Comprehensive Strategic Human Resource Management (SHRM)

Introduction:

The course introduces participants to the emerging discipline of Strategic Human Resource Management (SHRM) using interactive methods. The following objectives will guide participants during this SHRM course:

The principle of the case study is to illustrate the importance of SHRM for achieving the organization's long-term goals. This is achieved through active involvement from employees in various perspectives.

When discussing the strategic importance of human resources, the transition to SHRM typically requires applying a competence-based view of human resource policy.

Key stakeholders and their roles will be addressed. Virtualization benefits and the emphasis on SHRM within global multicultural structures will be explored, alongside recommendation processes.

There is a noticeable functional diversity within SHRM that exceeds its conceptual development. This has been confirmed through email and personal interviews with local SHRM participants.

Empirical analysis of SHRM has been conducted as a mechanical procedure, with a focus on Geertz's interpretation of Parsons’ rational operationalism.

Objectives:

• Driving the creation of the Organizational Competence Dictionary
• Evaluating existing HR Strategic Ends, Means, Directives, and Activities
• Implementing initiatives to improve the Employee Journey and Learning Environment
• Bridging the Learning & Development Department with other business perspectives to ensure L&D KPIs alignment

Training Methodology:

• Workshops
• Case Work
• Role Plays
• Discussions
• Conferences
• Intervention Projects
• Planning Sessions

Course Outline:

Unit 1: The Global Trends in Human Resources Management

• Understanding the VUCA World
• Future Workforce Trends (Global Trends)
• Shifting from Job Mentality to Role Mentality
• Applying HR Functional Strategy in Tactical Business Plans using the Business Motivation Model (BMM)
• HR Ends (Vision, Goals, Objectives)
• HR Means (Mission, Strategies, Actions)
• HR Conducts (Rules and Policies)

Unit 2: Assessing Influencers and Drafting Strategies

• Conducting HR PESTEL and SWOT analyses for strategic structuring
• Understanding Business Influencers before drafting strategies
• Strategy Cascading to Executives
• Assigning workloads and necessary competencies
• Developing a Competency Dictionary with Behavioral Indicators

Unit 3: Balancing all the Contributive Human Resources Sub-Systems

• Competencies and Manpower Planning
• Competencies and Organizational Development (Job Designing, Succession Planning, Replacement Charts)
• Competency and Beyond Hay Group Methods in Job Evaluation
• Competency and Recruitment Process
• Competency and Payroll Administration

Unit 4: Process Audit (Designing an Effective Employee Experience)

• Re-examining the Orientation Process
• Re-examining Learning & Development KPIs
• Re-assessing Training Needs and Competency Gaps
• Re-evaluating Training Activities and Closing Competency Gaps
• Fostering Organizational Culture (Initiating Programs to Achieve Goals)

Unit 5: Process Audit (Designing an Effective Employee Experience Part 2)

• HR Attrition and Retention Programs (Cost-Effectiveness)
• Calculating the Cost of Turnovers
• Analyzing Exit Plans (Termination, Retirement)
• Creating Knowledgeable Organizational Learning Innovations and Transferable Knowledge Assets