Canadian HR Reporter

Canadian HR RepoRteR February 9, 2015 FeAtures 13 peNsIoNs < pg. 12 2015 ONTARIO LAWYER'S PHONE BOOK THE MOST COMPLETE DIRECTORY OF ONTARIO LAWYERS, LAW FIRMS, JUDGES AND COURTS With more than 1,400 pages of essential legal references, Ontario Lawyer's Phone Book is your best connection to legal services in Ontario. Subscribers can depend on the credibility, accuracy and currency of this directory year after year. More detail and a wider scope of legal contact information for Ontario than any other source: • Over 27,000 lawyers listed • Over 9,000 law firms and corporate offices listed • Fax and telephone numbers, e-mail addresses, office locations and postal codes CANADA LAW BOOK ® This text is the first of its kind – designed to provide a comprehensive introduction to the topic and analysis of different policy approaches to green energy. 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Price subject to change without notice and subject to applicable taxes. Visit carswell.com or call 1.800.387.5164 for a 30-day no-risk evaluation Perfectbound Published December each year On subscription $77 One time purchase $80 L88804-677 Multiple copy discounts available. Plus applicable taxes and shipping & handling. (prices subject to change without notice) investing in employees' training and development, an employer helps employees feel more con- nected, valued, accountable, fo- cused, and part of the team. And while we cannot expect any employee to stay with an or- ganization for their entire career — nor do we necessarily want them to — training and develop- ment has been proven to increase employees' sense of loyalty and decrease turnover. Most people by nature want to learn new things, expand their knowledge base and skills set, grow as professionals and ad- vance in their careers. When an organization has invested in their development, both the company and the individual can reap great rewards. Training and develop- ment can not only be a tool for filling knowledge and skills gaps, but also for rewarding employ- ees who are high-potentials and high-achievers. e subtext of all training and development — particularly in- house (custom) programs — is always team-building. These initiatives tend to bring employ- ees closer together, strengthen culture and help individual team members identify new partners, collaborators, mentors and sub- ject-matter experts within the organization whom they can turn to for advice and share ideas with. Fostering an organizational learning culture: It is important to foster a learning culture, one where expectations are clearly set from the outset and the benefits to the employee and the organiza- tion are shared. It is also impor- tant to be able to point to success stories within the organization, and to always walk the talk. By sending employees to open enrolment (public) courses and workshops where they can net- work with their peers at different organizations and across indus- tries, they are provided with the forum to test ideas in a safe en- vironment and discuss ideas and best practices they can bring back to their organization. ey should be encouraged to apply these new ideas to their own work- place immediately, and to share ideas with their teams back at the organization. One way of doing this is to en- courage the employee to host a lunch-and-learn, where they can present the key takeaways to their teammates. This will also help with the transfer of knowledge as it will help to reinforce a culture of learning and create common language and frameworks for the team. Organizational learning is an ongoing, dynamic process and it should become part of an organi- zation's DNA. A learning culture supports a community of learn- ers, as a total organization, where — at all levels — everyone teach- es, everyone learns, everyone shares knowledge. Individual and collective learning is encouraged and rewarded. And those organi- zations that embrace these values will be able to gain and sustain competitive advantage over com- petitors that do not. Employees are a company's greatest assets. While employers upgrade plants and equipment, they need to renew individual skills sets, upgrade teams and arm employees with what they need to remain competitive and do their best work. In this increasingly competitive global marketplace, organizations that invest in em- ployee training and development are the ones that will win. Karmen Blackwood is director of con- tinuing studies and executive educa- tion at Capilano University in North Vancouver, B.C. For more informa- tion, contact karmenblackwood@ capilanou.ca. trAININg < pg. 10 Foster a learning culture professional talent acquisition team — most of the HR team members involved in recruiting are HR generalists with many dif- ferent responsibilities. While IAMGOLD handles most system change requests it- self, it also engaged Lumesse as system administrator to handle more complex system enhance- ments and to continue to define best practices and optimize the tool. e company is now able to source talent by leveraging mul- tiple channels, including Linked- In and specialized mining job boards such as InfoMine and Jobs4Mining. IAMGOLD also implement- ed the ability for candidates to apply directly with their LinkedIn profiles. TalentLink uses Burning Glass's parsing technology to read profile data and places the infor- mation into TalentLink's online application data fields. It also uses a job board aggre- gator function so job postings can be easily managed from a single place in the system, saving time by eliminating the additional step of manually creating job postings on boards. ere's also robust track- ing of the sources used to attract candidates — last year, more than 150 positions were filled via this means. Results With the new systems, IAM- GOLD's four business goals for its talent acquisition strategy were met: • e company now has a global talent position dashboard that reports to the executive man- agement team on a quarterly basis. Reported metrics include the number of positions open, the number filled, how long they have been open, at what level they are open and new positions versus replacement positions. In the future, this information will support strategic talent decisions and inform IAMGOLD's sourc- ing strategy. e company also has robust governance around the hiring approval process. In the past, department heads and executives may not have known about individual open posi- tions; now, senior leaders have a clear line of sight into all hiring activities. • e mining firm grew its global database to more than 10,000 mining professionals in less than one year via a variety of social media and job board sources, exceeding expectations. •IAMGOLD can now measure the return on investment on ef- forts to promote its employee value proposition globally. En- gaged prospects can be con- verted to active candidates who are now captured in the new system. Talent pools are cre- ated and managed by recruit- ers in the system, which enables re-engagement and marketing to candidates for future oppor- tunities. IAMGOLD also has a tool to facilitate internal mobil- ity across its operations. For ex- ample, a highly skilled expatriate employee living in West Africa discovered an open position in South America on TalentLink and submitted an internal appli- cation, resulting in a successful transfer. •By creating one centralized system to manage candidates, IAMGOLD has greatly reduced its need to use outside recruiters. Using a conservative formula, the new platform contributed to cost savings of close to $1 million in 2013. Going forward Some local recruiting efforts at operations outside of Canada are still not supported by technology and employment applications continue to be received and man- aged on paper. Ultimately, the goal is to manage all talent acquisition activity using the new system. Ongoing change management and education of hiring managers and its human resources commu- nity will continue to be a focus in the near future. And metrics from the system will start to play a key role in realizing IAMGOLD's tal- ent strategy. Charles Doucot is senior vice-presi- dent and general manager at Lumesse in Boston. For more information, visit www.lumesse.com. Centralized system brings costs savings recruItmeNt < pg. 11 been situations where a U.S. in- stitution took on the account and then changed its mind during the transfer process. Canadian investment firms cannot open IRAs since these are U.S. tax-sheltered plans. While it may be possible for the proceeds of an IRA to be moved to an RSP, it's rare. Only lump sum amounts (not periodic payments), contrib- uted by the plan owner or spouse to an IRA, may be transferred to the plan owner's RRSP. Employer contributions to the plan owner's IRA may not be transferred to an RRSP unless the plan owner has enough existing RRSP contribution room to ac- cept the employer contributions. What should an investor with an IRA do when returning to Canada? Find a way to leave the IRA in the U.S. by working with an advisor who is fully licensed in both countries and can offer an IRA to Canadian residents. is is the best option since the IRA is not liquidated, so it can still be managed by the client and a qualified financial advisor while the client is in Canada. Also, it can remain intact should the plan holder return to the U.S. e challenge is finding an in- stitution that offers such a service. is solves the problem of having an IRA while residing in Canada. Indeed, U.S. financial firms happi- ly transfer the accounts of Ameri- can residents to such institutions. It removes them from any regula- tory challenges in dealing with a non-resident, and lets them avoid liquidating an IRA. Darren Coleman is a Toronto-based investment specialist at Coleman Wealth of Raymond James. He can be reached at (416) 777-7158 or darren. coleman@raymondjames.ca. IAMGOLD can now measure the ROI on efforts to promote its employee value proposition globally.

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