Build credibility as a HR leader that influences, impacts, and advances your business
The 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 who are aligned with business units rather than, or in addition to, a centralised HR function.
For many organisations 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 organisations are looking for.
Session One – Building Financial and Analytic Capability
This covers the increasingly important decision science of talent analytics. This skill is critical to recommending and making sound business based talent decisions. The session is built on three important pillars:
1. Building Financial Acumen — Understand the language and thought processes used in making strategic business decisions;
2. Improving Financial Literacy — Identify the quantifiable benefits of talent initiatives and use the process the business requires to justify investments; and
3. 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 Retention
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 behaviours from nice benefits to “must have” business drivers. It also presents the logic and methodology necessary for you to transform the work of your business unit leaders.
1. 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;
2. Building Trust and Transparency — The key traits that business leaders must possess in this area and how to help them build and improve them;
3. The Eight Drivers of Improvement in ECR — Turning values into observable behaviours.
Session Three – Consulting and Execution Skills
The last session 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 prescribe a series of activities for employees, they must be able to build coalition and effect change. This session covers these key areas:
1. Execution and Change Management — How to accelerate and drive change;
2. Influencing Skills — Learn how to move audiences and recognise the stages involved in acceptance; and
3. The Migration of the HRBP— Understand the next steps involved in implementing and applying your new capabilities toward business impact.
26 – 28 Mar | Makati, Philippines
26 – 28 Mar | Hong Kong city, Hong Kong
02 – 04 May | Kuala Lumpur, Malaysia
27 – 29 Aug | Singapore city, Singapore
26 – 28 Nov | Kuala Lumpur, Malaysia
11 – 13 Apr | Melbourne, Australia
27 – 29 Aug | Sydney, Australia
21 – 23 Feb | London, Great Britain
29 – 31 Oct | Johannesburg, South Africa
04 – 06 Sep | Muscat, Oman
Build credibility as a HR leader that influences, impacts, and advances your business
DAY ONE – Building Financial and Analytic Capability (BFAC)
Section 1 – 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).
Section 2 – Strengthening Business Acumen ( Strategic Direction; SWOT and External Factors Tools; Business Supply Chain; Alignment and Line of Sight Tools).
Section 3 – Improving Financial Literacy (The Big Four: Revenue, Profit, Cash and Assets; Understanding an Organisation’s Financial Strength; The Income Statement and Balance Sheet; Justifying HR Initiatives; Cash Flow; Net Present Value and Internal Rate of Return).
Section 4 – 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).
DAY TWO – Strategies for Improving the Workplace through Improved Engagement, Collaboration and Retention (ECR)
Section 1 – The Strategic HR Business Partner as Workplace Architect (Video : Effective Strategic HR Business Partners; Strategic Talent Management Model; ECR Defined).
Section 2 – The Financial and Business Impacts of ECR (The Financial and Business Impacts of ECR -Lessons Learned from Engagement Programmes; 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 Labour; ECR Issues for Contingent Workers; Video: Herb Kelleher).
Section 3 – A Framework for Improving the Workplace and Worforce (The Foundations of Trust and Transparency; Turning Values into Observable Behaviours; 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)
Section 4 – The ECR Journal and Action Plan (Having Practical Conversations with Business Leaders; Assignments and Tools).
DAY THREE – Consulting and Execution Skills (CES)
Section 1 – The Strategic HR Business Partner as Consultant and Change Agent (Video : Effective Strategic HR Business Partners; Critical Consulting and Execution Skills).
Section 2 – 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 and Visualisation of results).
Section 3 – Execution and Change Management(Implement: Definition, Barriers and Outcomes: Barriers to Accepting Change and 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).
Section 4 – 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).
Section 5 – The Next Steps for Strategic HR Business Partners (Historical Contributions of HR; Becoming a Credible Activist; sHRBP Accountability; Advanced Skills; Assignments and Tools).
About (This certification-led programme is by the Human Capital Institute (HCI). The Human Capital Institute provides solutions that advance the practice of human capital and strategic talent management. A global clearinghouse and catalyst for new ideas and next practices HCI is a resource for the most progressive organisations and executives in the world).
Audience Profile(195, 000 HCI members worldwide; 18 % in emerging markets; 96 % of the Fortune 500; 77 % of the Inc 500; 52, 000 mid-sized firms; 726 colleges & universities; all major federal agencies and all brances of the military).
Online Talent Communities (world’s largest aggregator of open source news, information and research at the intersection of human capital and business strategy; access to over 100, 000 articles, white papers and case studies; digital library of over 1,800 webcasts, podcasts and videos; daily feed of over 200 expert blogs).
HCI Alumni (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 programmes.)
Exam Format (multiple choice exam; can be taken anytime after attending the course (does not expire); exam consists of between 40-60 questions depending on which course is taken; pass score of 75%).
Exam Conditions (Please note that you can re-take the exam by clicking on the exam link provided. There is no re-set once the examination is open to be taken. You are, however, not allowed to stop and start ie once you begin the exam, you must complete it in entirety once you have entered. There are no limits on the number of re-takes you can do).
Certification (In order to receive your s-HRBP certification you must pass a test receiving a score of 75% or higher).
Recertification (each certification is valid for 3 year period; renewal is based on continuing education credits that demonstrate currency in the field; credits may be earned by attending HCI learning events, completing additional courses or through outside educational activities; the accumulation of 60 credits extends the certification for three additional years. For the Strategic Workforce Planning (SWP) course only, you may attend an SWP Alumni Workshop and pass the exam in the last year of certification to recertify your SWP.
Once you register for a course, you will be signed up as a member on the HCI portal. You can refer to the “Education” tab of your online profile and download HCI’s Recertification Tracker which outlines the requirements for recertification credits.
General Specifications for Recertification : Length: 20 to 30 minute presentation; Format: A PowerPoint or similar slide-based presentation; Tool: A presentation delivered via Brainshark or similar tool that includes audio so that there is voice over commentary on the slides; Evaluation: Submit finished product to HCI for final review).
Credits :(1) This programme has been approved for 17.50 Business recertification credit hours towards PHR, SPHR and HRPH recertification through the HR Certification Institute; (2) SHRM has pre-approved this certification for 21 Professional Development Credits (PDCs) toward SHRM-CPSM or SHRM-SCPSM certifications. The Human Capital Institute is recognised by SHRM to offer Professional Development Credits (PDCs) for courses named above; (3) This certification has been pre-approved by HRCI for 20.75 Strategic HRCI credits).
A meal and light refreshments will be provided at this course.
This price is inclusive of the cost of taking the exam.
1. Terms and conditions apply. Please visit Vertical Distinct for the full terms.
2. This course is brought to you in partnership with the Human Capital Institute and Ron Thomas.
3. Image HA0521-021 courtesy Highways Agency of imcreator.com
Training Grants – applicable to courses in Malaysia
The Strategic HR Business Partner certification course is an approved course under the HRDF SBL-Khas Scheme at the registration fee of MYR8916.00.
Vertical Distinct Sdn Bhd is a PSMB (Pembangunan Sumber Manusia Berhad) Approved Training Provider and the courses offered in Malaysia are HRDF (Human Resource Development Fund) claimable. For guidelines and details on how to submit your application or claims to the HRDF, please visit HRDF.