1. The Expectation Gap
Who we are, who others think we are and who we should be

2. VERENA Allen & Miles LLP Chartered Accountants
Minerals Corporation
Jeff Dawley, CPA, CA (Canada), CPA (Illinois), CGMA
Principal, Chief Financial Officer
BridgePoint Financial Services
Allen & Miles LLP
Chartered Accountants

3. Who we are
How others see us
The Expectation Gap #1
Who we should be
The Expectation Gap #2
Bridging the Gaps
Questions

4. A Typical Expectation Gap
What does it mean when a set of financial statements have a clean audit opinion attached to them?
Perception:
The statements are accurate because the auditors have checked everything and there can’t be any mistakes. If I lose my money in this investment, I can sue the auditors.
Reality:
Auditors send junior and senior staff out for a few days or weeks to conduct tests designed to find any “material” errors. If they follow accepted audit methods, they are not liable for investors’ losses.
There is an expectation gap between the perception on the part of the public and the reality of what an audit actually delivers.
Expectation Gaps

5. Who we are Formalized HR credentials
CHRP, CHRL, CHRE
HR Reporter, Dec 30, 2014 “HR Designations: A list of designations available to HR professionals” listed 56 specialized designations related to Human Resources
Centralized professional body: HRPA
Training and education
Continuing education and conferences through HRPA, universities and colleges, in addition to post-secondary degrees and diplomas
Who we are

6. Who we are Talent acquisition Regulatory compliance
HR professionals manage the entire talent acquisition process from identifying characteristics required in a new resource through to hiring and orientation
Regulatory compliance
HR professionals are well versed in the importance of regulatory compliance and the rules around people and human resources
Who we are

7. Who we are HR functional management Balanced perspective
HR professionals have the skills and training to manage all aspects of the HR department, including staffing, budgeting, system evaluation, etc.
Balanced perspective
HR professionals bring a balanced view between the wants and needs of the employee and the goals of the company
Many HR professionals today are:
CONSULTANTS – “I expect to be included where my input would be relevant and valuable”
Who we are

8. How others see us Employee advocate
HR is often viewed as being “on the employee’s side”, rather than representing the interests of the company
Recruiting and termination management
Managers often want to push much of the responsibility for these tasks to HR, without properly engaging HR resources in the full resource plan
Benefits and payroll custodian
Keeper of the employee and benefit data, primarily as a data input and reporting function
How others see us

9. How others see us Compliance monitor “Soft” skills
Driving costs and hassle when all the business wants to do is run the business
“Soft” skills
Too many HR professional are still happy to say they don’t understand the numbers, and prefer to talk to people
Many HR professionals today are seen by businesses as :
SERVICE PROVIDERS/BACK OFFICE – “I will tell HR what I need done so they can carry out the task”
How others see us

10. The Expectation Gap #1
There is a lack of alignment between how HR professionals see themselves and how businesses see the HR function.
Consultant vs Service provider
Knowledge expert vs Administrator
Bridging this Gap would only be halfway to the real goal.
The Expectation Gap

11. Who we should be Manager/Leader Regulatory navigation
Set an example as a leader who takes accountability for the entire company’s performance and excels at communication.
Regulatory navigation
Identify regulatory change before it happens and through analysis, provide recommendations to mitigate risk or take advantage of opportunity.
Make sure recommendations have a financial impact analysis, and are stage- appropriate for your business.
Who we should be

12. Who we should be Talent optimization
Bring experience and knowledge together to establish strategies and tactics for getting the most out of the current and future talent in the company.
Champion workplace safety.
Document and reinforce company culture, vision and values.
Ensure alignment of company goals with resource planning, talent acquisition, retention and performance management.
Measure employee happiness and productivity, and work to determine correlation between those metrics, talent retention and the bottom line.
Who we should be

13. Who we should be Advocate/Analyst
Remain true to technical roots, advocating for the HR function, providing analytical insight, all with the company’s goals as the primary focus.
Track important data and use analytical tools to turn that data into information that will benefit the company.
Become a reporting and analysis expert within the company. Accounting is not reporting or analysis, but accountants are asked to provide these value- added services because they are most familiar with tools like Excel.
Represent the employees as stakeholders in the success of the business.
Who we should be

14. Who we should be Strategist
Drive the strategic thought process as a catalyst and contributor, rather than as a customer waiting for others to set the direction.
Form relationships with other department heads and gain influence through informal conversations in advance of being invited to the formal planning process.
While some HR professionals are viewed in this way (usually in larger corporations), accessing the decision-making process and influencing strategy requires that you are seen as a:
PARTNER/EXECUTIVE – “Our HR executive consistently delivers value- added input to the strategic direction of the business”
Who we should be

15. The Expectation Gap #2
There is a further Gap between what HR is capable of delivering, and how the profession often sees itself or is seen by other departments within the business.
Partner vs. Consultant or Service provider
Balanced vs. Soft
Knowledge expert vs. Compliance monitor
Leader vs. Administrator
The Expectation Gap

16. Bridging the Gaps
Earn a place in the strategic planning and executive decision-making processes by:
Placing business first, function second
Respecting the bottom line
Making recommendations stage-appropriate
Diversifying your toolkit
Bridging the Gap

17. Bridging the Gaps
Use informal meetings with other departments to learn, earn trust and contribute to solutions even before being given formal responsibility or authority
Seek out opportunities to participate in a leadership role within the company
Volunteer to manage cross-functional projects
Champion corporate culture
Be persistent and consistent in your approach
Bridging the Gap

18. Questions?
Questions