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©SHRM 2014SHRM Confidential
1
©SHRM 2014
SHRM Regional Council
Business Meeting
SHRM Seminars Jeanne Morris, Director Educational Programs
Bhavna DaveDirector of Talent
SHRM member since 2005
February 6 – 7, 2015Hyatt Regency Miami
Miami, Florida
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©SHRM 2014
SHRM Seminars – Spring 2015 ScheduleChapter Partnerships
SHRM HeadquartersAlexandria, VA
Ft. Lauderdale, FL March 30- April 1•HR Palm Beach•HRA Broward Co.
Boston, MA April 8-10NEHRA
New York, NYMay 11-13
Chicago, ILMay 4-6Chicago SHRM
Seattle, WAMay 18-20•Seattle SHRM•Lake Washington HRA•South King HRA•SMA Seattle
Denver, COApril 20-22Mile High SHRM
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SHRM Seminars – New Programming Aligned to the Competency Model
SHRM Seminars utilize experiential learning to shift from the “what” to the “how” to apply knowledge for successful job performance.
New Programs include:
• Communication and Credibility for HR Professionals
Talent Management Series
• Expanding Your Influence: A Coaching Experience for Emerging Leaders
• Workforce Planning Strategies to Support Organizational Needs
• Conflict and Relationship Management • Creating a Talent Acquisition Strategy• HR’s Role in Employee Learning &
Development
• Succession Planning
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©SHRM 2014
Aligning SHRM Seminars to Competencies
Steps taken to identify the appropriate top 2 (primary/secondary) competencies for each of the SHRM® Seminars:
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Critical Course Tasks
HR Expertise Functional Area Responsibility
Statements
HR Expertise Functional Area
Behavioral Competency – Key Behaviors
Behavioral Competency
Design a compensation philosophy and structure that aligns with an organization’s mission and vision
Designing and implementing appropriate pay, benefit, incentive, and separation/ severance systems and programs
Total Rewards Developing HR business strategies to drive key business results
Business Acumen
Making sound decisions based on evaluation of available information
Critical Evaluation
• Conduct a workforce analysis
• Analyze current jobs in the organization
Perform accurate job analyses and evaluations
Total Rewards Gathering critical information.
Critical Evaluation
Compare jobs to market data to determine pay bands
Complying with compensation and benefits practices, laws, and regulations
Total Rewards Analyzing large quantities of information from research and practice
Critical Evaluation
SAMPLE: Mapping Critical Tasks to CompetenciesCompensation Essentials
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Critical Course Tasks
HR Expertise Functional Area Responsibility
Statements
HR Expertise Functional
Area
Behavioral Competency – Key Behaviors
Behavioral Competency
Demonstrate effective internal consulting skills to:
Consulting on important workplace issues with key stakeholders
Employee Engagement
Listening to business leaders’ challenges
Consultation
• Support the strategic drivers of the organization
Consulting on, planning, and designing organizational structures that align with the effective delivery of activities in support of the achievement of organizational strategy
Organizational Effectiveness & Development
Applying creative problem-solving to address business needs and issues
Consultation
Aligning HR strategy, goals, and objectives to overall business strategy and objectives
Business Acumen
• Support the financial drivers of company performance
Aligning HR strategy, goals, and objectives with overall business strategy and objectives, to drive business results
Business & HR Strategy
Identify opportunities to provide HR and business solutions that maximize ROI for the organization
Consultation
Demonstrating fluency in the language of business administration as used by senior leaders
Business Acumen
SAMPLE: Mapping Critical Tasks to CompetenciesHR Business Partners
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Critical Course Tasks
HR Expertise Functional Area Responsibility
Statements
HR Expertise Functional
Area
Behavioral Competency – Key Behaviors
Behavioral Competency
Influence and collaborate with people at all levels of an organization
Evaluating and influencing workplace cultures and norms that allow for collaboration and effectiveness
Employee Engagement
Developing strategic relationships with internal and external stakeholders
Relationship Management
Build cross-cultural relationships and partnerships
Global & Cultural Effectiveness
Manage conflict strategically
Recognizing and eliminating barriers to organizational development and effectiveness
Organizational Effectiveness & Development
Creating conflict resolution strategies and processes throughout the organization
Relationship Management
Leverage employee strengths
Ensuring that equability for all internal and external stakeholders is considered when designing
Diversity & Inclusion
Working effectively with diverse cultures and populations
Global & Cultural Effectiveness
SAMPLE: Mapping Critical Tasks to CompetenciesExpanding Your Influence: A Coaching Experience for Emerging Leaders
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©SHRM 2014
Thank You!