PROGRAM DETAILS

Introduction

Does your business strategy explicitly recognize that the success of your organization is totally dependent on your staff? Are you interested in building a world class people business so that you can attract and retain the best staff and provide them with great personal development opportunities? Are you looking to create a an innovative working environment that will ensure all customers, both internal and external, want to do more business with you, which in turn will create real value for your shareholders? If the answer to any of these is yes, this program is for you.

What new techniques are there to transform the HR function given the paradox that just as many employees expect less loyalty from organizations, organizations are more than ever dependent on high level performance from employees?

 Learning Objectives

By the end of the programme, participants will be able to:

• Explain the key principles and practices involved in implementing HR strategy
• Leading and working in the HR function to create tangible business value
• Crucial HR processes and the relationship with business results
• Becoming an “Employer of Choice”
• The use of values, competencies and branding HR
• Attracting staff, career development and managing talent/succession
• Employee Relations
• Grievance handling/compensation & benefits
• Work/Life balance
• Corporate social responsibility/diversity issues

 Target Audience

Anyone interested in implementing a strategic vision for HR. Delegates will be equipped with the knowledge of how to gain the optimum contribution from their greatest asset – their people. This will include a full review of all the significant aspects of delivering the best modern HR practices.

Training methodology

The seminar will use a range of interactive activities – group and individual exercises, case studies and discussions. There will also be formal inputs of theory and practical models. The programme is geared towards effective application of what has been learned in order to maximize the value of the seminar to both the individual delegate and his/her organization.

Program Content

Day 1: Role Transformation

The transformation from Human Resource Management (HRM) to Human Capital management (HCM) requires that management think of the HRM system, first and foremost, as a source of strategy implementation and as a means to achieve important business priorities. HR must focus on business level outcomes rather than HR level inputs. The number one priority for the value-creating HR function is to develop the perspective and competency to solve business problems. HR matters when it can point to human capital problems that limit the ability of the organization to achieve business priorities and can provide HR solutions to those problems.

Day 2: HRM to HCM

HR must become a strategic core competency rather than a market follower. A high performance work system that creates real shareholder value is not a commodity that can be benchmarked from other organizations.

Day 3: Strategic Competences

Strategic competencies are more important than functional competencies. The most important value creating HR competency is the ability to understand the human capital dimension of each of the organizations key business priorities and be able to communicate how solving these human capital problems will directly affect operating performance.

 Day 4: Process Redesign

HRM practices must be an integral part of company systems and be integral to the organization capability development. To contribute to performance HR practices and processes must fit with each other and with the strategy and design of the business. HR should have a full partnership role in the following business processes:

1. Developing Strategy
2. Designing the Organization
3. Change/Process Implementation
4. Integrating Performance Management Processes and Practices

 Day 5: Integrating Systems

One of the most important challenges every HR function faces is to reinvent its structure and approach so that it can deliver the kinds of systems and business partnership behavior that will make its organization more effective. It also requires that decision makers share a focus on one essential question: how do we architect and implement a HR strategy that is aligned with business priorities and capable of rapidly adapting to a shifting competitive landscape?