4th Mini-MBA for HR

Understanding key financial and business concepts to further HR's role as a strategic business partner
Date: September 16 & 17, 2014
Location: Toronto
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Highlights

Get the essentials of business administration from a faculty of top financial and business executives and experts as they discuss:

- Strengthening your business case

- Strategic thinking and management decision making

- Grasping the relevance of capital structure and the cost of capital

- Understanding financial statements

- Interpreting a company’s financial signals

- Using financial ratios and key performance indicators to gauge corporate performance

Faculty

FACULTY
COURSE LEADERS
Alan W. Kennedy, Gibson Kennedy & Company
Alan Kennedy is a founding Partner at Gibson Kennedy & Company. His consulting practice focuses exclusively on matters of strategy articulation and communication, risk identification and management, and values and culture analysis. He has extensive experience working for senior management and the board in for-profit, not-for-profit, and public sector corporations.
Glenn Bowman, Capital Canada Limited
Glenn M. Bowman is a Partner at Capital Canada Limited. His responsibilities include investment banking, financial advisory work, and financial restructuring services. He specializes in advising clients on acquisitions and divestitures from owner-managed businesses to multinational companies, private debt and equity financings, financial restructurings, business and securities valuations, and fairness opinions.
CO-LECTURERS
Erik Arnold, Campbell Valuation Partners Limited
Erik Arnold is a Director with Campbell Valuation Partners Limited. Erik works with a broad client base advising on business valuations, acquisition & divestiture transactions, shareholder disputes and financial litigation matters.
Harold Bridge, Kathar Enterprises Inc.
Harold Bridge is the President and Chief Executive Officer of Kathar Enterprises Inc., providing corporate finance and mergers & acquisition advisory services. He also serves on the board of directors of a number of public and private companies.
Anne Donaldson-Page, stratAHEAD
Anne Donaldson-Page is Owner and Management Consultant at stratAHEAD. She has over thirty years of business consulting and procurement/sourcing experience in the private and public sectors.
Steve Filby, Sun Life Financial
Steve Filby is Assistant Vice-President, Strategic and Business Planning at Sun Life Financial.
Michael Freel, Polyair Inter Pack Inc.
Michael Freel is Director of Finance at Polyair Inter Pack Inc. He has extensive experience in financial reporting for both public and private companies.
Parag Gandhi, Sleeman Breweries Ltd.
Parag Gandhi is the Director of Finance and Risk Management at Sleeman Breweries Ltd. He is responsible for the integrity & efficiency of the financial operations & risk management.
Scott Hickey, Gamma-Dynacare Medical Laboratories
Scott Hickey, Vice-President, Strategic Planning and Corporate Communications at Gamma-Dynacare Medical Laboratories. Mr. Hickey joined Gamma-Dynacare in 2000, bringing extensive experience in the public sector to his role.
Howard Oliver, What If What Next™
Howard Oliver is the CEO & founder of What If What Next™, a firm specializing in marketing and public relations.
Noelle Sargeant, International Financial Data Services (Canada) Ltd.
Noelle Sargeant is Executive Vice President, Human Resources and Corporate Facilities at International Financial Data Services (Canada) Ltd., a leading global solutions provider to the investment funds industry, with responsibility for leading the human capital and facilities aspects of the strategic business plan
Carina Vassilieva, Sofina Foods Inc.
Carina Vassilieva is Senior Director, Organizational Effectiveness at Sofina Foods Inc. A seasoned HR generalist she has more than 15 years leadership experience in domestic and international Human Resources with in-depth expertise in strategic Total Rewards, Organizational Design, Talent Management and HR Due Diligence.
Zoe Wong, MNP LLP
Zoe Wong is Assurance Manager at MNP LLP. She is skilled in evaluating complex accounting issues to ensure compliance with reporting requirements.

Program

COURSE PROGRAM
Strengthening your Business Case
However compelling and strategically aligned your HR initiatives may be in your mind, getting C-suite support for major investments has often been hampered by a weakness in the presentation of the compelling rationale for the business case. This presentation will provide practical tips for selling the strategic linkages to strengthen a business case.

Demonstrating an understanding your company's current strategic context

Strengthening your analysis and presentation of the rationale for the initiative

Increasing the understanding and credibility of underlying assumptions

Expressing the business case in relevant strategic terms

Avoiding common business case missteps

Reading Between the Lines: Strategic Thinking and Management Decision Making
The HR department is often overlooked by corporate as a strategic business partner when it comes to planning. Since HR represents a key tie to employees, they should always be called upon to advise management in decision making and strategic planning. This session will give you the tools to think strategically and teach you the processes behind decision making.

The true meaning of strategy

Developing a strategic formula framework that fits and works

Evaluating strategic options and choices

Pitfalls and how to avoid them

Best practices and how to implement them

The bad, the ugly and good news in developing a strategy

Some practical tips for success including tools to measure

How HR can be a strategic decision maker

Grasping the Relevance of Capital Structure and the Cost of Capital
This session will discuss capital structure fundamentals and explore how financing choices and investment alternatives in capital markets affect strategic objectives and business decisions as well as drive performance expectations and standards throughout the organization.

Fundamentals of capital finance structures

A risk-adjusted view of financing sources and alternatives

Debt and equity financing strategies

Investment alternatives and required rates of return

How capital structure relates to company direction and stakeholder expectations

Understanding Financial Statements
In today’s world, HR professionals must gain sufficient financial proficiency to meet the evolving needs of their organization. This session will introduce you to the basic concepts of accounting, as well as increase your understanding of financial statements.

Financial statements: understanding their purpose and use

Basic accounting principals: IFRS and ASPE

Basics of double entry booking

Overview of financial statement components and terminology

Income statement: what it tells you about the business health

Significance of the balance sheet items

Using Financial Ratios and Key Performance Indicators to Gauge Corporate Performance
There are analytical tools that you can apply to assess corporate performance and how well it is being managed. This presentation will look at the techniques that will support an HR professional’s evaluation of the key areas of corporate performance.

Financial ratios most often utilized

Key performance indicators, their criteria and how they are used

Calculating key financial ratios

Financial ratios: assessing liquidity, debt leveraging & profitability

Interpreting your analyses

Deal Making: Valuation and Pricing
Valuation and pricing are important aspects of every business transaction. Having a firm understanding of the valuation process will equip you with the financial tools to question the quantitative assumptions and methods, enabling you to play a larger role in your organization’s decision making process.

Valuation process: understanding entity and equity value

Asset vs. share value

Valuation methods and techniques

How HR can effectively incorporate intangibles into the valuation

Cost of human capital and other capital issues

HR’s Supporting Role in Marketing Strategies
At their most effective, marketing strategies shape how the public and employees view a company, its products and its culture. HR professionals need to understand these strategies and play a role in their development, because the end result will determine a company’s image as a corporate entity and potential employer.

Strategy & recruitment

Strategy that reflects your values, vision and management

Marketing strategies for recruitment, retention and engagement

Branding your organization as an employer of choice

Measuring the effectiveness of your marketing strategy

Linking the Strategic Plan to the Financial Plan
This session will walk attendees through the steps of developing an integrated planing process in the organization.

What is a strategic plan and the importance of developing one

Linking strategic, financial & operation planning with HR

Linking compensation policies and practices to the integrated plan

HR’s role in execution of integrated strategic and financial plans

Making sure the plan is on track: key performance indicators

Interpreting a Company’s Financial Signals
This session will increase your ability to analyze statement of operations, statement of financial position and statements of cash flow.

What the statement of operations really tells you about profitability

Statement of financial position: examining assets and liabilities

Deciphering the implications of certain liabilities

Cash flow indicators that increase stakeholder value

Interpreting changes in cash flows within each classification

Understanding the Strategic Planning Process
This session will explore the role that HR executives should play in the strategic planning process.

Competing perspectives and approaches to strategic planning

Where and how HR can (and should) add value

Translating business strategies into HR strategies and action

Ensuring alignment throughout the organization

Strategic choices: matching resources, development and rewards

Strategic Plan Development and Execution
This session will discuss successful strategy execution, which can be the most difficult aspect of organizational strategy.

Practical guidance on implementation to help build collaboration

Translating strategy into action

Managing risk and change

Measuring your progress toward intended outcomes

HR due diligence in the M&A process
The finance department tends to grab all the headlines when putting together an M&A deal. This discussion details how HR can position itself as a strategic due diligence partner.

Identifying HR financial risks and potential synergies

Generating compensation and benefit savings

Factoring in organizational design risks and potential benefits

Analyzing the cost of talent retention strategies

Anticipating potential cultural risks of the M&A

Partnering with the corporate development team

Multimedia Presentations

MULTIMEDIA PRESENTATION
Reading between the lines: Strategic thinking and management decision making
Bill Newman
Greater Toronto Airports Authority
Understanding financial statements
Rahul Gupta
Philips Electronics Ltd.
Using financial ratios and key performance indicators to gauge corporate performance
Dennis Leung
Campbell Valuation Partners Limited / Veracap Corporate Finance Limited.
Execution of the strategic plan
Candice Chow
Purolator Inc.
Understanding risk and risk management
Alan Curleigh
Pyrogenesis Canada Inc.
How to be an effective HR business partner
Kristy Wickenden
Deloitte & Touche LLP
HR’s supporting role in marketing strategies
Byrne Luft
Manpower
Complying with key components of the Employment Standards Act
Matthew L.O. Certosimo
Borden Ladner Gervais LLP
Designing & implementing compliant policies & procedures
Karen R. Bock
Davis LLP
Occupational health & safety -- Key obligations
Darragh Meagher
City of Toronto - Legal Services
Aligning HR with business goals & measures
Robert Angel
Gilford Group Limited
Navigating organizational shift: An HR perspective
James C. Allison
eHealth Ontario
Drafting compliant employment contracts
Gita Anand
Miller Thomson LLP
Employment practices liability risk management
Eleni Maroudas
Chubb Insurance Company of Canada
Employee and workplace privacy compliance
Erin R. Kuzz
Sherrard Kuzz LLP
Using the P&L statement to reveal the company’s ability to be profitable / Decoding the balance sheet: Seeing the real business behind the numbers
Murad M. Bhimani
Collins Barrow Toronto LLP
Detecting and questioning underlying financial assumptions & estimates
Steven Polisuk
Deloitte & Touche LLP
Understanding the link between cash flow, company operations & HR
Philip Maguire
Glenidan Consultancy Ltd.
Role of the HR business partner in organizational & individual performance
Chris McNelly
Travel Alberta
How to perform compelling cost/benefit analyses of HR projects
Catharine Dunnett
Meyers Norris Penny LLP
Grasping the relevance of capital structure and the cost of capital
Stephen E. Lewis
Ernst & Young Orenda Corporate Finance Inc.
The role of HR related controls in the CEO/CFO certifications requirement
Massood Oroomchi
FinEx Group
Latest legal developments impacting HR practices: Emerging risks of non-compliance
Barry A. Kuretzky
Kuretzky Vassos Henderson LLP
Optimizing HR’s role and readiness for integration
Bart Hermans
Mercer
Using HR metrics in improving organizational decision making
Kyle Couch
The Beacon Group

Participants

Campbell Valuation Partners Limited

Capital Canada Limited

Gamma-Dynacare Medical Laboratories

Gibson Kennedy & Company

International Financial Data Services (Canada) Ltd.

Kathar Enterprises Inc.

MNP LLP

Polyair Inter Pack Inc.

Sleeman Breweries Ltd.

Sofina Foods Inc.

stratAHEAD

Sun Life Financial

What If What Next™

Who should attend

Directors and Managers in HR, HR Consulting, Compensation, Benefits, Training, Workforce Planning & Analytics

Price

Price list:-
  • Course: $1975
  • Webcast only : $1575
  • Webcast and Proceedings : $1874
  • Course and Proceedings : $2274
  • Proceedings Only: $799
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Additional Information

REGISTRATION:
To reserve your place, call Federated Press toll-free at 1-800-363-0722. In Toronto, call (416) 665-6868 or fax to (416) 665-7733. Then mail your payment along with the registration form. Places are limited. Your reservation will be confirmed before the event.
LOCATION:
Courtyard by Marriott Downtown Toronto, 475 Yonge Street, Toronto, ON, M4Y 1X7, (800) 847-5075
CONDITIONS:
Registration covers attendance for one person, the supplementary course material as described in this document, lunch, morning coffee and refreshments during breaks are provided for registered duration. The proceedings of the event will be captured on audio or video. Multimedia proceedings with all slides and handouts can be purchased separately on a CD-ROM which will also include the event material.
TIME:
Registration begins at 8:00 a.m. The morning sessions start promptly at 9:00.
CANCELLATION:
Please note that non-attendance at the event does not entitle the registrant to a refund. In the event that a registrant becomes unable to attend following the deadline for cancellation, a substitute attendee may be delegated. Please notify Federated Press of any changes as soon as possible. Federated Press assumes no liability for changes in program content or speakers. A full refund of the attendance fee will be provided upon cancellation in writing received 13 days prior to event date. No refunds will be issued after this date. Please note that a 15% service charge will be held in case of a cancellation.
DISCOUNT:
Federated Press has special team discounts. Groups of 3 or more from the same organization receive 15%. For larger groups please call Sandra Frattolillo at 1-800-363-0722, ext. 223 to get more information.
PAYMENT:
Payment must be received seven days prior to the event date.