Welcome to

Managing Your Human

Resources

What You Need to Know

February 2004
 AGENDA
• Your Human Resource Management Plan

• Discussion

Retention linked to
Retention Recruitment
Compensation
Training & Development
 Your Human Resource
Management Plan
Your organization’s
human resource strategies, initiatives and activities
should all be included in your Human Resource
Management Plan.
It is this plan that will help you focus and prioritize your
HR activities.
 Your Human Resource
Management Plan
 Is unique to the specific needs of your
organization
 Is directly aligned with your strategy /
mission, and reflects your
organization’s values
 Is focused on your key priorities
 Builds on and connects each initiative
 Is consistent with available resources
 Is multi-year
ORGANIZATION STRATEGIC PLAN

Your HR Plan must

build
on your
values
and
support
your
strategic plan

ORGANIZATION VALUES
 Human Resource Management Plan

The Holistic
Approach:
Each component
of your HR plan
must fit with
all other components,
employees, the
organization and the
community, in order
to be effective.

Your priorities will be

unique to YOUR organization
Fitting the Components Together

Retention
 Recruitment & Retention
Retention Starts With Recruitment
 Does the job description accurately reflect
job expectations? Are these reasonable?
 Is total compensation consistent with
market? With the position expectations?
 Are there opportunities for development,
training & career advancement?
 Will the employee be supported in the
role? Offered mentoring?
 Are organization values reflected in the
recruitment process? (i.e. Merit principle,
Internal promotion, etc.)
 Recruitment & Retention

 Is your process getting the results you

want? Does it attract desirable
candidates?
 Are you retaining new hires?
The secret to a successful recruitment
is knowing exactly what the
position’s key success factors are…
And planning & designing the
interview process accordingly.
No Surprises!
 Key Success Factors
• Education and Experience

• Specific skills or training

• Behavioural competencies

• Job fit
 Key Success Factors
Education and Experience
The extent to which the candidate’s
education and experience are
related to the position
requirements

The education and experience

should be relevant to the level of
the job
 Key Success Factors
Specific skills or training
The skills or training needed
to carry out the job
responsibilities successfully

Examples
Welder’s certificate
Presentation skills
MS Office training
 Key Success Factors
Behavioural competencies are those
critical to success in the role

Examples
• Leadership • Judgement
• People • Flexibility
Management • Interpersonal Skills
• Initiative • Creativity
• Commitment • Problem Solving
• Teamwork
 Key Success Factors
Job fit is the extent to which the work and
environment is satisfying to the candidate
• Is it busy or quiet?
Frequent interruptions?
Require overtime?
Travel? Shift work? A
car? Is it outdoors?

A common pitfall is assuming that the candidate

has the same understanding about the job as you
do…
 Understanding these Key Success
Factors will help you…

• Connect the success

factors to the entire
interview process

• Develop interview
questions that will
obtain the information
you need

• Make an informed
assessment
 White Wolf F irst N ation

White Wolf F irst N ation is a progressive and well-managed F irst N ation community.

JOB PROFILE

POSITION TITLE: Financial Controller REPORTS TO: Chief & Council

POSITION OVERVIEW:
The Financial Controller is responsible for all bookkeeping and accounting duties for the First Nation,
and all associated entities. The Financial Controller manages the Finance department and
supervises 8 finance employees. This is an important leadership role in the community and the
Financial Controller must work as part of the senior management team.

RESPONSIBILITIES:
Either directly, or through the finance department employees, the Financial Controller:

 Prepares all financial reports, including financial statements, management reports and
all reporting required as a result of funding agency contractual obligations for the
community and the associated entities under the authority of the First Nation;
 Coordinates and develops the annual operating budget;
 Maintains accurate financial records, consistent with all legal and accounting standards;
 Makes recommendations on improvements to accounting systems and processes, and
once approved, implements these recommendations;
 Motivates, leads and develops the department’s employees;
 Acts as a leader in the community, demonstrating the highest level of personal and
professional integrity.
Behaviour Based Interview Questions
This type of questioning
technique is designed to:

• Obtain past behavioural

information that can be used
to accurately predict future
behaviour

• Focus on the bona fide

job requirements

• Eliminate hypothetical
questions which generate
hypothetical answers
Behaviour Based Interview Questions
Sample question starters…
• Tell us about a time that you…. What was the
situation, your role and the result…
• Give us an example of a time when you…
• Describe a situation where you…
• Tell us about your role in a situation that
required you to…
• Using a specific example, tell us how you..
 The Interview
The exchange of sufficient
information so that each party can
make an informed decision
 Building Rapport
Attending a job interview
is listed as one of the
top stresses in life.

It is the job of the

interviewer to
establish rapport &
create a relaxed
environment that will
support the open &
candid exchange of
information
 White Wolf F irst N ation

White Wolf F irst N ation is a progressive and well-managed F irst N ation community.

ACTIVITY 2 – SELECTING BEHAVIOUR BASED INTERVIEW QUESTIONS

SELECT THE BEHAVIOUR BASED INTERVIEW QUESTIONS THAT WILL BE USED

IN THE JOB INTERVIEW FOR THE POSITION OF FINANCIAL CONTROLLER:

Key Success Factors Interview Questions

Behavioural
Competencies:

Leadership- The extent 1. What is your strongest leadership skill and how will it assist you for this job?
to which the individual 2. Provide us with an example of your leadership ability.
inspires people to 3. What have you done to develop your leadership skills?
achieve challenging 4. What is the difference between a leader and a manager?
goals by earning trust, 5. Discuss the different styles of leadership you use in accomplishing your
fostering collaboration management role.
and articulating a vision 6. What motivational techniques do you use with your work unit?
of the future. 7. What can a supervisor do to enhance an employee’s job and the employee’s
motivation?

Teamwork: The extent 1. Tell us about an unsuccessful team of which you were a member. What was your
to which the individual role, and what, if anything, could you have done differently?
creates an environment 2. Tell us about a successful team of which you were a member. What was the
that fosters collaboration most outstanding characteristic of that team? What did you contribute?
while making a positive 3. What qualities do you have that make you an effective team player?
contribution and sharing 4. Do you work better by yourself or as part of a team? Give us an example of each.
credit freely with the 5. Using an example, tell us what factors you have considered in assembling a
team. project team.
6. Give us examples where you introduced ideas or processes that have made a
team become more productive?
7. What actions can a supervisor take to establish teamwork in the organization?

Accountability: The 1. Tell us about a time when despite careful planning, things got out of hand or did
extent to which an not work out. What was your role, and what did you do?
individual accepts 2. Tell us about an occasion when you chose, for whatever reason, not to finish a
responsibility, follows particular task.
through on commitments 3. Tell us about a time your supervisor was absent and you had to make a tough
and can be relied on. decision in his or her place.
4. What steps have you taken to enable you to become more effective as a member
of a team?
5. What have you done to become more effective in your career?
6. Give us some examples demonstrating how you reacted to short deadlines or
pressure situations.
7. Tell us about a time when your performance did not live up to your expectations
and what you did about it.
 Compensation: Pay & Benefits
Effective total compensation practices are
critical to your retention strategies:
 Is salary consistent with job
expectations?
 Is the process for salary
increases well understood &
communicated?
 Are bonuses or incentives
appropriate for the role?
 Are benefits offered? Are they
traditional or non-traditional?
 Compensation: Pay & Benefits

 Traditional benefits include life

insurance, AD&D, medical, dental,
vision, retirement, vacation, sick
time, etc. These are part of total
compensation and typically have a
monetary value.
 Compensation: Pay & Benefits
 Are non-traditional benefits
appropriate as part of total
compensation?
Computer purchase plans, flex
time, smoking cessation plans,
personal time off, sabbatical,
casual dress, ‘Get out of Work
Free coupons”, gym
memberships, free
coffee/drinks, etc.
 Compensation: Pay & Benefits
Other motivators:
 Control over own Work
Schedule (Work/ Life
Balance)
 Exposure to Decision-
Makers
 Increased Responsibility
 On-site Day Care
 Training & Development

 In today’s world, if training

and development
opportunities are not made
available to your
employees, you will lose
them.

Access to training and development has

become a fundamental expectation of today’s
workforce.
 Training & Development

 Learning agility, the ability

to rapidly learn and acquire
new skills, then effectively
apply those skills in
different settings, is the
hottest commodity your
employee can offer you.

The Aboriginal community has a significant

advantage in this area, given the relative youth
of its growing workforce.
 Training & Development

 Train for the current

role while developing for
the next.
 Use structured
mentorship programs to
ensure skill transfer
occurs.
 Develop, develop,
develop.