SPRING/SUMMER 2017

Resource
Shaping Organizational Excellence

About This Issue.................................2 Leader Spotlight: John Silverthorn....10

President's Message..........................3 Leveraging Technological Skills.......12
The Digital HR Era.............................4 Photo Gallery....................................14
Privacy Considerations.......................8 New CHRLs & Chapter Awards.......18
2 HR Data Analytics
Shaping Organizational Excellence
Board of Directors
PRESIDENT
Morgan Kerby
VICE PRESIDENT
Ernest Ogunleye, Chartered MCIPD
MEMBERSHIP AND
COMMUNICATIONS DIRECTOR
Catherine Claridge, CHRL
PROFESSIONAL DEVELOPMENT
DIRECTOR
Tisha Lorincz, CHRL
TREASURER
Don Sinclair, CHRL
Editorial Committee
Jennifer Campbell
Rosanna Keys, CHRL
Resource Magazine - HRPA Durham Chapter
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About This Issue
Catherine Claridge, CHRL, Editor
It's hard to believe we're already
wrapping up another program year,
yet here we are nearing the end of
spring. This year has been chock full
of exciting programs and events, and
we're about to finalize the planning for
another exciting season of key profes-
sional development events and tools
to support your dynamic HR careers.
We are still riding high following our
recent Annual Business Meeting,
which saw almost 100 members in
attendance, including our MPP Tracy
MacCharles, who presented the Dur-
ham Chapter with a certificate con-
gratulating us on our Annual Business
Meeting, as well as the award winners
and new CHRLs for their accomplish-
ments. We also enjoyed hosting the
incomparable Michael "Pinball"
Clemons, whose compelling keynote
and energizing presence were very
well received. We've got highlights
from this wonderful event, along with
many other things, to share with you
in this issue.
A growing trend and important focus
for today's HR professional is that of
data analyticsthe theme for this
issue of Resource. Inside we have the
insightful and informative piece, The
Digital HR Era, by Melissa Campeau.
It describes how modern HR involves
embracing digital potential to deliver
agility, competitiveness and an edge.
The Student's Perspective column
provides a recent graduate's lens on
the topic and how it is being
approached by recent HR cohorts as
they enter the workforce. We have
also brought you a special interview
with an HR leader, John Silverthorn,
SVP, Talent Management, with CIBC.
John's approachable style and hum-
ble leadership will inspire you to
strive for new challenges, both per-
sonal and professional.
Speaking of HR data, our membership
has been growing, and I'm proud to
say the Durham Chapter is now at over
900 members. As we approach the
1000-member mark, and the transition
from medium- to large-sized chapter,
we're preparing for the new set of guide-
lines and operating requirements that
will accompany this re-categorization.
Also, as the population of our region
increases, our membership will natu-
rally follow suit, so we are closely
monitoring the evolution of the indus-
tries and demographic data across
Durham Region to keep you posted
on any notable developments.
With the close of this program year we
also have the end of Board terms,
and our President, Morgan Kerby,
will be stepping down as acting head
of the chapter. In her last update as
Chapter President, Morgan is sharing
her parting thoughts. Updates from
incoming President Ernest Ogunleye
will commence with the fall issue.
Happy reading, and enjoy your summer!

From the Presidents Desk:
Passing the Torch
Morgan Kerby, President
As the clich goes, Time flies when youre having fun.
It couldnt be more true than in this instance.
Two years ago, I was elected as your President. At the
end of my term, as I prepare to pass the torch to our
chapter's new leader, I find myself reflecting on the work
we had in front of us back thenwhich at the time
seemed insurmountable.
We had one new Board member and one standing member.
We had to build the rest of the Board from there, and
what a dynamic and talented team of HR professionals
we gathered together!
The HRPA Durham Chapter Board of Directors and vol-
unteers have worked very hard for you, our members, and
the community. Their leadership and stellar performance
have enabled us to flourish, and I couldnt be more proud.
We have increased our membership, growing from 800 to
900 members during my tenure, and we have received the
Award of Excellence for Retention for two years in a row.
We are continually building affinity relationships through
our partnerships with the Greater Oshawa and Whitby
Chambers of Commerce, the local colleges and universi-
ties, as well as the Business Advisory Centre of Durham.
We have participated in functions such as Connect Women
and Threads for Life, and various events hosted by the
Chambers. By doing so, we have increased our visibility
as HR leaders in our community.
The feedback on our professional development programs
has been over the top. Our events regularly sell out, and
members tell us we hit the mark in terms of ensuring
their development is meaningful and relevant. We have
had some dynamic talent speak at our events, such as
Dr. JP Pawliw-Fry and Linda Morgan. We have offered
certifications such as Mental Health First Aid Training,
and our ever-popular Employment Law Conference. Most
recently, at our Annual Business Meeting (which you will
Resource: Shaping Organizational Excellence Spring/Summer 2017 3
see more of in this issue), we had approximately 100 mem-
bers in attendance to hear from the inspirational Michael
Pinball Clemons!
In 2016, we relaunched our Mentorship Program, and it has
been a huge success. In just one year, we are up to 85 partici-
pants and fell just short of the Mentorship Award by a couple of
partnerships! Im confident it will be achieved in 2017.
The relationships with our local post-secondary institutions
continue to thrive. We value the next generation of HR talent
and are working to help develop our students by hosting
CKE info sessions, and providing Association grants, awards
and scholarships.
We have enhanced our communications and revitalized our
Resource Magazine to rave reviews. We have also expanded
our presence and engagement levels on social media.
At the end of the day, our goal is to provide value to you, our
members, by providing best-in-class opportunities. I am
pleased to say that based on your feedback, we have suc-
ceeded in creating a culture of excellence where we continue
to raise the bar in meeting your needs.
There are so many people for me to thank for our success,
and I thank you all from my heart. Our members, volunteers,
community and esteemed Board of Directors, as well as past
Board members and Presidents such as Lee Davies, Mary
Norton, Peter Taylor, Gary Gannon and Leyland Muss, just
to name a few. Rebecca Lauzon, our chapter's administrator
and historian for over 26 years, I cant thank you enough for
the extreme dedication and loyalty you have demonstrated
to this organization.
It has been an honour and a privilege being your President.
I am deeply humbled to work with such an incredible Board
of Directors. Your knowledge, professionalism, incredible
passion and steadfast commitment is unmatched. I have
lead and learned from each and every one of you. This has
been an incredible experience for me, and I am grateful to
have met and worked with so many amazing people in the
Durham Region.
I would like to wish incoming President, Ernest Ogunleye, the
very best of luck. As Past President, I will be here to support
him, and I look forward to continued success!
I wish everyone a wonderful summer. Take time to rejuvenate,
laugh, love and enjoy life.
4 HR Data Analytics
The
Digital
HR Era
Modern HR means embracing
digital potential to deliver agility,
competitiveness and an edge
Melissa Campeau
Digital technology isnt the future; its
the present. Mobile and cloud-based
technologies are part of employees
everyday lives, but in many cases, their
workplaces havent caught up. Deloittes
Global Human Capital Trends 2016
report found 79% of HR leaders sur-
veyed believe the move toward digital
HR is very important or important ing the HR function.
for their organizations. But of Canadian
respondents, 79% also said their orga-
nizations arent ready to embrace
digital HR, and only 9% said they have
a very good understanding of the best-
in-class in digital HR.
Those numbers represent a critical
challenge for HR. But for organizations
able to harness the potential of digital
HR, theres also a tremendous oppor-
tunity to impact engagement, culture,
productivity, recruitment and more.
Diving into transformative change can
be less daunting with best-practice
examples from those whove made
the successful leap. According to the
Hackett Group, world-class HR
organizations (those that rank in the
top quartile by efficiency metrics as
well as effectiveness metrics) are They also make significant use of
exceptionally good at five key things cloud-based services, with many plan-
when it comes to digital HR: embrac- ning greater adoption levels in the next
ing digital transformation, keeping two years; talent acquisition and learn-
service customer-centric, using ana- ing management applications have the
lytics in decision-making, ensuring highest adoption rates when it comes
resources support value projects to the cloud, followed by onboarding,
and not just transactions, and reskill- collaboration and social networking.
People say, Im all for digital trans-
formation, but theyve got to think big
Embracing Digital Transformation
picture, said Harry Osle, Global HR
Research by the Hackett Group found
world-class HR organizations spend Solutions Practice Leader with the
Hackett Group. They cant be afraid
more on technology, in part to drive
levels of process automation that are to invest in HR. They have to under-
stand what their technical footprint is
two to four times greater than typical
companies in key HR areas (but they today, what their optimum technical
made up for the spending elsewhere: footprint is tomorrow, and then you
overall, they
spent 23% less
than typical
Another CHRO might say, I have a
companies). tremendous need to increase my bud-
This enables
them to devote get for technology because I want to
more time to tal-
ent manage-
automate these three or four things.
ment and other Thats a person who is thinking longer
higher-value
work. term. Harry Osle, The Hackett Group
 Resource: Shaping Organizational Excellence Spring/Summer 2017 5

have to think in terms of investment
to get there, rather than costs.
This is very important because Ill sit
down with a CHRO and theyll tell me,
Its incredible how much this HR tech-
nology is costing me, said Osle.
Thats an individual who is just look-
ing at technology as a sunk cost rather
than as an enabler. Another CHRO
might say, I have a tremendous need
to increase my budget for technology
because I want to automate these
three or four dimensions of my delivery
model. Thats a person who is thinking
longer term.
Keeping Service Customer-Centric
That digital spend should move orga-
nizations in the direction of the environ-
ment employees are looking for:
mobile, app-based and fully integrated.
The most critical thing is that employees
entering the workforce today are
expecting to be able to mirror that
instant convenient digital experience
they have at home, said Karen For-
ward, Partner, People and Organization
Consulting Leader at PwC. Thats a
missed opportunity in terms of perfor-
mance. With millennials, 78% of them
believe technology makes them more
effective at work.
Most businesses arent there yet,
however. The Deloitte global report
notes that 94% of respondents think
their organizations arent very good at
creating systems or processes that
treat employees as customers. Among
world-class HR organizations, though,
the Hackett Group notes significantly
higher use of both manager and
employee self-service because theyve
created capabilities with the customer
experience in mind. The company
points to one example where the orga-
nization redesigned the recruiting and
candidate onboarding process with
easy-to-locate-and-digest information,
available from a users desktop or
mobile device.
At PwC, the company has made its
performance management process
more engaging through the use of
digital technology.
We are spending significantly less
time on performance management
processes, said Forward. Our
employees are able to do performance
management on their devices now. Its
really simplified. The beauty of it, for
employees as well as managers, is
this data is gathered in real time
throughout the year and summarized
quickly whenever we need it. The data
points are much more succinct; its fast
and its easy.
With any process, well-designed tech
tools created with the customer in mind
can make a task more interesting.
Its a little bit of a chicken and egg problem. You
need to invest in those transactional aspects of
HRbenefits, compensation and so onin order
to be able to focus on the higher value activities.
Harry Osle, The Hackett Group
The tools we use now actually make
it engaging to navigate the HR pro-
cesses, said Forward. The other
thing is accessibility; digital and mobile
are enabling how people are operating
and theyre able to engage at times
that are convenient to them.
Using Analytics in
Decision-Making
When it comes to analytics, a recent
survey by PwC found 52% of compa-
nies worldwide dont have a dedicated
HR analytics team. The Deloitte global
survey found that while 72% of respon-
dents recognize people analytics as
important or very important, only 23%
of companies report having quality HR
data to support HR analytics, just 24%
are using analytics for performance
management, and only 18% are using
HR data for recruiting and sourcing.
The Hackett Group found world-class
HR organizations, by contrast, had built
sophisticated information architecture
that could provide data to better inform
decisions about human capital. These
organizations were able to analyze
which skills and competencies actu-
ally drive high performance, and
which skills will be in high demand in
the future to enable planning. To
improve retention, they could examine
which staff were at highest risk of
leaving the organization. To benefit
recruiting, they could pinpoint the best
sources of quality hires. And to
enhance leadership, they could deter-
mine the most beneficial assignments
and learning experiences.
Rogers Communications has incorpo-
rated analytics into decision-making,
including data from such systems as
PeopleSoft, SuccessFactors and Vemo.
Its not easy to bring all of these
pieces together, but combining the
data has a significant impact on the
business, said Tony Cimino, SVP
Human Resources Total Rewards
at Rogers. The insights allow us to
enhance performance and productiv-
ity within the workplace and drive the
Rogers plan forward. We can quickly
deliver reports, analyses and predic-
tive models that have a true impact on
the business.
Data, according to Osle, needs to be
tailored to meet the needs of each
group. HR needs to define what those
analytics should be for each business
6 HR Data Analytics

unit because not every unit is looking

for the same analytics. Then they need
to be able to provide that in a timely
way. A lot of organizations are using
applications where business units can
pick up this info on their notepads,
iPads and phones.

Ensuring Resources Support

Value Projects
Freeing up HR to focus on higher-value
activities such as talent management
and data analysis means divesting
people of processes and details that
can be automated.
Its a little bit of a chicken and egg
problem, said Osle. You need to
invest in those transactional aspects
of HRbenefits, compensation and
so onin order to be able to focus on
the higher value activities.
Self-serve technology and mobile
apps have greatly reduced the amount
of time the HR team spends on admin-
istrative tasks at Rogers, said Cimino.
This allows us to focus on strategic
partnerships and to serve as a valued
partner within the business. Naturally,
some of these gains are offset by the
need to administer and maintain these
complex systems, but this is becoming
easier with cloud-based solutions.
Reskilling the HR Function
As HR business shifts, one of the biggest
challenges will be adapting the
strengths and abilities of people to
meet the changing demands of work.
Management will look to HR to help
implement the changes needed to
become more agile and innovative.
The Hackett Group notes that world-
class HR organizations are better
equipped to do this. On average, they
have 20% more staff focused on lead-
ing business change, and employ
more professionals with fewer manag-
ers, which indicates a staff with the
ability to do more high-value work.
Technology enables HR professionals
to focus on outcomes and solutions
instead of transactions, said Cimino.
That doesnt mean core HR skills will
be devalued, though. HR profession-
als still need to have great people
skills. But we also need to be profi-
cient with technology and skilled at
interpreting data so that we can help
the business succeed.
Understanding how HR data and tech-
nology can help drive business will a
big part of modern HR.
We need a deep understanding of
the businesses we support so that we
can help our business partners make
better decisions for the company and
for our employees, said Cimino.
Strategic insight will be in high
demand. HR needs to know what an
organizations critical jobs are, whos
filling those jobs tomorrow, whether
theres a recruiting pipeline for those
jobs, how to identify A-players, develop
B-players and exit C-players, said Osle.
If that skill sets not there, that means
you need to completely reskill that pro-
fessional. So development is important,
and also being smart about the recruits
you bring into the organization.
Where to Invest? And How Much
is Enough?
Investing in technology comes with a
price tag, although theres not neces-
sarily a direct correlation between cost
and degree of success.
A lot of organizations spend a lot of
money, but that doesnt mean theyre
world-class, said Osle. They could
be fourth quartile. Just because theyre
spending a lot of money doesnt mean
theyre spending it wisely. Its about
optimizing your spend and looking at
whether you have the right technology
footprint to be able to deliver services
in an efficient and effective way. Are
employees and the management team
being serviced in an efficient and effec-
tive way?
Some organizations may need to
spend on building a solid foundation.
To get the foundation for a digital
experience, a starting point is moving
from legacy to cloud systems, and
moving to a platform that integrates
mobile, social, analytics and cloud,
said Aaron Groulx, Partner, Human

Capital at Deloitte. With a good core
cloud technology, your data should be
more accurate, your processes are
simple and youve actually enabled
mobilemaking sure that you are
transacting and delivering the experi-
ence mobile first.
When thats in place, HR can consider
what areas would best serve the
organizations needs and make the
biggest impact.
You need to look at things like recruit-
ment processes, as well as social,
mobile, analytics and cloud, said For-
ward. Its really about how we are
improving the employee experience.
Spending strategically on technology
is simply a smart investment,
World-class HR organizationshave 20% more
staff focused on leading business change, and
employ more professionals with fewer manag-
ers, which indicates a staff with the ability to do
more high-value work.
Resource: Shaping Organizational Excellence Spring/Summer 2017 7
explained Osle. Over time, organiza-
tions who invest in technology see
their costs stay stable or reduced.
Even more importantly, they have a
very high propensity to increase the
value to the organization.
Measuring Progress
As with most ventures, measurement
is key to steering improvement.
You have to consistently benchmark
cost, employee engagement and
stakeholder response, said Osle.
When you look at whether youre
delivering services and leveraging best
practices, getting good engagement
scores and good stakeholder scores,
then I think thats something that starts
to paint a picture. Organizations tend
not to want to look in the mirror, but if
you benchmark on a consistent basis
and against world-class metrics, then
you have a great way of understanding
where youre at and where you need
to be going.
Strategic, Agile and Necessary
Digital transformation is nearly inevitable
for organizations wanting to stay cur-
rent, efficient and competitive. In short
order, half of most workplaces will be
made up of millennials. Digital is their
language, and the more quickly orga-
nizations embrace digital ways of
working and managing talent, the more
effectively theyll be able to connect
with this generation.
The real trick for HR will be finding
ways to be strategic and thoughtful,
but also relatively quick and agile.
Theres not an HR or IT executive I
talk to who doesnt want to be doing
a really cool platform for mobile and
other digital projects, and they abso-
lutely inject digital thinking into their
strategy. But the roadmaps are too long
and they need to be more agile in their
approach, said Groulx. Without agility,
its a long wait for a solution.
Your employees, though, are ready
and waiting.
My advice to HR is just go faster,
said Groulx. Be a little bolder with this.
Get more agile in how you actually
handle and conceptualize this. Do a
minimum viable product and fail fast.
Youll be better off.
I think technology fundamentally
changes how HR is going to deliver
services, he added. Its changing the
way everything is done.
Melissa Campeau is a writer based in Toronto.
This article was originally published in the
January 2017 edition ofHR Professionalmag-
azine, published by Lester Communications
Inc. for the Human Resources Professionals
Association. It is reprinted with permission.
8 HR Data Analytics
Privacy Considerations and
Workplace Data Analytics
Michelle MacGillivray and Zeinab Yousif, Miller Thomson LLP
Data analytics, or Big Data as it is
sometimes referred to, is about analyz-
ing large volumes of data to identify
underlying patterns and correlations,
and predict future outcomes. The new
frontier for data analytics in the work-
place. Organizations are increasingly
adopting data analytics for a number
of HR purposes, including improving
recruitment processes, managing the
workforce by analyzing and targeting
operational efficiencies, and using
real-time data to identify employee
engagement and retention strategies.
In order to stay competitive, organiza-
tions should seize the opportunities
presented by workplace data analyt-
ics. However, they should also keep
in mind that the use of data analytics
in HR must be balanced with the pri-
vacy interests of employees. When
done right, data analytics is an indis-
pensable tool for improving the work-
place. When done wrong, it can
expose organizations to significant
adverse consequences.
Consider, for example, a workplace
where surveillance is constant,
employees movements are tracked
by devices that record and transmit
their interactions, and software can
scan employee emails and calendar
entries. It is easy to imagine how such
an environment could cause anxiety
and discontent among employees.
Moreover, we have observed a rise in
claims of breach of privacy with the
introduction of the tort of intrusion on

seclusion and, more recently, the tort
of public disclosure of embarrassing
private facts. Data analytics under-
taken improperly may lead to similar
allegations of breach of privacy.
To help, we have compiled a list of tips
for organizations venturing into HR
data analytics:
1. Identify and refine the purpose at
the outset. Before collecting any
data, identify the likely outcomes and
why they matter. In other words, the
organization should have a clear and
important objective. Once the objec-
tive is identified, it will inform what
data is being sought, how the data
will be analyzed, and the kind of
changes or recommendations that
will be made as a result.
2. Consider the confidential nature
of the data at every stage. Is the
information sensitive or confidential?
Can confidential information be
screened out of the process? What
about anonymity? Employers should
remember that data analytics is about
establishing patterns and correlations.
Its not about any specific employee.
Employers should consider whether
data can be collected on an anony-
mous basis. If anonymity is incom-
Resource: Shaping Organizational Excellence Spring/Summer 2017 9
patible with the project, employers
may wish to consider an opt-in or
opt-out mechanism for documenting
employee consent for the collection
of personal data. For example, an
opt-in mechanism may be more
appropriate where the data collected
is of a particularly sensitive nature.
3. Embrace clear and transparent
communication. Employers should
consider how to best communicate
the purpose of the project. An absence
of clear and open communication can
lead to skepticism, confusion and
even apprehension. As noted above,
a clearly stated objective is integral
for data analytics. The team or person
leading the data analytics project
should be able to explain why the data
is being collected and analyzed. The
organization should also be clear and
transparent regarding the nature of
the data being collected, whether it
will be anonymized, how to opt-in or
opt-out, and whether and how the
employer will maintain any non-
anonymized personal information.
4. Obtain valid consent. Employers
should obtain consent from
employees for the collection, use
and disclosure of personal information.
Many employers will have obtained
broadly worded consent from their
employees at the outset of the
employment relationship, but we
recommend revisiting this consent
and considering whether further
consent is required when data is
collected or used for analytics.
5. Secure the information. Information
should be maintained in a safe and
secure manner and in compliance
with applicable laws. With sensitive
information, organizations should
consider putting in place policies
governing how the information will
be secured, who will have access to
it and the circumstances under which
it may be accessed.
6. Consider the pros and cons of
using third parties. Engaging third
parties to perform data analytics may
be appropriate in certain circum-
stances. For example, using a third
party can provide the employer with
a way to collect, clean and anony-
mize data to produce aggregated
results while allaying concerns
regarding how personal information
collected will be used by the employer.
We hope that this list will help you
navigate data analytics carefully and
in a manner which balances the goals
of the organization with respect for
employee privacy. While organizations
should not shy away from using data
analytics, they must remain attuned
to their privacy obligations and con-
sider them at every stage.
Michelle MacGillivray and Zeinab Yousif
are labour and employment lawyers at
Miller Thomson.
Miller Thomson provides comprehensive
Canadian business and legal help to busi-
nesses of every size and in every sector, as
well as entrepreneurs and individuals. With a
team of close to 550 lawyers, Miller Thomson
has locations in communities across Canada.
www.millerthomson.com
10 HR Data Analytics
LEADER SPOTLIGHT:
JOHN SILVERTHORN
John Silverthorn is Senior Vice Presi-
dent, Talent Management, for CIBC.
In this capacity, he has responsibility
for Talent Acquisition, Diversity and
Inclusion, Learning and Development,
Executive Resources, Workforce Ana-
lytics, Talent Strategies and Employee
Engagement . He also stewards CIBCs
focus on Corporate Culture. Prior to
joining CIBC in September 2006, John
spent over 20 years with IBM, where he held a variety of
senior HR leadership positions in both Canada and the
United States, and across IBMs services, consulting and
sales organizations.
Resource Magazine spoke with him about his career path,
his role as a leader, the changing face of HR as well as
what the future may hold for HR professionals.
RM: How did you enter the HR industry?
JS: I did an undergrad in Economics. I didn't really know
what I wanted to do at that point in time. This was early
enough [in the industry] when you could actually go on and
do an MBA without having had practical outside experience.
So I went straight in to do my MBA, with a concentration
in Information Systems and HR.
After graduation, I worked for a brief nine months with the
provincial government as a programmerbut I quickly fig-
ured out that wasnt for me. I had a colleague who'd joined
IBM, and they were looking for somebody in HR with a
business background. They narrowed it down to [selecting
someone with] an MBA, so I started 30 years ago in HR
with IBM, in Pensions.
Long before going in to do my MBA, I was a resident care
aid for young adults with cerebral palsy. I did that job from
the time I was 18 right through university. As a resident
care aid, you're doing everything () feeding, toileting,
 Resource: Shaping Organizational Excellence Spring/Summer 2017 11

bathing, companionship. These were very bright individuals trapped in

bodies that didn't do what they wanted them to do. I figured out I didn't
want to be a social worker, but I realized I enjoyed working with people-
related matters, so that's how I fell into HR 30 years ago.
By the
Numbers
RM: Who is the person you considered a role model early in your
career, and how did that person impact your life?
JS: I've seen a tremendous shift in HR from a gender perspective. When

33%
I joined HR at IBM, there was only one woman in management. Everybody
of HR teams sur-
else was male. I was introduced about three years into my HR career to an
veyed are using
individual by the name of Anita Ross, who came in as a Director () a very
some form of artifi-
senior person in the HR group. She was a PhD graduate out of Winnipeg
who had studied languages. She was sophisticated () just an amazing cial intelligence (AI) technology to
person. I spent many hours just talking with her and learning through her, deliver HR solutions, and 41% are
and she ultimately became my mentor. actively building mobile apps to
deliver HR services.
She became the Head of HR for IBM Canada, and through a series of
(2017 Deloitte Global Human Capital Trends:
moves, I ended up working directly for her. It was an interesting relation- www2.deloitte.com/global/en/pages/human-capital/
ship. She took me under her wing, and was a good sounding board and articles/introduction-human-capital-trends.html)

71%
counsel. I was always looking for her to give me the answer, and she
never would, which was frustrating as hell (laughs). of companies sur-
veyed see people
She did what a good mentor does: she made sure I was asking myself
analytics as a high
the right questions and working my way through the answers even though
priority in their organizations; how-
they were difficult. I had an ongoing mentoring relationship with her well
ever, only 8% report they have
into my forties. She taught me that there are many different sides to a
problem or situation, and you have to immerse yourself in understanding usable data, only 9% believe they
the different points of view. She also taught me that sometimes it can be have a good understanding of which
a lonely job, as sometimes you're taking positions that aren't popular. talent dimensions drive performance
in their organizations, and only 15%
RM: According to a recent study, 40% of global employers reported
talent shortages in their organizations. How well poised do you feel have broadly deployed HR and tal-
that CIBC is to navigate through this shortage? ent scorecards for line managers.
(2017 Deloitte Global Human Capital Trends: www2.
JS: I think the war for talent, as it's being described, has been going on deloitte.com/global/en/pages/human-capital/articles/
for a long period of time. It's not that you can't find talent () [it's that you introduction-human-capital-trends.html)

64%
need to] find the right people who fit into your organization from a cultural
of financial executives
perspective who have the skills and capability to perform the tasks that
surveyed do not use
you're asking them to do.
HR analytics in their
I think CIBC today is well positioned. It's an organization that continues decision-making, or its use is spo-
to evolve. The culture now is quite different from the culture when I joined
radic.
the organization 10 years ago. We've got the best CEO in the financial
(Measuring HR: Moving Beyond Number Crunch-
services industry, in my opinion, who is a deep, caring individual. It's one ing: www.ceridian.ca/en/resources/whitepapers/
person, but one who influences 44,000 lives. [As a result,] there are measuring-hr-number-crunching.html)

people at a very senior level very interested in CIBC as an organization

Approx
of finance executives
to work with who wouldn't have talked to us in the past.

33%
said they fully trust the
I also think we have a lovely connection to the community, which I'm data received from
quite proud of. Anyone who's ridden the subway on the Sunday of the
their HR team in mak-
Run for the Cure and you're surrounded by pink t-shirts () that is a
ing business decisions.
powerful experience. The Miracle Day that our Capital Markets group
(Measuring HR: Moving Beyond Number Crunch-
runs [is another example]. [These initiatives are] a sustained focus, ing: www.ceridian.ca/en/resources/whitepapers/
which I feel is really powerful. measuring-hr-number-crunching.html)

Continued on page 16...

12 HR Data Analytics

Students Perspective:

The New HR Professional:

Leveraging Technological Skills
in a Data-Driven Workforce
Ayren Connor
 Resource: Shaping Organizational Excellence Spring/Summer 2017 13
W
hat is HR Data Analytics?
HR data analytics is a powerful tool. It enables
professionals to understand and analyze
data, and apply analytical techniques to HR
processes to gain insight into their organizations people
and how they are creating value to make better decisions
and improve performance. It is most often done using data
compiled in a software program.
HRM students are realizing how data is fast becoming
integrated into all areas of HR as data analytics, specifically
big data analytics, is becoming more sophisticated and
comprehensive. Big data is the volume, variety and veloc-
ity of data that resides in most companies, says HR expert
Cathy Missildine. Big data analytics for HR is the process
of looking at big data in search of trends, patterns, correla-
tions and insights about human behavior. 1
Businesses are looking at this data to identify trends and
make forecasts regarding their organizational strategies.
Why Do We Need It?
HR data analytics helps HR professionals take the guess
work out of decision-making. Advancements in technology
and processes allow companies to gather broader, more
accurate data to help them reach their overall organizational
goals and objectives. Thus, HR data analytics is a means
for HR to better align its strategy with that of the organiza-
tion and prove its value.
For example, the Harvard Review reports that 71% of CEOs
believe human capital is the most significant factor in eco-
nomic success.2 Since more than half of an organizations
costs are often attributed to salaries, HR analytics is useful
to measure the performance of employees in a meaningful
way to help CEOs determine their return on their invest-
ment in their employees.
Companies can go further by using data to determine the
likelihood of a candidates success before they even start
work through the use of data gathered on previous hires.
For example, a company can determine whether education
level/institution can predict success or whether something
else, such as a resume with no typos, is a bigger predictor
of success. This can help HR departments make better
hiring decisions based on data rather than relying on exist-
ing beliefs or gut feel. 3
Talent management is a significant area of HR. Its main
goal is to get the right person in the right job at the right
time. Utilizing top technological resources helps profession-
als make better hiring decisions and implement effective
succession planning to improve retention and assist top
employees with their career development. From the
moment a candidate applies and throughout their tenure,
HR data analytics is instrumental in managing human
capital, greatly contributing to the organizations com-
petitiveness and success.
HR data analytics is therefore not only important, but essen-
tial in today's global market.
Why is This Important for New HR Professionals?
The landscape of the HR profession is rapidly changing. It
is becoming more highly regarded as vital to an organization,
and the requirements to succeed as an HR professional are
increasing. As HR data analytics becomes more mainstream,
new graduates need to ensure they are knowledgeable about
its value and are able to work with it. Companies are look-
ing for HR professionals who not only have the knowledge
of key HR concepts but are also comfortable with technol-
ogy and able to interpret data.
Fortunately, the vast majority of new HR graduates are
already comfortable with technology and up to date on
current innovations. They can and must leverage this
knowledge to become well versed in HR data analytics
and related software programs. In doing so, they will be
able to carve out a space for themselves in todays com-
petitive and global workforce.
The advantages of HR data analytics are many. Some of
the most important include the ability for HR managers to
develop better, more relevant business strategies, and back
up or improve proposed and existing policies and programs.
It is more important than ever for HR managers to align
HR practices with the overarching goals of their organiza-
tions. Thus, if emerging HR professionals understand data
analytics and possess technological savvy, they can cer-
tainly compete in today's data-driven workforce and make
themselves invaluable members of the team.
1
Missildine, Cathy. Big Data and HR: Why HR Needs to Enter the
Game, July 2015. Retrieved May 2017: www.halogensoftware.com/
blog/big-data-and-hr-why-hr-needs-to-enter-the-game
2
Ibid.
3
Bersin, Josh. Big Data in Human Resources: Talent Analytics
(People Analytics) Comes of Age, February 2013. Retrieved May
2017: www.forbes.com/sites/joshbersin/2013/02/17/bigdata-in-hu-
man-resources-talent-analytics-comes-of-age/#21666dbf4cd0
Ayren Connor is a graduate of the Human Resource
Management certificate program at Durham College
and expects to obtain her CHRP in June 2017. She is
currently Service and Training Manager at Old Navy.
14 HR Data Analytics

PHOTO GALLERY

Volunteer Engagement Team, Ayren and Jenny

20162017 Chapter Board

Volunteers Lindsay and Susan Pinball helps Mary with some reading light

Lifetime Achievement winner,

Leyland, with 2016 winner, Mary CKE Study Group on April 24

PD Director Tisha Volunteers Bob, Jasmin and Erin Alyssa and Jennifer
 Resource: Shaping Organizational Excellence Spring/Summer 2017 15

Laura Williams Pinball and Ernest Morgan and Pinball

Incoming and Outgoing Presidents, Ernest and Morgan Morgan mingling with members at ABM

Enjoying a chuckle at the podium at ABM

Cynthia Ingram on accommodating

LGBQT in the workplace on April 5
Pinball keynote Chatting with showcase vendors
16 HR Data Analytics
Continued from page 11
When you talk to clients of our bank,
what you'll see is people feel a con-
nection [to the bank]. There's almost
a possessiveness about it. I think those
things all set us up well for acquiring
talent despite the challenges that might
be out there.
RM: What are the most important
decisions you face daily as a leader
in the organization?
JS: People decisions are always the
most importantmaking sure we've
got the right people on the right tasks
and they have the support they need
to be successful at what they do. We
often talk about fit for a role. I've seen
examples of people who've been his-
torically good contributors, and they
get in the wrong role and you start to
see their performance atrophy. You
realize it's not that they suddenly
changed; it's just that they don't have
the fit they once had.
As leaders, if we're doing our job right,
the decisions that we face are far more
grey than they are black and white.
More often than not the decisions I'm
trying to make are quite grey. It's trying
to make decisions on an imperfect set
of information and facts that aren't as
thorough and robust as you'd like them
to be, and you have to make a judg-
ment call. The fortunate thing when
you have 30 years of HR experience
is you've got lots of past decisions to
call on. I've got examples of things that
didn't work (laughs), and you learn
more from those experiences.
The beautiful thing about people is that
outcomes are not predictable with cer-
tainty, but you learn through judgment
and experience that there's a higher
degree of probability you can predict
what an outcome may look like. For
example, most people wouldn't be upset
if you gave them a salary increase.
RM: We see companies like WestJet
starting to put their talent before
profits. What are your thoughts on
this trend?
JS: It's hard to make a profit if you
don't have talented people. At the end
of the day, the organization that can
attract the best talent is going to win
100% of the time over the organization
that can't assemble great talent. I'm not
sure we're putting talent ahead of prof-
its as much as we're recognizing that
profit is an outcome () it's not the
starting point.
I think it's absolutely critical that orga-
nizations recognize that talented people
and talented leadership are what it
takes to be successful. The ability to
attract talent is a core, critical compo-
nent of any leader. We talk about being
familiar and aware of people in your
organization. It's equally important to
be aware of people that are in your
industry and have skills they can bring
to the table. In our recruiting groups,
we use referral programs to encourage
employees to constantly be out on the
search for talent and attracting them
to the organization.
RM: What are some of the changes
and trends you see coming in HR
that you're most excited about?
JS: When people say to me they're
interested in HR but have never
worked in HR, I'll
often ask the ques-
tion, "Why are you
interested in HR?"
They'll say, "Because
I love working with
people," and I'll say,
"We don't do much of
that" (laughs). The
reality is many of our
HR jobs require you to
be financially and data
numerate () you
have to understand
numbers because of
the cost of human
capital. You need to be
comfortable with
spreadsheets like
Excel, and know how
to manipulate and
manage data. Any-
one who aspires to
being an HR Gener-
alist [could] spend

the last four months of the year being
up to your eyeballs in managing finan-
cial numbers in terms of bonuses,
payments and base salary increases.
I think understanding numbers are
critically important, but what I see
emerging, which I think is quite excit-
ing, is a deeper level of understanding
on analytics () a deeper requirement
to understand how we define and pull
information from data as opposed to
simply report on data. When we report
on turnover being X and compare that
to an industry benchmark, that's inter-
esting, but that's not what people want
to know. They want to know why
people are leaving. Better yet, what
other predictors are there for knowing
when people leave, and how can we
anticipate that? This whole notion of
the data science and the social sci-
ence to understand how to interpret
data that we have at our fingertips,
and how to translate that in a predic-
tive way in terms of what we can
expect to see happen. I won't say it's
emerging () I think it's here, and
that to me is one of the exciting new
areas of HR that I think is terribly
important. Knowing how we can take
advantage of social media and being
able to use that [data] from a talent
acquisition space is very important.
The other area that's been very exciting
for me in the last little while is change
management. In that there was often
a school of thought that in order to
direct change in the organization, it
really needs to come from the top
down. It needs to have strong sponsor-
ship. You need to create a burning
platform so that people don't want to
accept the status quo because it's
worse than the unknown () what the
change might look like. So we try to
create these false crises in order to be
able to get people to change.
We've seen some very powerful
change happening where change is
actually happening at the top and the
bottom at the same time. We're engag-
Resource: Shaping Organizational Excellence Spring/Summer 2017 17
ing volunteer armies of individuals who
were brought together because they
have a common cause and a common
purpose that they're working on, and the
speed with which they'll accelerate the
change is tremendous. It's built on a
platform of positive energy versus neg-
ative energy. To me, that's a fascinating
new world of change management,
which I'm witnessing firsthand as I'm
watching some of the work we're doing
right now at CIBC instilling a strong
client focus mindset across 44,000
people. Not just the front lineevery-
body having that kind of focus. I think
that's exciting.
Some of the old topics that people
keep coming back to like career
pathspeople are still quite interested
in "How can I get ahead?" and "What's
the path for me to follow?" Having an
understanding of the web of careers
versus understanding the path of
careers is another exciting area that
is evolving within HRthe ability to
be able to navigate what careers can
look like for an individual.
I think a lot of the tools in our trade are
getting better and better. They're
becoming more automated () easier
to work with. Self-service is easier than
it was before. The administrative tasks
that have often been associated with
HR are getting to be less and less part
of the role, and more about adding
meaning to what we do. I think tying
our focus and efforts and strategies
directly to our business strategy is core
to that.
I still hear people talking about a seat
at the table and stuff like that, and my
experience is there's an open seat
there for us to sit in. It's not that we're
trying to belly our way up to the bar
now () there's an expectation that
we're there working hand in hand with
our leaders as part of their team. I hear
the conversations now at executive
tables, and it's not like "We need to get
HR to do this"; it's "Oh, Mark's working
on that." So it's more an integrated part
of the team versus a support role. It's
[already happening] in the background.
RM: What is your overall long-term
vision and philosophy for the HR
function?
JS: (laughs) I don't know that I have
one! I think critical in our roles is to be
relevant and to make a difference, and
driving the bottom line that the orga-
nization is looking for in serving the
various shareholders that we have
from our communities and our clients
and employees. For us to be success-
ful is to continue to serve that in the
best way we can through the lens that
we focus on prominently, which is the
employee lens. I think the world-class
HR organizations will be the ones
viewed as being a strategic partner in
helping bring that to life () and theyre
an integral part of the team. As HR
professionals, we all have a clear align-
ment to the role we play in helping make
that happen. I think the strategic vision
for HR is the outcome of what we
deliver and how we contribute to the
bottom line for the organization.
Everybody wants to feel valued. To
me, that value is all about what we
are doing every hour, every day, every
week throughout the year in terms of
creating value for the organization and
making a strategic difference in terms
of how we make our organization suc-
cessful. The difference with what we
do is we have that lens we're looking
through that's constantly about how
you bring talent, employees and lead-
ers, and how you make the culture
and environment such that it all blends
together. Sometimes that soft under-
belly of the environment and how it
comes together can get lost unless
professionals like us stand up and help
steward it to make sure that it's all gell-
ing and working correctly.
18 HR Data Analytics

Congratulations on Achieving
Professional Excellence!
The HRPA Durham Chapter would like to recognize Pam Deuzeman, CHRL
the professionals who recently completed the Certified Debbie Farrow, CHRL
Human Resources Leader (CHRL) designation. The Jamie Lawson, CHRL
CHRL validates your knowledge of HR, and workplace Justin Leeman, CHRL
and employment law, as well as your ability to apply Sophie MacLean, CHRL
this knowledge to business solutions. It also demon- Kelly Obal, CHRL
strates your commitment to career-long learning and Stephanie Ott, CHRL
ethical practice. Izabela Wielgosz, CHRL

2017 Chapter Awards

The 2017 Chapter Awards were presented in early May to
recognize two HR professionals who have made significant
contributions to the profession, their workplaces and the ele-
vation of the practice of HR management. Congratulations to
our winners!
Outstanding CHRL Award: Catherine Claridge, CHRL
Lifetime Achievement Award: Leyland Muss, CHRL
Chapter award winners Leyland and Catherine