Strategic Human Resource Leadership
Introduction:
As business increasingly recognises the critical role of its people in delivering their strategic goals, HR and its activities become pivotal as strategic differentiators.
This four day programme has been developed specifically to address the changing role of HR in modern business organisations and to provide a structured but flexible approach to examining and developing HR’s role in leading the organisation forward to achieve its strategic goals.
Aim and Objectives:
The Aim of the programme is to add value to participants’ organisations by enabling them to grow their HR role as a strategic contributor to their organisations.
The Programme Objectives seek to ensure that by the close on Day 4, each participant will have
Extended their knowledge of HR best practice
Shared with and learned from the experiences of
other participating managers
Had the opportunity to address their company’s key strategic HR issues
Produced an action plan to ensure that they and their organisations display all necessary features of HR best practice
Approach and Style:
The programme will use a combination of input on best global best practice, case studies, breakout exploration exercises and An ongoing mini project. The latter will invite participants to identify a key strategic HR issue facing their organisation and, working in small teams, address the issue to produce recommendations for action.
Each participant will have the opportunity to relate their own level of competences to those required of world class HR practitioners.
Each participant has the opportunity for contact with the programme leader before the final balance of the programme is produced, to identify specific areas of interest and need for them
The programme leader’s approach is stimulating, participative and based upon substantial experience in many business sectors in Europe, the Middle East, Asia and the United States
Market:
The programme will be of considerable interest and relevance to executives and managers who wish to examine the contribution to be made by HR as well as those who already hold a position of significance within the HR function
Outline Content of the Programme:
Establishing the context of business
The challenges of a turbulent environment
Developing resilience to overcome barriers and to capitalise on competences
Building the role of HR in this environment
Strategic Thinking and the Strategising Process
Securing a strategic perspective on the business
Building strategies, the tool kit
Planning to execute strategy
The Role of HR in the business 1
Positioning the role of HR. the Ulrich Model; strategic partner, change agent, employee champion and administrative expert
HR’s role as leader; Acting as an Ambassador and establishing personal credibility based on integrity, competence and professional qualities
The Role of HR in the business 2
What the Organisation requires from the HR function and HR in
the core competence framework of our business
How HR can make a difference
Red thread connections between business strategy and HR
Building and agreeing psychological contracts
HR – The Metrics, value creator or cost drain?
Value, the ultimate evaluator
Assessing human capital worth
HR as a Cost or as an investment
Balanced Scorecard s and HR
The Strategic Leadership of Change
The nature of change and ambiguity
Handling emergent and imposed issues
Managing resistance
The CAP tool for managing the change process
Stakeholder analysis & Building a powerful business case
Communication, style and change
Organisation Development & our Role in Culture Change
Developing our organisation; the McKinsey 7xS model
Downsizing, outsourcing and off-shoring; HR’s role
Planning for a future role: finding our blue ocean – innovation as a key differentiator; HR’s role
Securing engagement; motivating and inspiring
The meaning and significance of culture
Working in and with other cultures
Assessing our own organisation’s culture
Managing culture change; including through M&A-led change
Talent Management
Identifying your company’s talent requirements
Assessing the quality of internal talent; strategies, tools and techniques; the role of psychometrics
Coaching and Mentoring
Identifying potential; is there a role for hipos?
Building pipelines for success
Career management
Retaining our talent
HR as a Model for Excellence
The nature of HR Excellence
Sharing best practice across the organisation
Collaborating and network building
Moving towards virtual organisations
Producing an HR Charter; to what do we wish to commit ourselves?
Consolidating HR strategies, policies and actions
Personal HR Competence
Reviewing our own HR competences and relating them to the desired profile
Constructing your Personal Development Plan
August 02-06, 2010
Dubai
Fee 3100 EUROS
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