Business Strategy for HR Leaders

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 shifts – 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

DAY 5 – How to evaluate and calculate added value from HR

The concept – HR as a profit centre – copy of the International Croners 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