Leading Strategic Human Resource Transformation

Introduction:

HR Management is no longer constraining itself to basic business functions but is starting to align itself with strategy-making. ‘The Chartered Institute of Personnel’ has pointed out this change and demanded that HR professionals stop being simply specialists who maintain constant functions and instead become drivers and agents for change within the organization.

The Leading Strategic Human Resource Transformation course is a unique training program aimed at providing HR practitioners with the skills required to embrace this new path, positioning themselves as essential cogs in their organization’s strategic development and implementation.

Given the increasing importance of strategic HR leadership and its contribution to an organization’s success, this course equips participants with the tools to develop and assume the position of a strategic HR leader. By the midpoint of the program, participants will be ready to emphasize strategic HR within their organizations.

Participants will gain a deep understanding of strategic HR and explore the processes of strategic HR leaders who perform dual roles as architects of HR transformation strategies and leaders of HR digital transformation initiatives.

The course balances conventional human resource management practices with innovative approaches aligned with the overall strategy of the organization. Recognized as one of the leading programs in this area, it complements the experiences gained at top HR transformation conferences with the latest developments in strategic HR practices.

Objectives:

At the close of this Leading Strategic Human Resource Transformation Course, participants will:

• Benefit from the introduction of a new ‘strategic process’ of practicing HR, understanding all the components that connect employees and direct them towards organizational objectives.
• Apply the 6 S model to align strategic organizational goals with specific HR objectives, ensuring all HR activities support overarching business strategies.
• Formulate HR strategic action plans that align with business strategy and needs, ensuring successful implementation of organizational strategies.
• Provide relevant data in context, enabling the creation of tactical plans for future decision-making points.
• Conduct business information interviews and effectively communicate key insights to sustain the attention of key audiences.
• Utilize insights on employment and performance trends to predict the future and leverage competitive advantages.
• Build professional courage to drive and support organizational change through HR initiatives.
• Develop business action plans that assign strategic tasks, ensuring effective implementation of HR strategies.
• Translate current trends into increased returns on human capital investments, enhancing productivity.
• Demonstrate fiscal control and create ROI, showcasing the financial impact of HR strategies.
• Perform trend analysis to identify key HR issues and prepare the organization for uncertainties through emergency planning.
• Lead an HR team to achieve strategic objectives, enhancing collaboration and alignment with business goals.

Training Methodology:

• Interactive workshops and group discussions
• Case studies and real-world scenario analysis
• Role-playing exercises
• Strategic HR project simulations
• Cross-pollination among classmates
• Journals and self-reflections
• Regular feedback and coaching responsibilities

Course Outline:

Unit 1: The Formulation of Strategy

• Understanding the importance of elevating the HR function to the executive level.
• The relevance of strategy in achieving the organization’s vision, mission, and operating plans.
• Strategy as a planning process.
• The new HR model – Creating an HR strategy building block using Mvs’s 10-step process.
• The strategic model and its application.

Unit 2: Translating Strategic Needs into Organizational Objectives

• Formation of HR budgets.
• Establishing strategic goals and implementing them using the “HR 6 S” model.
• Constructing general business action plans.
• Strategic action plans – Encouraging commitment and involvement.
• Executive-level costing and operational spending plans.

Unit 3: Understanding Predictive Trends & Management Information

• Adopting a broader perspective on HR strategy.
• The necessity of forecasting for executives.
• Utilizing predictive information for trend analysis.
• Software tools for predictive planning and trend analysis.
• Incorporating succession and emergency planning into strategic HR.

Unit 4: Key Performance Factors – Maximizing Human Capital

• Tools for measuring organizational maturity and culture.
• The correlation between performance and competence.
• Human capital valuation – Purposes and methods.
• Identifying crucial performance indicators.
• Delivering strategic insights at the executive level.

Unit 5: Market Trends and Advanced HR Management

• Analyzing global employment and inclusion trends.
• Monitoring business climate shifts affecting leadership and staffing.
• Adapting to changing HR trends and understanding their implications.