Create a competitive advantage through strategic human capital management
This course is designed for senior decision makers in your organisation – with a focus on strategic business issues and topics (rather than the narrower traditional processes and functional issues of HR). You will study HR in the context of business.
Both Theory and Practice | The course is built on a foundation of proven talent management best practices, with practical examples from leading organisations.
Learn how McDonald’s transformed its talent practices, how Wal-Mart addressed its most critical onboarding problem, and how FedEx succeeded with innovative new retention strategies for critical employees, among others. This course will help you build a roadmap to integrate crucial talent management drivers across the organisation.
What You Will Learn
The HCI Certification Course provides a landscape view across the spectrum of human capital management. With examples from companies like IBM, GE, FedEx, Starbucks, P&G, Microsoft, Marriott, Zappos, John Deer and Toyota, course participants will recognise that the most important way to ensure enduring strength and financial returns is to engage in effective talent management practices.
You will synthesise research, thought leadership and practical examples of best practices in workforce planning, talent acquisition, engagement, development, deployment, managing and leading talent, talent retention and data and analytics.
The course is highly interactive, providing the opportunity for networking with HR leaders across industries.
Additionally, course participants will receive the official Human Capital Strategist Resource Guide, which contains dozens of practical job aids that reinforce principles learned in order to save time and simplify execution.
The Guide includes tools for:
• workforce planning;
• assessment;
• selection;
• onboarding;
• engagement;
• succession planning;
• retention;
• other critical talent practices.
Learning Architecture
All HCI courses are built on a foundation of:
■ Substantive and contemporary content, consistent with business school standards;
■ Practical and actionable concepts, presented in case format;
■ Active involvement, engagement and participation;
■ Real world practices, that require application of the material;
■ Use of best media and methods across learning styles;
■ Highest quality instructors in both subject matter and pedagogy; and
■ An objective emphasis on measurably improving business performance.
Learning Fundamentals
■ Optimised blended learning environment;
■ Grounded in original research;
■ Designed and taught by senior academics and executives;
■ Highly interactive, case-based and collaborative;
■ Continually updated with new content, tools and information;
■ Practical, effective and focused on measurable business results; and
■ Supported by deep informal learning resources.
2020
Asia
25 – 26 Mar | Kuala Lumpur, Malaysia
23 – 24 Nov | Kuala Lumpur, Malaysia
Create a competitive advantage through strategic human capital management
DAY ONE
Introduction (The Role of talent in different economic eras; Strategic vs tactical talent management; The HCI Strategic Talent Lifecycle model; Course overview.)
A Strategic View of Talent Management (Strategic talent management questions; Metaphors for talent management; Activity: Assessment of 20 talent practices.)
The Value of Talent Management (The value of intangibles; Examples from Zappos, Hindustan Unilever, Jack in the Box, HCL Technologies, Southwest Airlines; The Human capital value chain; Business drivers of talent management; Talent management by the numbers; Innovation; External accountabilities.)
Workforce Planning – Getting off to a Strategic Start (Workforce planning process; The HCI SWP Model; The Pace of Change; Strategic roles; Talent supply and demand; The 6Bs to close the gap; Contingent labor; Why futuring is important.)
Talent Acquisition: Finding the Best Fit (Talent acquisition essentials; On boarding essentials; Best practices discussion.)
Talent: Keeping People Aligned and Committed (Engagement definitions and research; Global engagement drivers; Monetising the value of engagement; The HCI ECR model; The stay interview and the manager’s role; Talent retention.)
Developing and Deploying Talent : Building Capability (Talent development and deployment essentials; 70/20/10 developmental model; The learning zone; GE eExperience tracking; Development portfolios; Activity: Building flexibility in the workplace.)
Leading and Managing Talent ( Succession planning essentials; McDonalds Journey; Activity: WHI case; Talent pools; Readiness and potential; Session C and the 9-Box tools; The paradox of promotion; Manager as talent leader; Strengths-based feedback;
Activity: Walkthrough of the Talent Leadership Assessment.)
Summary (Talent practices model; HC centric organisations; Homework assignment – review of web and social media sites.)
DAY TWO
Introduction (Recap of Day 1; Preview of Day 2; Activity : Exam preparation.)
Plus 1 : Human Capital Analytics (Data-driven decisions; Metrics that are no longer good enough; Examples of data-driven HR decisions; The Google Analytics value chain; The HCI Analytics model; Talent metrics that matter; Readiness assessment; Activity: Draft talent scorecard.)
Plus 2 : Social Media in Talent Management (The rise of social media; The organisational ramifications; The social media toolkit; Key players; Internal social media sites; Uses across the talent management lifecycle; Social media in recruiting; Activity: Toward a social media recruiting strategy: Review of career center and social media sites.)
Plus 3 : Leading Virtual Teams (The changing work context; Types of virtual teams; Virtual team assessment; Managing what can’t be observed; Tuckman’s Team Development Stages; Lenceoni’s Five Dysfunctions; Belbin’s Nine Roles; Global virtual teams; Video on W.L. Gore; Activity: Understanding cultural differences in global teams.)
The Role of HR in Organisational Transformation ( Making a strategic contribution; The 4Ps of HR; Decision sciences and talentship; New competencies and roles; Building compelling cases for change; Activity: Building compelling cases.)
Conclusion (Action planning review; Course summary.)
Why HCI?
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 branches 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, more than 20,000 progressive talent leaders have taken an HCI education course. As a participant, you will receive complimentary Community Membership with HCI.)
Faculty (The course is delivered by a single approved faculty member. Faculty are assigned to teach classes in any number of locations. Changes to the schedule may arise from time to time and may result in changes to assigned faculty.)
Who Should Attend
Human Resources | Talent Management is the strategic dimension of traditional HR, and is the (only) future of the practice. Human Resources professionals must understand and become expert in Strategic Talent Management in order to advance their careers and add value to their companies. HCS is the only credential that proves systematic knowledge in this critical field.
Recruitment and Staffing | Like HR, recruitment is now about strategy, not commodity sourcing. But talent acquisition is a strategic activity only to the extent it is connected to outcomes across the value chain. Today’s corporate recruitment professionals must understand how their roles connect to talent management requirements across the lifecycle.
Learning and Development | Corporate transformation from industrial era management practices to global economy talent leadership is now a central focus for OD and corporate education leaders. Teaching the organisation to implement and leverage talent practices may be the most important driver of educational ROI over the next decade.
Line Managers and Executives| In a knowledge economy driven by innovation and constant change, strategic talent issues cannot be delegated to HR. Knowing how to acquire, engage, align, deploy, develop, inspire, empower and lead highly talented people are critical business skills for every leader, at every level of the enterprise.
Exam
Exam Format and Conditions (multiple choice exam; exam must be taken within six months of course completion – no extension of time will be given; exam consists of between 40-60 questions depending on which course is taken; pass score of 75%); up to three attempts provided to take the exam.
Certification (In order to receive your 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.
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.
Credits :(1) This programme has been approved for 13 General recertification credit hours towards aPHR™, PHR®, PHRca®, SPHR®, GPHR®, PHRi™, and SPHRi™ recertification through the HR Certification Institute; (2) SHRM has pre-approved this certification for 13 Professional Development Credits (PDCs) toward SHRM-CP℠ or SHRM-SCP℠ Certifications. The Human Capital Institute is recognised by SHRM to offer Professional Development Credits (PDCs) for courses named above.
Inclusives
A meal and light refreshments will be provided at this course.
This price is inclusive of the cost of taking the exam.
Important Note
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.
Training Grants – applicable to courses in Malaysia
Vertical Distinct Sdn Bhd is a PSMB (Pembangunan Sumber Manusia Berhad) Approved Training Provider and some of 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.
