Embed Size (px)
Citation preview
111ContactiIET+1(818)294-3634Email:[email protected]
AsanHRmanager,canyouarticulateyourcompany’sbusinessgoalsandstrategy?Doyouknowhowbesttoalignyourhumanresourcetoolsandexpertise—fromrecruitment,totalentmanagement,toengagement—tosupportthisstrategy?ThisMBAleveladvancedHRmanagementprogramprovidesabroad,organizationalperspective,layingthefoundationforyoutoidentify,develop,andmeasureHRinitiativescriticaltoyourfirm’sbottom-linesuccess.Theroleoftoday’sHRmanagerdemandsbroadresponsibilitiesthatincludeorganizationalleadershipandstrategicthinking.Astheprofessionevolves,HRdepartmentsarebeingcalledupontomakebigger-picturedecisionsandtoexecutewell-definedHRstrategiesthatalignwithlargerorganizationalstrategies.Strengtheningtheemployer-employeerelationshipisthestrategicroleofahumanresourcesmanager.However,there’smorethanmeetstheeyetodoingthis.Humanresourcesmanagersformulateworkforcestrategyanddeterminethefunctionalprocessesnecessarytomeetorganizationalgoals.TheirjobrequiresexpertiseasanHRgeneralist,whichmeanstheymustbefamiliarwitheveryhumanresource‘sdiscipline.
ProgramOverview
TheiIETisrecognizedbySHRMtoofferProfessionalDevelopmentCredits(PDCs)fortheSHRM-CPSMorSHRM-SCPSM
IndependentlyAssessedandEndorsedbySHRM,theworld’slargestHRprofessionalsociety,representing285,000membersinmorethan165countries.
TheInternationalInstituteforExecutiveTraining(iIET)isregisteredwiththeNationalAssociationofStateBoardsofAccountancy(NASBA)asasponsorofcontinuingprofessionaleducationontheNationalRegistryofCPESponsors.State boards of accountancy 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 web site: www.nasbaregistry.org
ContactiIET+1(818)294-3634Email:[email protected]
2
1.LearnthelatestthinkingregardingthechangingroleoftheHRbusinesspartner/professional
2.Developmodelsofstrategyandvaluecreation
3.LearnthetoolsneededtostrategicallyalignHRactivitieswithorganizationalstrategicaction
4.UnderstandHR’sroleasavitalcontributortoyourorganization’ssuccess
5.Discoverstrategiestoattractandretaintoptalent
6.Examinebestpracticesformanagingperformanceandcreatingcompensation,trainingandbenefitsystemsthatdrivebottom-lineresult
BenefitsofaSHRMRecognizedCourse• EndorsedbyNASBA,theofficialboardthatregulatesaccountingandfinancialeducationintheUnitedStatesofAmerica.
• Ourcourseshavebeenindependentlyassessedtoensureaconsistentandhighqualityservice.
• Thisprovidesproofthatwecomplywithindustrybestpracticesandmadeacommitmenttothedeliveryofhighqualitycontinuingprofessionaleducation
• BeingaregisteredNASBAsponsordemonstratesthatourpresentersandprogramdevelopershavevasttechnicalknowledgeandexperience.
• Earn40ProfessionalDevelopmentcredits(PDU)unitsfromSHRM
KeyTakeaways
TM
333ContactiIET+1(818)294-3634Email:[email protected]
Delegatesmustmeetthefollowingcriteriatobeeligibleforcertificateofcompletion:
1. Attendance–delegatesmustattendallsessionsofthecourse.DelegateswhomissmorethantwohoursofthecoursesessionswillnotbeeligibletositfortheStrategicOperationsBusinessExecutive(SOBE)TMExamination.
2. Successfulcompletionofthecourseworkandexam–UponcompletionofthistrainingcourseyouwillreceiveyourcertificatefromiIET,aninternationallyaccreditedlearningcenterrecognizedbyQualifiLtd.,aUKgovtrecognizedawardingorganization.
TM
HumanResourceSpecialists,andotherHRprofessionalsatallcareerlevelsworkingintheareasof…• HRPoliciesandProcedures• EmployeeRelations• EmployeeCommunications • PersonnelAdministration
WhoShouldAttendThisProgram
3
Our unique approach brings together…
• Internationallyaccreditedlearningcenter• latest case studies from the worlds top companies • most cutting-edge multimedia available
Our course content is designed to fit every learning style and support the non-English speaking audience.
WhyPeopleChoosetolearnwiththeiIET…
*Successful completion of the course makes you a Certified Strategic Human Resource Professional. You can use the designation of SHRP™ on your resume and business card.
ContactiIET+1(818)294-3634Email:[email protected]
-TopicsThatWillBeCovered-AligningCorporateStrategytoHumanResourceStrategy
• CorporateVisionandMissionStatements• Howoperationsdeliversthestrategy• WhatisStrategy?• StrategicProjectPlanning:Toplanornot
toplan?• Thetriggeringevent• DefiningCorporateStrategyand
CompetitiveAdvantage• CaseStudy:Walmart
StrategicHumanResources
• StrategicHumanResourcesManagementOverview
• ThechangingroleoftheHRprofessional• PurposeofStrategicHumanResource
Planning• The4stepsoftheHRPlanningProcess• The6stepsofHRstrategydevelopment• CaseStudy:Walmart
TheToolsandTechniquesforHumanResourceStrategicAnalysis
• HRMetricsforOrganizationalEffectiveness
• Benchmarking• BalancedScorecardApproach• StrategyMapping• SWOT/PESTAnalysis
Mckinsey7SFrameworkforEvaluatingHRStrategy
• Whentouse7SFramework• The7ElementsofStrategyEvaluation• Howtousethe7SframeworkinHR• Askingtherightquestions
StrategicHumanResourcesManagement
• TheimportanceofHRpoliciesandproceduresandHRmanuals.
• ThebasiccomponentsofaprofessionalHRpolicies
• RoleofHRmanualsandemploymentcontractsinemployeeengagementandcommunications
• HRstrategyandpolicyimplementation• CaseStudy:HRMetricsInternationalHumanResourcesManagement• HRinglobalorganizations• Categoriesofemployment• Developinginternationalassignment• Globaltalentmanagement• DoingBusinesswithdiversecultures
GeertHofstede’sCulturalDimensionsModel
TM
4
555ContactiIET+1(818)294-3634Email:[email protected]
The6PrinciplesofGlobalTalentManagement
• AlignmentglobaltalentmanagementwithcorporatestrategyusingexamplefromGeneralElectric(GE)
• InternalConsistencyusingexamplefromSiemens
• CulturalAlignmentofManagement:aligningglobaltalentwiththecorporatecultureusingexamplefromIKEAandIBM
• InvolvementofalllevelsofmanagementusingexamplefromProcterandGamble(P&G)
• ABalanceofglobalandlocalneeds,theimportanceofconsistencyusingexamplefromRollsRoyce
• EmployerbrandingthroughdifferentiationusingexamplefromShell
ChangeManagement
• Theemotionalcycleofchangemanagement
• KurtLewin’sModelofchangemanagement:The3stagesofchange
• JohnKotter’s8StepChangeModel• TheRoleofHRinChangeManagement• HRasaanagentforchange
PerformanceManagement
• Definition• Functionsofperformancemanagement• Factorsinfluencingperformance
management• ThePerformanceManagementCycle
CompensationStrategy
• Keyelementsofdevelopingacompensationstrategy
• Compensation:Creatingtherightincentives
• TypesofCompensation• EquityTheory• TheNewApproachtoCompensation• TheKeyQuestionstoaskwhencreatinga
compensationschematicEmployerBranding
• EmployeeAttractivenessComponents• Google,Starbucks,andAppleemployer
branding• Employerbrandingresearch• GoalsofEmployerBranding• The5-stepstobuildinganemployer
brandMotivation
• MotivationandCompensation• MotivationalTheories:Maslowand
Herzberg• Motivationthroughjobdesign’• Motivationthroughrewards• “WhatReallyMotivatesUs?”• CaseStudy:VirginMedia
TM
-TopicsThatWillBeCovered-
5
ContactiIET+1(818)294-3634Email:[email protected]
EmployerEngagement
• Goaloftheemployerandtheemployee(ThePrincipleAgentProblem)
• FactorseffectingEmployeeEngagement• Howtoaddressthefactorseffecting
EmployeeEngagement• CaseStudy:Harrods
AchievingWork-LifeBalance
• Theimportanceofwork-lifebalance• Thebenefitsofmanagingthework-life
balance• Thebusinesscaseforwork-lifebalance• Employmenttrendstoimprovework-life
balanceLeadingaFourGenerationWorkforce
• Identifythevalues,expectations,andissuesthatshapethemultigenerationalworkenvironment.
• Eightguidelinesforfosteringcross-generationalrelationships.
• Communicationtipsspecifictoeachgeneration.
• Motivateandinspireindividualsfromallgenerations.
Leadership• EmotionalIntelligence• LeadershipStylesandTraits• Hershey-BlanchardSituational
Leadership• Specialdemandsonprojectmanagers• Projectcommunications• Characteristicsofsuccessfulproject
management• Managementstyles,leadershipand
motivation
TM
-TopicsThatWillBeCovered-
6
Thiscoursewillprovidein-depthperspectivesfromthefollowingcompanies…
