Paul Hurly’s Profile

Trust and Empowerment Using Salary Information for CSA Ltd Recruitment Conducting Health and Safety Workplace Inspections CSA Recruitment Performance Management Training, Part 3 Things You Need to Know – Workplace Laws, Regulations and Policies More Effective Non-Profit Boards Managing the Injured Worker Partners in Performance Management – Employee Information Session Selecting Human Resources Supervisory Training – Performance Management Part 1

HRICopyright 2002 Human Resources Initiatives

TRUST AND EMPOWERMENT

Transportation and Parking

Services Branch

October, 2002

HRI

Trust Guidelines

• To build trust, demonstrate these four dimensions:

1. Evidence of lack of monitoring

2. Evidence of benevolence

3. Evidence of openness

4. Evidence of risk taking- Mayer, Davis and Schoorman

1995

USING SALARY INFORMATION FOR CSA Ltd RECRUITMENT

Recruiting – Human Resources Partnership

Objectives

1. Describe the CSA Ltd Compensation system.

2. Assist HR Compensation to gather accurate, timely compensation intel.

3. Use the CSA Compensation system to hire qualified candidates.

4. Help to manage wage creep and cost inflation in the contract.

CONDUCTINGHEALTH AND SAFETY

WORKPLACE INSPECTIONS

Human Resources Department

2005

WORKPLACE INSPECTIONS (CONT.)

Apply the Hazard Classification categories to the

following six situations:

(If you recognize your site, there was

no intention to criticize anyone. These are illustration for learning.)

WORKPLACE INSPECTIONS (CONT.)

Compensation & BenefitsCompensation & Benefits

CSA, Ltd offers a generous compensation & benefits package.

Long-term employment opportunities Competitive Salary Scale Foreign Area Living Allowance ($12,775*) Service Terminal Incentive (~6% at contract completion*) Foreign Income TAX exclusion after 12 mo. – *see Tax advisor Six Plus (6+) Weeks Annual Paid-Time-Off Ticket fare to Europe after 6 months Round trip Ticket to USA Shared fully-furnished Apartment Shared Transportation Paid Medical/Dental/Life Coverage Excellent Recreation Facilities +++

MANAGEMENT TRAINING MANAGEMENT TRAINING

PERFORMANCE MANAGEMENT

PART 3

SITUATIONAL MANAGEMENT

and

CREATING EXCEPTIONAL CUSTOMER SERVICE

ObjectivesObjectives

A. Situational Management

1. Use appropriately the four styles of Situational Management (Leadership).

2. Use Situational Management within Performance Management.

THINGS YOU NEED TO KNOW:

Workplace Laws, Regulations and Policies

Human Resources2005

HUMAN RIGHTSEmployment Process must be consistent: principle of fairness Qualifications must be used consistently:

Posting, ads, interview questions and selection decision Principles of fairness and good faith

Employers should not collect prohibited information Resist writing on resumes

Eliminates risk of recording prohibited information

Use bonafide qualifications Be prepared to “reasonably accommodate”

HRI

Non-Profit (and For Profit) Board Flaws

1. Too Much Time on Trivial

2. Short-Term Horizon

3. Reactive

4. Reviewing, Rehashing, Redoing

(cont.)

18

Managing the Injured Worker

Human Resources

2005

19

OBJECTIVESOn completion, participants will be able to:

1. Report all incidents and accidents correctly.

2. Identify and accurately respond to different types of injury.

3. Discuss the role of modified and alternative work as part of a Return to Work (RTW) program.

4. Play an active role in implementing RTW plans.

5. Demonstrate Cogeco’s care and concern, and interest in controlling injury costs.

Partners in Partners in Performance Performance ManagementManagement

Employee Information Session

Section A Weighting x Achieved Result (0.0-5.0)

= Score Max. Score Total Score Section A

(A) x (B) = (C) (B*5)

Objective #1 22.50% 3.5 0.79 1.13

Objective #2 22.50% 4.0 0.90 1.13

Objective #3 22.50% 3.5 0.79 1.13

Objective #4 22.50% 4.0 0.90 1.13

Objective #5 10.00% 3.0 0.30 0.50

Subtotal 100.00% 18.0 3.68 5.00 3.68

Section B Rating x Achieved Result per rating (0-5)

= Score Max. Score Total Score Section B

22 Behavioral competencies (A) x (B) = (C) (D= # comp. x 5) (5 X C/D)

Far Exceeds Standards 5 3.0 15.00 110.00

Exceeds Standards 4 7.0 28.00 0.00

Meets Standards 3 9.0 27.00 0.00

Needs Improvement 2 3.0 6.00 0.00

Unsatisfactory 1 0.0 0.00 0.00

Subtotal 22.0 76.00 110.00 3.45

Overall Rating (0-5.0) Score x Weighting = Rating

Section A Score: 3.68 70% 2.57

Section B Score: 3.45 30% 1.04

Overall Rating/Score 3.61

Scorecard Summary - ExampleScorecard Summary - Example

Example: Evaluation CriteriaExample: Evaluation Criteria

Objective: To increase customer service levels by 5% by May 1, 2005.

Evaluation Criteria examples: Maintain average handling time at ### seconds per call. Return customer calls within 1 hour. Acknowledge every customers within first 10 seconds (i.e.

storefront or reception) Provide on-site support within 2 hours of the support call. Reply to voice mails and emails within 24 hours.

Selecting Human Resources

CHAPTER OBJECTIVES

1. Diagram the sequence of a typical process.

2. Identify three types of selection tests and legal concerns about their uses.

3. Discuss several types of selection interviews and some key considerations in conducting these interviews.

4. Explain how legal concerns affect background investigations of applicants and use of medical examinations in the selection process.

5. Describe the major issues to be considered when selecting candidates for global assignments.

Stens

R E L AT I O N S H IP S W IT H P E O P L E 1 2 3 4 5 6 7 8 9 10

2 rarely pressures others to change their views, dislikes selling, less comfortable using negotiation

Persuas ive enjoys selling, comfortable using negotiation, likes to change other people’s view

INF

LU

EN

CE

6 happy to let others take charge, dislikes telling people what to do, unlikely to take the lead

Cont ro l l ing likes to be in charge, takes the lead, tells others what to do, takes control

7 holds back from criticizing others, may not express own views, unprepared to put forward own opinions

Outspoken freely expresses opinions, makes disagreement clear, prepared to criticize others

5 accepts majority decisions, prepared to follow the consensus

Independent Minded prefers to follow own approach, prepared to disregard majority decisions

5 quiet and reserved in groups, dislikes being center of attention

Outgoing lively and animated in groups, talkative, enjoys attention S

OC

IAB

ILIT

Y

5 comfortable spending time away from people, values time spent alone, seldom misses the company of others

Af f i l ia t i ve enjoys others’ company, likes to be around people, can miss the company of others

6 feels more comfortable in less formal situations, can feel awkward when first meeting people

Soc ia l ly Conf ident feels comfortable when first meeting people, at ease in formal situations

5 makes strengths and achievements known, talks about personal success

Modest dislikes discussing achievements, keeps quiet about personal success E

MP

AT

HY

7 prepared to make decisions without consultation, prefers to make decisions alone

Democrat ic consults widely, involves others in decision making, less likely to make decisions alone

5 selective with sympathy and support, remains detached from others’ personal problems

Car ing sympathetic and considerate towards others, helpful and supportive, gets involved in others’ problems

T H I N K I N G S T Y L E 1 2 3 4 5 6 7 8 9 10

5 prefers dealing with opinions and feelings rather than facts and figures, likely to avoid using statistics

Data Rat ional likes working with numbers, enjoys analyzing statistical information, bases decisions on facts and figures A

NA

LY

SIS

5 does not focus on potential limitations, dislikes critically analyzing information, rarely looks for errors or mistakes

Evaluat ive critically evaluates information, looks for potential limitations, focuses upon errors

5 does not question the reasons for people’s behavior, tends not to analyze people

Behaviora l tries to understand motives and behaviors, enjoys analyzing people

4 prefers changes to work methods, prefers new approaches, less conventional

Convent ional prefers well established methods, prefers a more conventional approach

CR

EA

TIV

ITY

AN

D C

HA

NG

E

5 prefers to deal with practical rather than theoretical issues, dislikes dealing with abstract concepts

Conceptua l interested in theories, enjoys discussing abstract concepts

6 more likely to build on than generate ideas, less inclined to be creative and inventive

Innovat ive generates new ideas, enjoys being creative, thinks of original solutions

6 prefers routine, is prepared to do repetitive work, does not seek variety

Var iety Seek ing prefers variety, tries out new things, likes changes to regular routine, can become bored by repetitive work

3 behaves consistently across situations, unlikely to behave differently with different people

Adaptable changes behavior to suit the situation, adapts approach to different people

4 more likely to focus upon immediate than long-term issues, less likely to take a strategic perspective

Forward Think ing takes a long-term view, sets goals for the future, more likely to take a strategic perspective

ST

RU

CT

UR

E

4 unlikely to become preoccupied with detail, less organized and systematic, dislikes tasks involving detail

Deta i l Consc ious focuses on detail, likes to be methodical, organized and systematic, may become preoccupied with detail

7 sees deadlines as flexible, prepared to leave some tasks unfinished

Consc ient ious focuses on getting things finished, persists until the job is done

1 not restricted by rules and procedures, prepared to break rules, tends to dislike bureaucracy

Rule Fol lowing follows rules and regulations, prefers clear guidelines, finds it difficult to break rules

F E E L IN G S AN D E MO T I O N S 1 2 3 4 5 6 7 8 9 10

SUPERVISORY TRAININGSUPERVISORY TRAINING

PERFORMANCE MANAGEMENT

PART 1

Performance Management -Performance Management -An OverviewAn Overview

MonitorPerformance

PositiveCounselling

ProgressiveDiscipline

PraisePerformance

ProgressiveCounselling