Roger Guy Baguley,
C.H.R.P., C.H.R.E.

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Growing exceptional employees through trust, development, motivation and  leadership.

Providing Effective



Change Management Initiatives

  • S.W.O.T Analysis: 
    Reduced employee turnover by 16% and reduced the number of employees’ phone inquiries to HR by 35% by
    ‘Conducting a S.W.O.T. Analysis to determine the gaps within the company and based on the results, these key success factors were addressed: pay scale, job descriptions and classifications, performance management, benefits, pension, communication and policies and procedures.

  • Employee Survey:  
    Improved job satisfaction which reduced employee turnover by 11% by
    ‘Conducting Employee Opinion Surveys to determine employee feedback from the workplace to identify and address areas of concern’.  These Employee Opinion Surveys were conducted on companies with 2,500, 800 & 600 employee groups’.
  • Mergers and Acquisitions:
    Reduced operating costs by 22% and improved employee morale and job satisfaction
    by ‘Managing the merger of eight companies (1500 employees) merging into two companies (800 employees).  Created one common compensation, bonus/incentive, benefit, perquisite and pension programs’.
  • Restructure:  
    Reduced one hundred management positions which reduces the annual payroll by 15%  by
    ‘Restructuring a 2500 employee base from a ten (10) level organization to a five (5) level organization and reduced middle management by 1/3rd’.

Best Practices

  • Best Practices Survey: 
    Reduced operating costs by 25% and manpower by 10% by
    ‘Conducting Best Practices industry survey to identify where new business methods and techniques should be considered’.

Service/Quality Program

  • Service Quality Program:
    Increased client loyalty/service and employee satisfaction by 20% by
    ‘Increasing internal and external service and satisfaction with both employees and clients by launching and managing a Service/Quality Program’ in by which employees become the very best at what their internal and external customers wanted’.

Total Compensation (Earnings, Benefits, Bonuses, Pension/Retirement)

  • Cafeteria Benefit Program: 
    Controlled benefit costs annually and permitted employees to purchase or co-share costs in additional benefit coverage costs by
    ‘Designing, Negotiating and Implementing a Cafeteria Style 3 option benefit program for 800 employees across Canada and another defined credits program for 2,500 employees’.
  • Pay for Performance Program: 
    Shifted pay practices to reward high performers at greater rate of pay than lesser performers and/or non-performers by
    ‘Designing and launching a Pay for Performance Program which linked pay increases and bonus pay-outs to the achievement of annual employees’ /department goals’.
  • Management Bonus Program:
    Improved Corporate Team Environment and reduced Management turnover by 9% by
    ‘Designing a Management Bonus Program with rewards based on four (4) benchmarks: (i) Completion of their Department/Team annual goals, (ii) Controlling/Reducing their Department/Team annual operating budget, (iii) Controlling/Reducing their Department/Team annual total compensation budget and (iv) Completion of their Department/Team share of the annual corporate goals’.
  • Recognition Bonus Program:  
    Improved team building, reduced turnover and increased employee pride in their work by
    ‘Designing and launching a Recognition Bonus Program which identified performers who made contributions over and above their productivity expectations and was a sustainable benefit to the business: Employee of the month and Department Team of the year.  This was an employee driven program where employees/management nominated and voted’.
  • Job Evaluation Program:  
    Attracted new candidates (reduce recruiting costs) and retained existing employees (reduced turnover & improved company spirit) by
    ‘Writing job descriptions for all jobs and linked them to salary classes based on job evaluation which ensured fair compensation ranges for each job based on Total Compensation Corporate Philosophy, Affordability and market wage surveys’.
  • Compensation Policy: 
    Provided Management with the tools to manage compensation and the employees an understanding of the company’s pay practices which confirmed the company had a fair pay policy which improved moral and reduced calls to management and HR by 35% by
    ‘Researching, developing and implementing a Corporate Total Compensation Policy which articulated affordable pay practices in detail and based on where the company wanted to be positioned in the labour market’.

Consulting and Counseling

  • Coaching:  
    Reduced Government settlements and claims by 25% by
    ‘Coaching Management through, advising and improving legislation awareness of Human Rights, Department of Labour, Immigration, U.I.C., W.S.I.B., I.A.P.A. and other government agencies’ inquiries, claims and hearings’.

  •  Counseling:  
    Reduced Department Labour settlements by 35% by
    ‘Management on Harassment claims, Progressive Discipline incidents, and Termination cases’.

Health, Safety and Environment

  • Safety Manual & Meetings:  
    Reduced HR time following-up on Health and Safety inquiries and claims by 15%. Increased safety awareness for all workers and improved government and company Health and Safety documentation reporting time by 15% by
    ‘Designing and implementing a Health and Safety Hand Booklet, H&S monthly meetings, inspection reports and work safe polices and practices’.

  • On-site Training:  
    Reduced hazards in the workplace by having three accident-free years by ‘
    Creating on the job training sessions for W.H.M.I.S., M.S.D.S. and on-the-job fall protection’.

Performance Management System

  • Performance Linked to Annual Goals:
    ‘Designing, implementing and standardizing Performance Management Programs to ensure fair and consistent employees’ evaluations at all levels which linked their annual goals and their status in the succession planning system to the performance management system’.

  • 360° Performance Management Program:
    Reduced turnover by 10% and provided better performance feedback and more balanced employee coaching by ‘
    Researching, designing and implementing a 360° Performance Management Program which provided six (6) levels of feedback sources for the employee’s annual performance appraisal for a truly comprehensive picture of the employee’s overall performance impact on the organization’.


  • Newsletters & Monthly Department Meetings:  
    Improved open,  positive and stress-free communications at all levels which reduced third-party intervention and encouraged employees to speak freely about recommendations, issues, problems and their ideas by
    ‘Designing, editing and implementing monthly newsletters, monthly department meetings, weekly lunch & learn sessions, goals and budget quarterly review sessions and Q&A box programs’.
  • Social Activities:  
    'Creating and launching employee social activities to promote good working relations between all employees, management and their families’

  • Public Presentations:
    Graduating classes at Ryerson:  “Barriers to a Successful Job Search”, “Diagnosing & Defining the Problem to be Solved”

    Networking groups:  “How New Cyber Business & Social Networking such as LinkedIn, Plaxo, Xing, ZoomInfo, FaceBook, etc. impacts your electronic web footprint”, “Linking HR and Corporate Goals to the Performance Management System”, “Outplacement/ Career Transition Techniques and Training”

    HRPO Hire Authority:  “e-HR-How the internet has changed Job Search Techniques”

    York University MBA Study Group:  “HR Due Diligence Analysis”
    Union groups: “Issues in Measuring Results in the Workplace”, “Fact and Evidence Based Analysis Methods”, “Key Success Factors in Structuring Teams”

    Conference:  The HR Practitioner as Internal Consultant,  Advanced Internal Consulting Skills: Program Development

    • Three strategic market advantage methods
    • HR as a strategic business partner
    • Reviewing a company’s HR health
    • HR due diligence checklist
    • Changing company culture to allow risk-taking
    • Promoting positive values throughout the work force
    • Techniques to relate employee performance and compensation

Policies and Procedures

  • Reports Management:  
    Reduced employees’ follow-up and inquiries to HR by 25% by
    ‘Revising and standardizing corporate forms, reports and policies into numbered organized kits’.

  • Employee Hand Booklet:  
    Reduced employees’ inquiries to HR and Management by 18% by
    ‘Researching and writing a policies and procedure hand booklet to ensure all employees understood the workplace performance expectations

Implementation of HRIS System

  • HRIS System:  
    Reduced employee records  and payroll updating time and recovering/history time by 15%; improved employee, payroll and succession planning data accuracy by 12% by
    ‘Researching and implementing five (5) different HRIS systems: a bank system, a payroll company system, an in-house system and private HRIS software systems’.

Computer & Electronic Initiatives

  • Electronic HR Helpline:
    Increased employees’ access to HR and sponsored on-line self-help which reduced HR and Payroll inquiries by 15% by
    Designing and publishing HR Intra/Internet’.

  • Self-Help Q&A:  
    Increased HR productivity by converting people time to computer and/or system time therefore was able to do more with the same HR and Payroll employees by
    ‘Developing HR and Payroll Programs which leveraged the computer and electronic initiatives’.
  • Electronic Tracking System:  
    Reduced the number of expired certifications and licenses by 45% by
    ‘Developing an effective tracking system that flagged in advance when employees’ certifications needed renewing


  • In-House Training:  
    Reduced training costs by training in-house by 60% b
    y ‘Facilitating the training component to conversion from WordPerfect/ Lotus environment to a Microsoft environment’.
  • Multi Delivery Training Tools:  
    Reduced training costs by 18% and improved specific skills and knowledge by 20% by
    conducting a needs-analysis which identified and established in-house training program requirements by function which were delivered through lunch and learn sessions, in-house workshops, external training and on-line training for specific requirements.

  • Induction Training Handbook: Reduced management induction training time by 15% by ‘Writing and Facilitating a management handbook with a companion training session’.
  • Progressive Modular Training:  
    Reduced employee training time and increased skills and knowledge base by 15% by ‘
    Developing a series of employee modular training programs and manual which permitted employees to increase knowledge and skills on-line  plus introduced a testing program which measured the new skills/knowledge which were transferred into the workplace’.

  • Recruiting Tools:  
    Reduced search times when considering internal candidates for new promotions or new hires for jobs by 20%
    by ‘Linking required competencies for each job to the hiring, training, succession planning and promotion processes’.
  • Team Building:
    Increased Team Building development and environment by 15% by
    ‘Writing and facilitating a Team Building Session and on the job Exercises’.

  • Employee Learning Maps:  
    Increased employee career satisfaction and provided solid cost data on the employee competency development costs by
    ‘Developing Employee Learning Maps for individual employee future growth which was linked to success planning and strategic goals’.
  • Central Training Academy:  
    Reduced training instructor time by increasing class sizes by
    ‘Creating and opening a central Management Training Academy’.
  • A.D.R. Training: 
    Reduced problem solving time with most
    problems and issues by
    ‘Writing and Facilitating an alternate dispute resolution training course’.
  • HRIS Training:
    Reduced loss-time due to accidents and increased employees' awareness of working safely and potential workplace hazards by
    ‘Writing and Facilitating Health and Safety Sessions which help make the workplace become hazard free’.

Succession Planning

  • Succession Planning System:
    Increased hirings and promotions  for Succession Planning Jobs by ‘Establishing a Succession Planning System for each job which was selected as a critical success function.  The skills, competencies and knowledge, certifications/credentials were recorded for each critical success job before choosing existing heir apparents and /or external successor candidates’.


  • Needs Analysis:
    Reduced recruiting costs by 25% by
    ‘Conducting a needs analysis study of the hiring practices to determine the status. Using the study’s results, more effective ways and best practices were introduced to attract the brightest and best candidates were developed.  Such as internet, intranet, schools, employee referrals, job fairs, company open houses for graduating classes and exterior signage’.
  • Data-mining:
    Reduced in-house recruiter’s time by 20% by
    ‘Initiating and developing new Human Resource procedures which stored resumes electronically off-site.  Key words were selected for data-mining in the resumes to locate the potentially qualified candidates’.




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Website updated on 01/05/2017

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