Strategic HR Business Partner Program

Why HCI?HCI-at-a-GlanceThe Human Capital Institute provides solutions that advance the practice of human capital and strategic talent management. We are a global clearinghouse and catalyst for new ideas and next practices, and a resource for the most progressive organizations and executives in the world.

HCI MembershipHCI is one of the fastest growing executive associations today, with over 195,000 members worldwide. Our members are Strategic Human Resources, OD/Learning and Line executives who share the conviction that human capital is the only sustainable competitive advantage in a global economy.

HCIs Unique ValueHCI is not an HR association, though we serve many strategic HR executives. Our mission is the integration of human capital and business strategy, and our unique value is defining the paradigms and talent practices that result in a high-performance culture. In the process, we help traditional managers become talent leaders, and transform century-old management models into talent-driven innovation and game-changing results.

HCIs Global NetworkHCI has developed an unprecedented network of marquee resources. From top business schools like Wharton, Kellogg and Tuck, global consultancies like Deloitte, Accenture and Booz Allen, and partners like Dr. Gary Hamels Management Information Exchange (MIX), HCI derives a rich stream of the most innovative thought leadership and creative new ideas.

Online Talent CommunitiesHCI is the worlds largest aggregator of open source news, information and research at the intersection of human capital and business strategy. Our Online Talent Communities offer access to over 100,000 articles, white papers and case studies, a digital library of over 1,800 instructional webcasts, podcasts and videos, and a daily feed of over 200 expert blogs.

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Strategic HR Business Partner

HCI

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HCI Human Capital InstituteThe Global Association for Strategic Talent Management

Audience Profile

2 l Strategic HR Business Partner

Human Capital Institute

Since 2005, over 8,500 progressive talent leaders have earned certifications from the Human Capital Institute and more than 1,000 have gone on to the Masters level programs.

HCI graduates represent some of the most successful global corporations, non-profit and academic organizations in the world.

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20.75 Total HRCI CreditsThis certification has been pre-approved by HRCI for

20.75 Strategic HRCI credits.


Strategic HR Business PartnerProgram Structure

Session One Building Financial and Analytic CapabilityThe first day in the program covers the increasingly important decision science of talent analytics. This skill is critical to recommending and making sound business based talent decisions. The day is built on three important pillars:

Building Financial Acumen Understand the language and thought processes used in making strategic business decisions

Improving Financial Literacy Identify the quantifiable benefits of talent initiatives and use the process the business requires to justify investments

Acting on Meaningful Analytics Build a Talent Scorecard that aligns key talent metrics to business objectives

Session Two Strategies for Improving the Workplace through Engagement, Collaboration and RetentionThe second day in the program, Strategies for Improving the Workplace through Engagement, Collaboration and Retention, is centered on the important advances in talent practices made since many business leaders attended B School. This session encompasses three main topical areas that transform these behaviors from nice benefits to must have business drivers and presents the logic and methodology necessary for you to transform the work of your business unit leaders.

The ROI of Engagement, Collaboration and Retention Learn how improvements here pay for themselves over and over and how to make that case to your leadership team

Building Trust and Transparency The key traits that business leaders must possess in this area and how to help them build and improve them

The Eight Drivers of Improvement in ECR Turning values into observable behaviors

A New 3-Day Curriculum for a Critical New Breed of Talent AdvisorsThe conversation about HR having a seat at the table is over. The door is wide open and the Human Resources function has its seat; increasingly one being populated by HR Business Partners that are aligned with business units rather than, or in addition to, a centralized HR function.

For many organizations that have filled these roles with HR generalists, long on skills in the HR function but short on experience in other areas of the business, these partnerships are proving frustrating for both sides. Now, more than ever, HR professionals need a whole new set of competencies, some related to talent and some related to business to deliver the results their organizations are looking for.

The brand new Strategic HR Business Partner certification program from the Human Capital Institute is comprised of three day-long sessions, each focused on an area critical to this HR/Business Line partnership.


Strategic HR Business PartnerProgram Structure

Session Three Consulting and Execution SkillsThe third and final day in the course covers the important set of skills and competencies that HR Business Partners must possess in order to move from being an order taker to a partner capable of full participation in business outcomes. It is not enough for HR to proscribe a series of activities for employees, they must be able to build coalition and effect change. This session, entitled Consulting and Execution Skills, covers these key areas:

Execution and Change Management How to accelerate and drive change

Influencing Skills Learn how to move audiences and recognize the stages involved in acceptance

The Migration of the HRBP Understand the next steps involved in implementing and applying your new capabilities toward business impact

Strategic HR Business Partner

Business Acumen

Financial Literacy

Meaningful Analysis

Understanding the Business

Improving the Workforce and

Workplace

Solving Problems and Making Things

Happen

Eight Ways to Improve ECR

Communications and Influencing Skills

Building Trust and Transparency

Effective Change Management

The Role of ECR Consulting Skills

2014 Q1 Strategic HR Business Partner Course Schedule

JanuaryChicago, IL | Jan 68, 2014

San Jose, CA | Jan 68, 2014

Online | Jan 1315, 2014

St. Louis, MO | Jan 2224, 2014

Los Angeles, CA | Jan 2224, 2014

FebruaryWashington, DC | Feb 57, 2014

Online | Feb 57, 2014

Seattle, WA | Feb 57, 2014

Atlanta, GA | Feb 1719, 2014

Dallas, TX | Feb 1719, 2014

MarchBoston, MA | Mar 35, 2014

San Diego, CA | Mar 35, 2014

New York, NY | Mar 1719, 2014

Houston, TX | Mar 1719, 2014

Online | Mar 2426, 2014

Las Vegas, NV | Mar 2426, 2014

strategic

HRBP


Strategic HR Business Partner ProgramSession Outline

Comments 1 Day Session

Offered both virtually and in-person

Session OneBuilding Financial and Analytics Capability (BFAC)

Section Key Topics

Becoming Effective Strategic HR Business Partners

Video: Effective Strategic HR Business Partners

What Does It Mean to be Strategic?

The HCS Model and ROI

The Human Capital Value Chain

Data-driven HR and Decision Frameworks

Strengthening Business Acumen

Strategic Direction

SWOT and External Factors Tools

Business Supply Chain

Alignment and Line of Sight Tools

Improving Financial Literacy

The Big Four: Revenue, Profit, Cash and Assets

Understanding an Organizations Financial Strength

The Income Statement and Balance Sheet

Justifying HR Initiatives

Cash Flow

Net Present Value and Internal Rate of Return

Meaningful Analytics Metrics that Are No Longer Good Enough

Examples of Analytics in Action

Video: Google Analytics Value Chain

Building Meaningful Analytics

Key Outcome Measures

BFAC Development Portfolio

Having Financial Conversations

Assignments and Tools





Session TwoStrategies for Improving the Workplace through Improved Engagement, Collaboration and Retention (ECR)

Section Key Topics

The Strategic HR Business Partner as Workplace Architect

Video: Effective Strategic HR Business Partners

Strategic Talent Management Model

ECR Defined

The Financial and Business Impacts of ECR

The Financial and Business Impacts of ECR Lessons Learned from Engagement Programs

Video: Dan Pink on Drive

The ROI of Engagement

Collaboration Examples from Cisco, IBM, Starbucks, GE, 3M, Qualcomm and W.L. Gore

The Whole Workforce: Employees and Contingent Labor

ECR Issues for Contingent Workers

Video: Herb Kelleher

A Framework for Improving the Workplace and Workforce

The Foundations of Trust and Transparency

Turning Values into Observable Behaviors

Walkthrough Toolkit

The 13 C s: The Big Purpose, The Job,

The Network, The Coach, The Experiences, The Whole Person, Flexible Options and The Legacy

Best Practices for the 13Cs from Genentech, Panera, Pepsi, Zappos, Atlassian, Google, Deloitte, GE and IBM

Tools for the 13Cs

The ECR Journal and Action Plan

Having Practical Conversations with Business Leaders






Session ThreeConsulting and Execution Skills (CES)

Section Key Topics

The Strategic HR Business Partner as Consultant and Change Agent

Video: EffectiveStrategic HR Business Partners

Critical Consulting and Execution Skills

The CES Methodology and Axiom Case Study

Define: Definition, Barriers and Outcomes Effective conversations with business

leaders

Plan: Definition, Barriers and Outcomes Components of a good plan

Gather Data: Definition, Barriers and Outcomes Effective data gathering

Recommend Solutions The structure of the research report

Visualization of results

Execution and Change Management

Implement: Definition, Barriers and Outcomes Barriers to Accepting Change

The 8 Accelerators of Change (Kotter)

Evaluate: Definition, Barriers and Outcomes Designing an evaluation study

Follow Up: Definition, Barriers and Outcomes Project management and tracking tools

Influencing Skills Moving Others: Attunement and Buoyancy (Pink)

Influencing Others to Change

Crafting Individual Cases for Change

Making Compelling Business Cases

CES Development Portfolio

Having Practical Conversations with Business Leaders

The Next Steps For Strategic HR Business Partners

Historical Contributions of HR

Becoming a Credible Activist

sHRBP Accountability

Advanced Skills


Because the Strategic HR Business Partner certification program is an integrated three-day course of study, it is recommended that participants take the three days together either in a local classroom or online. However, if your schedule does not allow this, then for up to a year you can attend a later instance of the sessioin you missed, either in your local city or online just let our Client Service team know and we will help you arrange it.

Yes the different sessions are all part of one certification program and must be purchased together.

Yes if you cannot make three days in a single week, you may defer one of the days to an online session or later session in your local city.

No see above. The three individual sessions are designed to be part of an overall course of study and they are not available individually. There are some other HCI courses that cover some of this subject matter in one-day programs.

The Strategic HR Business Partner certification program is designed to focus on critical competencies that Human Capital Business Partners will need to be successful. While some of these are related to Talent Management, others are more closely related to other business functions and thus are really not covered in the Human Capital Strategist course. HCS, on the other hand, provides a deep and integrated landscape view of the entire Talent Lifecycle and is very beneficial to all talent related functions, thus, the two courses are complimentary.


Frequently Asked Questions

Do I need to take all three days consecutively?

Do I need to decide on all three now?

Can I mix and match, online and in person?

Can I take just one day?

How does Strategic HR Business Partner differ from the Human Capital Strategist curriculum. Would I want to take both?

Human Capital InstituteHCI is the global association for strategic talent management and new economy leadership, and a clearinghouse for best practices and new ideas. Our network of expert practitioners, Fortune 1000 and Global 2000 corporations, government agencies, global consultants and business schools contribute a stream of constantly evolving information, the best of which is organized, analyzed and shared with members through HCI communities, research, education and events.

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Strategic HR Business Partner Program