Business Strategy for Human Resource Leaders

OBJECTIVES
• Understanding and developing HR Strategy – what strategic tools should be used – collecting information useful to the organization
• Use of the new and advanced strategic model – developed 2008 (delegates will get a color copy of this model for use back at work)
• Understanding and implementing HR Strategy Using Strategic action plans to be able to translate strategy into action
• Understand how to Transform HR from a cost to and added value activity
• Be able to measure HR return on Investment
• Managing and developing corporate culture and leadership skills
• Using predictive skills for future trend analysis and long-distance planning
• Understand how to organize the workforce for the 21st century
WHO SHOULD ATTEND?
• HR personnel who need to future focus on providing the full range of new HR skills
• Senior personnel and those building a career who wish to fully understand the new HR direction and purpose
COURSE OUTLINE
DAY 1 – Strategy and HR
• Program introductions and objectives
• Level four HR – introduction to the concept and plotting current position
• The need for strategy – the l strategic model – outline
• Case study – Marks and Spencer – DVD and exercise
• New thinking – the role of creativity in a changing business world paradigm shift – DVD and exercise
• Sysco approach to HR strategy – DVD and discussion
• The new model for HR strategic formation 2008 – specialist handout
• New activities in the 21st century HR function – group exercise
• Review of day one
DAY 2 – How to translate strategy into business action plans
• From strategy into planning – The 7 S process
• How to use of strategic action plans to get results
• Tools to make strategy work – no plan – you will be in trouble with getting results – Cunard case study
• How to make time for strategy
• The new shape and role of tomorrows’ HR – already in use in tow major companies in the Middle East
DAY 3 – Re-designing people to get strategic advantage
• New method of working – the 21st century model – employment trends – a global view
• Measuring what’s needed in the organization – DVD
• The creation of the dynamic leader – the transition from manager to leader
• How to measure leadership style – questionnaire
• Creating empowered teams – DVD case studies (Range Rover and Toshiba) and exercise – should HR take the lead?
• The new ratios of management and supervision to employees
DAY 4 – Key skills needed to produce strategic predictive trends
• Predictive manpower planning (HRP) the new direction of HR
• What existing data produces trends? Exercise
• How to produce predictive information – practical examples – specialist handout
• Helping the business by transforming existing data into management knowledge
• Locking predictive trends into succession planning
DAY 5 – How to evaluate and calculate added value from HR
• The concept – HR as a profit Centre – copy of the International Corners article printed in 2008
• Use of the seven-step model to measure ROI on HR activities – example
• The role of corporate culture from design to measurement
• Making the case HR from a cost Centre to a profit Centre