This essential program will provide you with the best in new techniques, processes, and direction that leading HR departments need to take to be world-class. Rapid and radical change is affecting the whole of the world. Some parts of the Middle East are facing significant challenges in terms of growth and competition. In other places, the key to prosperity as an organization is seen as controlling costs and maintaining market competitiveness. In these circumstances, companies are increasingly searching for a source of competitive advantage through HR.

By the end of this course delegates will be able to:

• Master the new HR strategic process
• Be able to transform strategic requirements into HR objectives using the 6 S model
• Be able to create HR strategic action plans to achieve business objectives
• Be able to provide innovative predictive information
• Have practiced business information interviews and presenting results
• See the big picture for the future of employment and performance through people
• Build your professional confidence
• Identify the context for change – the economic and social changes that are driving employment change
• Identify current employment practices and establish an agenda for change
• Look at international developments in employment practices
• Establish a series of best practices
• Use a strategic model to build an HR strategy, and know where strategy fits into corporate business
• Be able to use the 6 S process to translate strategy into HR action
• Write business action plans to delegate strategic tasks
• Build and produce high-level management information
• Know what HR trends to report on and be able to master emergency planning
• Do executive briefings to gather and disseminate information
• Show the added value of HR to your business
• Translate current trends to maximize Human Capital investment

HR Professionals, Personnel Planners, Strategic Planners, Senior Line Professionals, Employee Relations Professionals, Members of project groups who are developing employment practices, Supervisors & Team Leaders taking responsibility for the HR or Personnel Function, Supervisors or Team Leaders who wish to improve their knowledge of professional employment practices, anyone who needs to understand strategy and trends that will transform Human Capital.

The Formulation of Strategy, How it Works – The Process Explained

• Introductions and program objectives
• Why taking HR to executive level is such a good idea – greater opportunities, bigger job – long term security
• Where strategy fits with the Vision, mission and operating plans
• The traditional approach to strategic planning
• The new HR model -10 steps needed to form an HR strategy
• The strategic model how it works

Translating Strategic Requirements into Business Action Plans – Including the Formation of HR Budgets

• The formation of Strategic objectives and how to translate them into the HR 6 S model
• Building Business actions plans
• Building Strategic action plans – getting others committed; No SAP – what can happen
• Producing Executive financial information – unit costs and spend analysis

Mastering Predictive Trends & Management Information – Getting the Big Picture

• Why executives need predictive information
• The executive must be good at predictive information – trend analyze
• Software for predictive planning and trend analysis
• Other predictive factors to review, succession planning, emergency planning
• Key Performance Factors – Maximizing Human Capital
• Measurement tools –organizational maturity, corporate culture, etc.
• Relationship between performance and competence
• Valuing human capital – how to do it
• Critical performance indicators
• Presenting at the executive level

Understanding and Being able to Act on High-Level HR Trends

• World trends – employment, inclusion, new employee expectations
• World business trends – leadership, team working, employment/ supervision ratios
• Changing Trends relating to HR

The Context for Change

• The big picture – Free Trade Agreements, World Trade Organization, single currency, social changes, etc.
• The strategic response
• Leadership and management style
• Recruitment and retention

Managing Performance, Behavior and Culture

• Performance Management for grown-ups
• Improving managerial performance
• The Psychological Contract
• Climate and Culture
• Coaching, Mentoring; Counseling; Giving Feedback

Implications for Employment Practice

• Work Organization
• The use of Competencies
• Human Capital Management

Employee Relations

• Rights versus responsibilities
• Poor performance procedure
• Disciplinary procedure
• Grievances
• Equal Opportunities

The Future for Employment Practices

• Industrial Democracy
• The role of employee representatives
• Communications
• Consultation
• Involvement

CDGA attendance certificate will be issued to all attendees completing a minimum of 75% of the total course duration.