Author Archive

  • My First Webinar… (2)

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    I would agree with all of Michelle’s comments.  This was a first for met too and I found it very exciting to participate in both the creation and the delivery of this webinar.   Observing the logistical back end processes was interesting as well.

    In terms of the webinar content itself, I must admit that I had a few concerns about how we were going to create a presentation that would engage an audience with broad viewpoints, different experiences and unique business needs.   However, I think we managed to deliver just enough meaningful information without putting our audience to sleep (my personal fear).    It is quite challenging because, as Michelle mentioned, you don’t have the benefit of gauging the impact of your presentation via the body language of your audience.   You just have to trust that they are engaged and not making various versions of the “this is utterly ridiculous garbage” face on the other side of the VOIP interface.

    The turn out wasn’t as good as we had hoped and that was a bit of a let down for me, considering the effort we put into this project and the respectable number of folks who originally registered to participate.  I believe we need to find some way of encourage actual turn out, but I’m not sure what that “thing” is.  I’ll leave that to our Marketing guru.

    From our own observations and some feedback we received from some participants, we learned that there are a few do’s and don’ts from a technical perspective, to keep in mind when you’re hosting one of these things:

    DO:

    • Do an on-line practice session for your webinar.  Have trusted colleagues and/or friends sign in and observe as the audience will during the real webinar.  Solicit and incorporate their feedback into the presentation as necessary.  This is essential, as this is when you find out that a particular slide doesn’t work to emphasis your point, or you need some additional script to make a point, or there is an awkward transition from one presenter or section to another.  DO NOT skip this step.
    • Be mindful of when you are on “live” at the start and end of each webinar; it’s easy to forget that people are signed in and listening as you joke around with your colleagues who are physically in the room with you; never forget the image that you want to relay to your audience.
    • Speak directly and clearly into the microphone; if your audience cannot hear you, then what is the point, really?
    • Select the quietest space/room you can find to host your webinar. Any noise outside the room, such as conversation, laughing, or construction (in our case) is amplified during the webinar and detracts from the overall professionalism of your presentation.
    • Script your presentation, BUT, try not to sound as if you are reading.  This is challenging for most of us, as there is a certain amount of pressure and nervousness that accompanies a “live” presentation.   There is a delicate balance of professionalism (credibility) and pleasant general conversational approach that you want to strive for.  I think ultimately that it takes lots of practice to get there.
    • Plant some questions if you have a Q&A session in your presentation. This will give you a chance to showcase your subject matter expertise, and may trigger additional related questions from your audience.

    DON’T:

    • Put too much information on your slides.   Like any good presentation, the visual part is intended to reinforce and illustrate key concepts – not to relay all of the content of the presentation.    Maybe it’s just me, but how many people can read a slide full of text AND listen to someone talking at the same time…. I certainly am not that talented.
    • Read your slides.   Except for quotations. People can read them for themselves.   Plus, if all you do is read your slides, then you are not bringing any real value to the audience outside of the visual presentation.   What they want to hear is your view and your personal experience with the subject matter presented.  Otherwise, it’s just a slide show.
    • Try to wing it, unless you are very, very good at improvisation.  If you are, then perhaps you should be part of Second City or some other facet of the entertainment industry.
    • Focus your content on theory only.  People want real information and real ideas that they can use themselves to improve their own situation.

    I’m sure that there are more do’s and don’ts that webinar experts would enumerate for you.  These are the key learnings that I took away from this experience, for what’s it’s worth.

    I know the next time we do this, it will be that much better.   And I’m looking forward to the next time for sure.

  • How much Resignation Notice is enough?

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    While Ontario Employment Standards requires Employers to provide employees with “Reasonable Notice” when terminating the employment relationship “without just cause”, there is no such statutory requirement for Employees to provide Notice should they wish to do the same.   

     

    Conventional wisdom has – at least up until now – provided that 2 weeks of Resignation Notice is appropriate and necessary if one wished to leave an Employer on relatively good terms.  

    What few people know is that here is a Common Law (laws developed in the Courts) obligation for an Employee to provide his/her Employer with Reasonable Notice of their intent to resign.  The Reasonable Notice is predicated upon the following:

     

    1. The degree of specialization and scarcity of the skill and/or knowledge held by the departing Employee relative to the labour market, and how vulnerable a position the Employer would be left in as a result of an Employee’s hasty departure.
    2. The length of time it would reasonably take for the Employer to find a suitable replacement
    3. The Employee’s contractual obligation provided though an Employment Agreement or a Company Policy.

     

    Failing to provide such reasonable notice of resignation has been coined “Wrongful Resignation” and this type of claim is making its way into the Courts and winning.  The damages awarded to Employers have typically been limited to actual costs incurred as a result of an Employee’s early departure – such as lost business, overtime costs, etc.   However the savings realized by not having to pay the ex-employee’s salary and benefits is deducted from this total when calculating the award.  It is interesting to note that where Employees provide reasonable resignation notice, the Employer may still turn around and ask them to leave immediately.  In this case, the Employer is obligated to pay the now-terminated Employee the lesser of Statutory Notice of Termination without cause, and the amount of Resignation Notice provided by the departing Employee.

     

    There are relatively few Employers pursuing claims for Wrongful Resignation, but in an ever tightening labour market we would expect this trend to increase as Star Employees are lured away by other Employers offering more attractive Employment situations.   Those wanting to avoid becoming the target of such a claim are well advised to take the safe route and consider the Notice factors listed above in determining an appropriate length of resignation notice.  At the very least, remember that it is a small world, and the boss whose foot you step on today might be connected to hand that you need to sign your paycheck or sales order next year.   
    - S. Cooper
  • REAL HR!

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    I have to thank Mr. Frank Roche for articulating what REAL HR is all about in his blog on KnowHR titled ”10 Tenets for The New HR“. 

    For years, I have battled the stigma that is sometimes associated with being an “HR person”…mostly perpetuated by people whose negative opinions of HR are rooted back in the days of our ancestor “Personnel”, and by those who are too short-sighted to see HR as more than an administrative cost centre, the cry-baby room, or the rules police.  Ironically, and perhaps justly, leaders and organizations who view HR in this archaic way get just the value from the function that they deserve…zero!

    On the other hand, the clients whom I partner with see the real value of HR as a trusted advisor and strategic partner in their business.  I know their business and my business is their success…and I make sure they know it.  I don’t waste my time (and my client’s money) creating paperwork for it’s own sake and baby-sitting immature employees or coddling incompetent managers.  Each and everything I do is tied somehow to my clients’ strategic business plan.   

    This is how I have always viewed the role of HR, though until recently becoming a Consultant, I had precious few opportunities as an in-house resource to really strut my HR stuff…the REAL HR: Compensation Strategy, Employment Branding, Risk Mitigation, Restructuring, MA&D’s, oh! and here’s a good one: driving profitability!, to name a few. 

    I keep thinking to myself, if an organization gets no value from its in-house HR; if HR spends the shareholders’ money on activities that do not contribute to their ROI, then why the heck is it still there?  

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