Code Date Venue Fees
HR045 27 Nov - 01 Dec 2017 New York - USA $6,950 Register
Home » Seminars » Human Resource Management » Strategic HR Business Partner

Introduction

The conversation about HR having a “seat at the table” is over. The question, then, becomes, what do you do now that you are seated? The HR function has a seat; one that is increasingly being populated by an HR Business Partner who is strategically aligned with business units, rather than or in addition to the centralized HR unit.

Many organizations, though, have experienced problems with installing the HR Business Partner model by filling the role with HR generalists, who are long on tactical skills but short on strategic skills, especially in Organizational Structure and Design. When this happens, the partnerships prove frustrating on both the Business unit side and the HR side.

What this demonstrates, more than ever, is that the HR Business Partner needs to possess a whole new set of competencies, some of the related to the business side of their job and some of them related to the HR side of their job.

The seminar will focus on the true competencies needed to become a true “business partner.” For those who are new to the role, the seminar will help with planned interventions to develop the required competencies. For those who are currently in the role, the seminar will help with enhancing those competencies.

This seminar will highlight:

  • Building financial and analytical capabilities and develop business acumen
  • How to use that business acumen to support the strategic initiatives of the business unit
  • Improve the Human Capital of the business unit through engagement, collaboration and retention strategies
  • Building competencies around Relationship Management and Consultation to improve execution of plans and program

Objectives

HR’s focus will always be people: acquiring, developing and retaining talent. The roles that HR plays in today’s organization have become more complex than ever. They include administrative and operational tasks as well as the more strategically oriented activities of the HR Business Partner. More than ever, HR needs to see the “big picture” and how HR processes and activities can be aligned with the organization’s overall strategy to create a stronger and more focused organization. At the end of the seminar, participants will understand how to:

  • Participate in creating the business unit’s strategic orientation by broadening the focus of HR to include, global, long-term and forward thinking strategies
  • Align the HR strategy with the business unit by forecasting human capital needs, developing talent and increasing organizational effectiveness
  • Support other functional areas in their roles by identifying new knowledge skills and abilities requirements and supporting succession planning program
  • Identify and support internal and external stakeholders in order to strengthen relationships throughout the organization and the community
  • Use technology to capture and analyze data, reduce transactional time and focus on core capabilities of the internal HR function

At the end of this seminar, you will learn to:

  • Improve financial literacy, identify quantifiable benefits of talent initiatives and justify investments
  • Build a talent scorecard that aligns key talent metrics with business objectives
  • How to turn values into observable behaviors
  • How to accelerate and drive change but also how to sustain change initiatives
  • Develop a plan to enhance and improve required skills and competencies

Training Methodology

The seminar will utilize a variety of methods including case studies, videos and other media as well as power point slides to communicate and deliver the seminar objectives. The seminar is interactive and will require participation in both small groups and with the entire audience.

Organisational Impact

There is a new set of expectations on the HR function and these expectations are rooted in the competencies of the HR Business Partner Model. They are critical to defining what makes a successful HR professional in todays’ business environment and to how those competencies will impact both business performance and the role of HR.

  • Help the business unit stay aligned with the strategic orientation of the business by understanding the logic behind the plan and the value of the goals
  • Control drift by actively resisting satisfaction with the status quo and by challenging the effectiveness and efficiency of all the policies and procedures
  • Focus on core competencies, understanding what the business unit is good at and focusing their efforts where those core competencies can have the best impact
  • Organizations are composed of interrelated parts. Systems thinking requires us to understanding that making changes in one area will most likely require changes in others
  • Using structure as a strategic level to magnify the results of the units efforts

Personal Impact

The participant will enhance their own competencies as a HR Business Partner and be able to apply these competencies to their own organizations.

  • The HR Business Partner must possess the knowledge skills and abilities required to perform their duties effectively
  • Technical expertise is important but being able to apply that technical knowledge to strategic situations is essential to success
  • The core competencies of the HR Business Partner are different than those of the HR Generalist. Understanding and developing those competencies is essential
  • Application of the essential competencies is just as important as understanding and developing them
  • The ability to effectively exchange information with stakeholders
  • The ability to manage interactions to provide service and support to the organization

Who Should Attend?

HR professionals at all levels can benefit for the course as can operational managers who need the support of their HR Business Partners to achieve their strategic objectives. The seminar will greatly benefit:

  • Newly appointed HR Business Partners
  • Experienced HR Business Partners
  • Those who supervise the HR Business Partner
  • Business unit staff who work with the HR Business Partner

Seminar Outline

DAY 1

Redesigning the Human Resource Department

  • The development of the Business Partner Model
  • Introduction to the base model and its variations
  • How the HR function has changed and the impact on the profession
  • Critical Management Skills for HR Professionals
  • Business and HR strategies

DAY 2

Building Financial and Analytical Capability

  • The decision science of talent analytics
  • Building financial acumen
  • Improving financial literacy
  • Acting on meaningful analytics
  • Making a Business Case

DAY 3

Strategies for Improving the Workplace Through Engagement, Collaboration and Retention 

  • Review important advances in talent practices
  • The ROI of engagement, collaboration and retention
  • Building trust and transparency
  • The drivers of engagement, collaboration and retention
  • Human behavior, values and observable behavior

DAY 4

Consulting and Execution Skills

  • Skills and competencies of the HR Business Partner
  • Building coalitions and alliances
  • Change management and sustainability
  • The migration of the HRBP

DAY 5

Examples of Strategic Initiatives

  • Organizational Effectiveness and Development
  • Standardization of HR processes and procedures
  • Lean Human Resources
  • Using technology to increase effectiveness and efficiency

Accreditation

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Strategic HR Business Partner


Upcoming Dates

Code Date Venue Fees
HR045 27 Nov - 01 Dec 2017 New York - USA $6,950

This seminar is pre-approved by HRCI (Human Resource Certification Institute) which qualify for general re-certification credit hours of HR Professionals. The use of this seal is not an endorsement by HR Certification Institute of the quality of the seminar. It means that this seminar has met HR Certification Institute’s criteria to be pre-approved for recertification credit.

Introduction

The conversation about HR having a “seat at the table” is over. The question, then, becomes, what do you do now that you are seated? The HR function has a seat; one that is increasingly being populated by an HR Business Partner who is strategically aligned with business units, rather than or in addition to the centralized HR unit.

Many organizations, though, have experienced problems with installing the HR Business Partner model by filling the role with HR generalists, who are long on tactical skills but short on strategic skills, especially in Organizational Structure and Design. When this happens, the partnerships prove frustrating on both the Business unit side and the HR side.

What this demonstrates, more than ever, is that the HR Business Partner needs to possess a whole new set of competencies, some of the related to the business side of their job and some of them related to the HR side of their job.

The seminar will focus on the true competencies needed to become a true “business partner.” For those who are new to the role, the seminar will help with planned interventions to develop the required competencies. For those who are currently in the role, the seminar will help with enhancing those competencies.

This seminar will highlight:

  • Building financial and analytical capabilities and develop business acumen
  • How to use that business acumen to support the strategic initiatives of the business unit
  • Improve the Human Capital of the business unit through engagement, collaboration and retention strategies
  • Building competencies around Relationship Management and Consultation to improve execution of plans and program

Objectives

HR’s focus will always be people: acquiring, developing and retaining talent. The roles that HR plays in today’s organization have become more complex than ever. They include administrative and operational tasks as well as the more strategically oriented activities of the HR Business Partner. More than ever, HR needs to see the “big picture” and how HR processes and activities can be aligned with the organization’s overall strategy to create a stronger and more focused organization. At the end of the seminar, participants will understand how to:

  • Participate in creating the business unit’s strategic orientation by broadening the focus of HR to include, global, long-term and forward thinking strategies
  • Align the HR strategy with the business unit by forecasting human capital needs, developing talent and increasing organizational effectiveness
  • Support other functional areas in their roles by identifying new knowledge skills and abilities requirements and supporting succession planning program
  • Identify and support internal and external stakeholders in order to strengthen relationships throughout the organization and the community
  • Use technology to capture and analyze data, reduce transactional time and focus on core capabilities of the internal HR function

At the end of this seminar, you will learn to:

  • Improve financial literacy, identify quantifiable benefits of talent initiatives and justify investments
  • Build a talent scorecard that aligns key talent metrics with business objectives
  • How to turn values into observable behaviors
  • How to accelerate and drive change but also how to sustain change initiatives
  • Develop a plan to enhance and improve required skills and competencies

Training Methodology

The seminar will utilize a variety of methods including case studies, videos and other media as well as power point slides to communicate and deliver the seminar objectives. The seminar is interactive and will require participation in both small groups and with the entire audience.

Organisational Impact

There is a new set of expectations on the HR function and these expectations are rooted in the competencies of the HR Business Partner Model. They are critical to defining what makes a successful HR professional in todays’ business environment and to how those competencies will impact both business performance and the role of HR.

  • Help the business unit stay aligned with the strategic orientation of the business by understanding the logic behind the plan and the value of the goals
  • Control drift by actively resisting satisfaction with the status quo and by challenging the effectiveness and efficiency of all the policies and procedures
  • Focus on core competencies, understanding what the business unit is good at and focusing their efforts where those core competencies can have the best impact
  • Organizations are composed of interrelated parts. Systems thinking requires us to understanding that making changes in one area will most likely require changes in others
  • Using structure as a strategic level to magnify the results of the units efforts

Personal Impact

The participant will enhance their own competencies as a HR Business Partner and be able to apply these competencies to their own organizations.

  • The HR Business Partner must possess the knowledge skills and abilities required to perform their duties effectively
  • Technical expertise is important but being able to apply that technical knowledge to strategic situations is essential to success
  • The core competencies of the HR Business Partner are different than those of the HR Generalist. Understanding and developing those competencies is essential
  • Application of the essential competencies is just as important as understanding and developing them
  • The ability to effectively exchange information with stakeholders
  • The ability to manage interactions to provide service and support to the organization

Who Should Attend?

HR professionals at all levels can benefit for the course as can operational managers who need the support of their HR Business Partners to achieve their strategic objectives. The seminar will greatly benefit:

  • Newly appointed HR Business Partners
  • Experienced HR Business Partners
  • Those who supervise the HR Business Partner
  • Business unit staff who work with the HR Business Partner

SEMINAR OUTLINE

DAY 1

Redesigning the Human Resource Department

  • The development of the Business Partner Model
  • Introduction to the base model and its variations
  • How the HR function has changed and the impact on the profession
  • Critical Management Skills for HR Professionals
  • Business and HR strategies

DAY 2

Building Financial and Analytical Capability

  • The decision science of talent analytics
  • Building financial acumen
  • Improving financial literacy
  • Acting on meaningful analytics
  • Making a Business Case

DAY 3

Strategies for Improving the Workplace Through Engagement, Collaboration and Retention 

  • Review important advances in talent practices
  • The ROI of engagement, collaboration and retention
  • Building trust and transparency
  • The drivers of engagement, collaboration and retention
  • Human behavior, values and observable behavior

DAY 4

Consulting and Execution Skills

  • Skills and competencies of the HR Business Partner
  • Building coalitions and alliances
  • Change management and sustainability
  • The migration of the HRBP

DAY 5

Examples of Strategic Initiatives

  • Organizational Effectiveness and Development
  • Standardization of HR processes and procedures
  • Lean Human Resources
  • Using technology to increase effectiveness and efficiency

Quality Logo

GLOMACS is registered with NASBA as a sponsor of Continuing Professional Education (CPE) on the National Registry of CPE Sponsors. NASBA have final authority on the acceptance of individual courses for CPE credit. Complaints regarding registered sponsors may be submitted to the National Registry of CPE Sponsors through its website: www.learningmarket.org.

 

All Training Seminars delivered by GLOMACS by default are eligible for CPE Credit.

Quality Logo

GLOMACS is proud to hold the Approved Provider status with HR Certification Institute (HRCI), an internationally recognized certifying organization for the human resource profession. This partnership grants us the ability to provide pre-approved HR Seminars which qualify for re-certification credit of HR Professionals as signified by the Approved Provider seal in the seminar outline.

The use of this seal is not an endorsement by the HR Certification Institute of the quality of the activity. It means that this activity has met the HR Certification Institute’s criteria to be pre-approved for recertification credit.



© 2017. Material published by GLOMACS shown here is copyrighted.
All rights reserved. Any unauthorized copying, distribution, use, dissemination, downloading, storing (in any medium), transmission, reproduction or reliance in whole or any part of this course outline is prohibited and will constitute an infringement of copyright.

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