-secondary degree or diploma in HR or related field (e.g. social sciences) Comprehensive knowledge & application

• f all HR legislation

CPHR an asset, provided they have all of the above  Key contributor to HR strategy  Balance of strategic and operational / implementation-oriented HR services  Ability to cultivate genuine & solid relationships at all levels  Partner to senior leadership; understand business objectives & concerns  Solid management coaching skills, focused on culture and strategy

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Typical Job Title Years of HR Experience Expected Education & Knowledge Expected Skill Level & Responsibility

 Key contributor to organizational change  Solid background/ability to demonstrate culturally-aligned development and implementation

• n all major HR infrastructure

 Solid understanding of best practices, trends and legislation in all disciplines of Human Resources HR Manager 5 - 7 Post-secondary degree or diploma in HR or related field (e.g. social sciences) Comprehensive knowledge of all HR legislation CPHR an asset, provided they have all of the above  Contributor to HR strategy  Balance of operational and implementation-oriented HR services  Ability to cultivate genuine & solid relationships at all levels  Partner to management; understands business objectives and concerns  Good coaching skills  Solid background/ability to demonstrate culturally-aligned development and implementation

• n key aspects of HR infrastructure

 Solid understanding of legislation in all disciplines of Human Resources HR Advisor/ HR Generalist 3 - 5 Post-secondary degree or diploma in HR or related field (e.g. social sciences)

• r working towards

Sound knowledge of HR legislation CPHR an asset, provided they have all of the above  Operational, tactical and implementation-oriented HR services  Ability to advise and build relationships at all levels  Support to management; good advising skills (employee & management)  Ability to demonstrate sound knowledge and implementation on key aspects of HR infrastructure  Sound understanding of legislation in all disciplines of Human Resources HR Admin/ Coordinator 0 - 3 Administrative working experience or training; some HR training Exposure to/knowledge of HR legislation CPHR an asset, provided they have all of the above  Operational and tactical HR services, primarily internal (to HR team) facing  Support to HR team and employees  Developing knowledge on key aspects of HR infrastructure  Basic understanding of legislation in all disciplines of Human Resources