Human Resources

In this category, the standards address all aspects related to human resources management, namely the following three areas: promoting a positive and equitable work environment, hiring, engagement and retention of staff, and managing volunteers and students. Listed below are the various standards within the main areas of Human Resources. For a more in-depth overview of this category, we encourage you to listen to the short video located in the right hand corner of this page.

WSIA eLearning Series for Employers

This eLearning series helps you meet your roles and responsibilities under the Workplace Safety and Insurance Act(WSIA). It helps you better protect your business and your workers.

Note: Each course will launch in a new browser window. Course audio narration automatically plays on screen load. If you use a screen reader, turn on your screen-reading software (e.g. JAWS, ZoomText, or Dragon Naturally Speaking) and turn off the course audio before beginning the course.

From your site you may use this button as a link to WSIB's WSIA eLearning Series as long as you are compliant with our term of use.

Role and Responsibilities of the Program Manager

Roles and responsibilities of the Programme Manager

Topics:

·       Programme and project management and assurance<

 

·       Roles and responsibilities in programmes and projects<

The Programme Manager is responsible for the successful delivery of the whole of the proposed change, co-ordination of the programme's projects and management of their inter-dependencies.

Jump to table of contents<

Role of the programme manager

The programme manager is responsible, on behalf of the Senior Responsible Owner (SRO)<, for delivering change<. The role requires effective co-ordination of the programme<’s projects and management of their inter-dependencies including oversight of any risks< and issues< arising. It also includes the co-ordination of the new capability for the business to enable effective change and realisation of projected benefits<.

In most cases, the programme manager will work full-time on the programme. The role is crucial for creating and maintaining focus, enthusiasm and momentum. A good understanding of how to apply theManaging Successful Programmes (MSP)(external link opens in a new window / tab)< method is a key attribute.

The programme manager is responsible for the overall integrity and coherence of the programme. They will develop and maintain the programme environment to support each individual project within it - often through an effective programme management office<.

Responsibilities of the programme manager

The programme manager is responsible for:

  • planning< and designing the programme and proactively monitoring its progress, resolving issues and initiating appropriate corrective action
  • defining the programme's governanceRefers to the source of strategic thinking and decisions that shape and direct an organization and its work and where, ultimately, accountability lies. Includes anything related to non‐profit boards as well as strategic leadership issues. arrangements
  • ensuring effective quality assurance< and the overall integrity of the programme - focusing inwardly on the internal consistency of the programme, and outwardly on its coherence with infrastructure planning, interfaces with other programmes and corporate, technical and specialist standards

    Desired and achievable levels of performance against which actual performance can be compared. Standards help to bolster public confidence, promote transparency and accountability, enhance performance and effectiveness, and help organizations achieve their mission, improve their practices, and educate board and staff about good practices.

    <
  • managing the programme's budget on behalf of the SRO, monitoring expenditure and costs against delivered and realised benefits as the programme progresses
  • facilitating the appointment of individuals to project teams<
  • ensuring the delivery of new products or services from projects is to the appropriate level of quality, on time and within budget, in accordance with the programme plan and programme governance arrangements
  • ensuring there is allocation of common resources and skills within the programme's individual projects
  • managing third party contributions to the programme
  • managing communications< with all stakeholders<
  • managing both the dependencies and the interfaces between projects
  • managing risks to the programme's successful outcome
  • working with the business change manager< or equivalent on the transition to the new business as usual position
  • initiating extra activities and other management interventions wherever gaps in the programme are identified or issues arise
  • reporting the progress of the programme at regular intervals to the SRO or programme director< if this role is also defined

The Role of A Program Manager

The Role of a Program Manager

Program management

Includes an organization’s Executive Director and managers, but not staff or supervisors. See also definition for “staff.”

is a distinct discipline from project management, and although most project management roles are present in programs (since programs contain projects), there are roles within program management that hold distinct responsibilities and as such require particular skills that differ from their counterparts in projects. Whereas project management deals with outputs (products or deliverables), program management deals with outcomes, the final result brought about through the utilization of such outputs. This constitutes the largest distinction between the two disciplines and is mostly visible in the role of the business change manager.

 

When selecting the program boardYour board of directors provides governance to your organization. and team, one must be aware of the skills needed for the particular roles within that program. Although some skills can be learned, others will be harder to learn or acquire for someone who does not already possess them

Bill 148 New Changes Feb 2018

February 23, 2018, Updates on (Bill 148)

Learn more about changes to Ontario’s employment and labour laws and how you benefit.

Summary

Ontario’s economy, like others around the world, has changed. Work is different and, for many people, increasingly less secure. Many workers struggle to support their families on part-time, contract or minimum-wage work, and many more don’t have access to time off due to illness.

In order to create more opportunity and security for workers in this changing economy, we introduced the Fair Workplaces, Better Jobs Act, 2017. It was passed on November 22, 2017.

Some changes will come into effect in November 2017, January 2018, April 2018, January 2019.  You will learn about:

  1. Minimum wage<
  2. Equal pay for casual, part-time, temporary and seasonal employees<
  3. Temporary help agencies<
  4. Scheduling<
  5. Vacation time<
  6. Personal emergency leave<
  7. Domestic or sexual violence leave<
  8. Employee misclassification<
  9. Footwear with an elevated heel<
  10. How we enforce the Employment Standards Act<
  11. Other changes<

Values and Ethics Competences: Human Resources Planning?

VALUES

Values are ideals, standards, or qualities considered worthwhile or desirable. See also “principles,” which are often shaped by values.

AND ETHICS COMPETENCY

Values and Ethics
Serving with integrity and respect in personal and organizational practices. Includes respecting democratic, professional, ethical and people values. Building respectful, bilingual, diverse and inclusive workplaces. Ensuring decisions and transactions are transparent and fair. Holding themselves, their employee and their organizations accountable for their actions.

 

Behaviours include:
• Adhering
• Promoting
• Advocating

 DEVELOP YOUR CORE COMPETENCIES <

Human resource planning is a process that identifies current and future human resources needs for an organization to achieve its goals. Human resource planning should serve as a link between human resource management

Includes an organization’s Executive Director and managers, but not staff or supervisors. See also definition for “staff.”

and the overall strategic plan of an organization.

 

Technology Is Changing Human Resource Management

Technology Is Changing Human Resource Management

Includes an organization’s Executive Director and managers, but not staff or supervisors. See also definition for “staff.”

 

The future of any human resource team is being connected to technological development and challenging it offers rooms for innovators inside and outside the industry to adapt new developments to create and redesign the workplace and employee experience. I believe the future will showcase that HR can take a role in the science fiction novels, and innovation in the field will continue to grow as human resource professionals will find new ways to embrace and model the technological development. What will be next?

 Companies will continue to adopt cloud computing and HR is actually ahead of the curve, with more time being spent on using cloud solutions to efficiently increase workforce productivity than other industries. The increase in use of these tools comes with availability of information, which will push HR expertise into middle management ranks freeing up human resource departments from training middle tier leadership

When referring to an ‘organization’s leadership’, we mean the board, ED and senior management.

. Part of HR’s functions will be taken over by line managers, while the role of HR will shift to business performance and execution.

EI Maternity and Parental Benefits

Are you eligible for EI maternity or parental benefits? 

Find out more:https://www.canada.ca/en/employment-social-development/programs/ei/ei-list/reports/maternity-parental.html#h2.2

What are EI maternity benefits?

EI maternity benefits are offered to biological mothers, including surrogate mothers, who cannot work because they are pregnant or have recently given birth. A maximum of 15 weeks of EI maternity benefits is available. The 15 weeks can start as early as eight weeks before the expected date of birth, and can end as late as 17 weeks after the actual date of birth.

What are EI parental benefits?

EI parental benefits are offered to parents who are caring for a newborn or newly adopted child. A maximum of 35 weeks of parental benefits is available to biological, adoptive, or legally recognized parents. The two parents can share these 35 weeks of benefits. A person recognized as the child’s legal parent on the provincial or territorial birth certificate may be eligible to receive parental benefits.

Note: The number of weeks of EI maternity or parental benefits you are entitled to receive does not change, even if you have a multiple birth (twins, triplets, etc.) or if you adopt more than one child at the same time. 

EMPLOYMENT POLICIES AND PROCEDURES

EMPLOYMENT POLICIES AND PROCEDURES

 An organization should have the policies in place to explain how they will deal with issues when they arise and to show that they operate in a fair and consistent way towards all employees. 

It can be hard to write a policy from scratch.This resource will assist you with:

Developing and implementing a policy. 

What should an employment policy include?

Defining a good policy

Professsional Development Plan for Organizations

Professional Development

All types of facilitated learning opportunities that aim to increase a person’s skills or knowledge, leading to personal development and career advancement. Learning opportunities may include courses, workshops, coaching, etc and may be specific to the present demands on an organization’s staff or leadership, or may be more broadly relevant to a person’s career goals.

Plan

A professional development plan documents the goals, required skill and competency development, and objectives a staff

For our purposes, staff refers to agency employees who are neither managers nor executive directors.

member will need to accomplish in order to support continuous improvement and career development. A professional development plan is created by the manager working closely with the staff member to identify the necessary skills and resources to support the staff member's career goals and the organization's business needs.

Professional development for staff members begins when a new member joins your team. In addition, all staff members should have a "living" professional development plan in place. Planning should not take place only after an staff member is identified as needing improvement. Professional development plans should be reviewed on an on-going basis throughout the year, with at least one interim https://hr.duke.edu/managers/performance-management/professional-development-plan<

7 Steps to Better Employee Self-Care in the Workplace

7 Steps to Better Employee Self-Care in the Workplace

How organizing our space can organize our thoughts and life: a chronicle<

How organizing can turn our life inside out, at first! Balancing work, family, and personal life has always been challenging for employees. It is even more challenging today. Our technological advancements are overwhelming us with its information overload. The workday is filled with multi-tasking expectations and increasing emphasis on efficiency, productivity< and global competitiveness. Employees find themselves competing not only against peers but also against a global workforce. These workplace< pressures continue to mount, especially with the current economic and political challenges and uncertainty. Such pressures can lead to the experience of cumulative stress< for employees. It may also compromise the quality of their performance in all areas of their lives, and their emotional and physical well-being overall. 

 

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