People Health
Audit
Frank Newman, C.H.R.L.
Newman Human Resources
 35
years HR experience
 Finance Industry, Pharmaceutical
Manufacturing, Semi-Conductor, Oil &
Gas
 Hired
300 people in 18 months
 Plant Start-ups and closures
 Jan Arden/Colin James Millennium
concert
Newman Human Resources
 Recruiting,
compensation, talent
management, HR systems, organizational
change
 Small businesses
 Start-up companies
 Fractional HR, special projects, interim
management
 “Mike Holmes” of HR
Learning Objectives for Today
 Strengthen
your skills in managing the
People side of your business:


Annual HR physical
People Health Audit
Topics for Today

Key elements of success for small business in HR

Review of People Life Cycle

Understanding HR needs based on maturity (or
immaturity) of your business

Conduct a People Health Audit

How to build a continuous People Improvement Plan
Why People Leave Companies
1.
2.
3.
4.
5.
6.
7.
8.
9.
Compensation
Interesting work
Boss
Lack of Recognition
Poor communication
Lack of freedom
Business Culture
Co-workers
Working conditions
Defining Your Environment
 Leadership
style
 Business Mission & Vision
 How Jobs are designed
 HR Policies and practices
 Working conditions
 Business Culture & Behaviours
What is Employee
Engagement?

When employee are committed to your business
and recommend it to others
Say

When employees are invested in the future of their
business and want to help it succeed.
Stay

When employees feel positive about their business
and want to perform at their best every day
Strive
3 Functions of Leaders
Know your
process
Know your
people
Improve both
Know your People
 Understand




& connect:
Do I genuinely care about each person on
my team?
Do I make an effort to get to know them?
Do I demonstrate care and concern through
my day-to-day interactions with them?
Do I take the time to start conversations with
my team members?
Know your people
 Link




your business to your people
How is their work valued by the business?
Share business visions and progress
Regular communications
Celebrate successes
Know your People
 Coach



your people
How is your progress on your task? What
can I do to help?
What is the biggest challenge you are
facing right now? What can we do to
resolve it?
What solutions have you considered? How
will taking these actions make a
difference?
Know your People
 Support
 Provide
their development:
regular feedback
 Provide opportunities to learn
 Encourage them to take initiative
 Reward success
People Life Cycle
HR Needs based on business
maturity
Start-Up
Business
Culture
People
Strategy
Policies
(Compliance)
Compensation
Recruiting
Basic Training
Evolving
Coaching
Performance
Management
Development
Leadership
Training
Mature
Succession
planning
Renewal
Common People Challenges
for Small Business
 Attracting
& retaining talent
 Performance Management


Increasing performance
Resolving Conflict
 Compensation
 Compliance
with policies
 Other challenges?
People Health Audit
 Leadership
 People
Strength
 Customer
Relationships
 People Planning
 Compensation
 Recognition
 Recruitment
&
Interviewing
 Onboarding
 Performance
Management
 Coaching
 Learning &
Development
 Communication
People Health Audit Leadership
I
acknowledge my people regularly
 I regularly look for ways to make the work
more interesting
 I provide freedom for my employees to
act and make decisions
 I ask for feedback on my performance
 I am always conscious of how my attitude
impacts my people
People Health Audit – People
Planning
I
plan regularly for People Needs
 I anticipate my staffing needs for the next
3, 6, 12 months
 I never lose productivity due to staffing
gaps
 I have succession plans for key roles and
people
 I know my people risks and have plans to
manage them
People Health Check Recruiting
 We
know how to interview effectively
 We know how to ask the right questions
from a Human Rights perspective
 Candidates are clear on what we offer as
an employer
 My people are clear on what we offer as
an employer
People Health Audit Compensation
 My
compensation is competitive and
allows me to attract the right people
 I conduct regular salary reviews
 My people know when I will be reviewing
their salaries
 I have the right incentive plans in place to
reward performance and behaviours
 I make use of non-monetary tools to
reward people
People Health Audit Recognition





Do you formally recognize service
anniversaries and other significant events?
Do you regularly practice informal
recognition?
Do you allow your supervisors to recognize
people “on the spot”
Do you encourage your people to recognize
each other?
Do you celebrate business achievements?
People Health Audit –
Contracts and Contract
Employees

Do you have signed contracts for all
employees and contractors?

Do your contacts contain:






Confidentiality
Intellectual Property
Notice periods
Post-employment obligations
Acceptable standards of conduct
Non-disclosure
People Health Audit Onboarding





We have a standardized on-boarding process
We use employee mentors to speed up with
on-boarding process
We instill new employees with a sense of pride
our business
We provide clear “navigation” tools for
employees
New employees have a chance to meet the
senior managers
People Health Check –
Performance Management
 Do
you conduct regular performance
reviews with all employees?
 Do they have clear performance
objectives or metrics?
 Do you feel comfortable dealing with
poor performance?
 Do your supervisors know how to deal with
poor performance?
People Health Audit - Learning
& Development
I
have current training plans for all roles
 My business has a culture of learning from
mistakes
 My people know how they can develop
 I provide support for additional
development
 I can develop people without spending
money
People Health Audit - Policies
 My
People policies are effectively
documented and communicated
 I review them on an annual basis
 I kept aware of changes to legislation that
may impact me
 I have policies that I know are out of date
People Health Audit Terminations
 Do
you have a performance
management process that addresses
performance and conduct issues?
 Do you have a standard practice for
handling employee terminations?
 Are you getting the best legal counsel
before terminations?
 Do you have a process for
communicating terminations?
People Health Audit Communications
 Do
you have regular people
communication sessions?
 Are you/r leaders accessible and visible?
 Do you regularly invite feedback, both
formal and informal?
Continuous People
Improvement Plan
 Annual
SWOT Update
 Employee Survey
 Communications
 Feedback
 Listening
 Engaging the team
 Share the results
Common Legal Issues facing
Small Business
 Inappropriate
terminations for just cause
 Ignoring workplace harassment including
bullying
 Terminating sick or injured employees
 Calling someone a contractor when they
are really not
 Overlooking employment standards
legislation
Where Small Business typically
needs HR expertise
 Compensation
 Legal
Compliance
 Safety & Health
 Motivation
 Terminations
Conclusion
 Engagement
is $$ money $$
 Be
conscious of your role as a
leader every day
 Use
best HR practices every day
 Know
when to ask for help
Thank You!