Strategic HR Business Partnering

Date: 4 – 5 September 2018 | Time: 9.00am – 5.00pm | Venue: Dubai

  • HR Masterclass Dubai

  • Discount and Validity

  • USD1800

  • USD 500 Off Regular Price Before 24th July 2018
    Discount and Validity

  • USD2100

  • USD 200 Off Regular Price Before 7th Aug 2018
    Discount and Validity

  • USD2300

  • Regular Price after 7th Aug
    Discount and Validity

Course Outline – Day 1 – Tuesday Sept, 4

Click to see Day 1 Course Outline

8.45 am


9.00 am

1. Welcome, Introduction and Delegate Objectives

Delegates will have a chance to get to know each other and discuss any topics or challenges that will be useful for training purposes.

2. HR as a Business Partner

Business partnering is one of the most complex areas in HR and many organisations struggle to make it work effectively. This often provides HR with difficulty in developing the strategic role the discipline deserves and that our businesses require. Making business partnering work starts with understanding what it involves, and particularly what it looks like in practice, as well as its unique features in any one specific organisation.

The course therefore starts by painting a clear picture about what business partnering is designed to achieve and how it can succeed in doing this, pulling on thinking from Dave Ulrich and other commentators, and practical experience in different organisations:

  • The objectives and requirements for strategic business partnering
  • Partnering as an approach which all HR practitioners can engage in, a role linking HR to the future of a business/business unit, and a job in a transformed HR function
  • Ulrich’s conceptual and physical models, helping to meet needs for centralisation and decentralisation

Case Study: Ernst & Young (EY)

Exercise: Day in the life of a full-fledged Business Partner

10.45 am


11.00 am

3. Strategic Partnering with the Business

Business partnering is fundamentally about understanding business needs and aligning HR activities and outcomes with these needs so that everything we do in HR is aligned with these business requirements.

However, given the importance of people to business success, it is no longer enough to use people as a resource to implement business strategy. Instead, businesses need to create new people-based strategies. Business partnering therefore needs to respond to several different challenges:

  • Understanding how HR provides value in a business: The Value Triangle and the Value Chain
  • Being a business ally – developing business savvy and financial abilities to support alignment and provide credibility
  • Making people management a true contributor to business success
  • Best fit vs. best practice with resulting requirements for HR innovation

Case Studies: Microsoft, IBM, Cisco , USA and HCL, India

Exercise: Potential opportunities to create value in delegates’ organisations

12.30 pm


1.30 pm

4. Taking Action to Meet Strategic Needs

HR has access to a broad range of levers which can be used to improve the effectiveness and alignment of people and the organisation in meeting business needs. These include traditional HR processes, organisation design and development interventions, leadership development and communication, and increasingly workplace design and the digital workspace, in partnership with colleagues in Real Estate and IT.

However, changes in business, the workforce, and the availability of new technologies all mean that many of these levers can be used in innovative ways:

  • New opportunities in recruiting, performance management, learning and other areas of HR
  • The importance of organisation design and new OD opportunities, supplementing use of functions and projects with communities and networks
  • Managing, measuring, developing and rewarding the performance of groups rather than just individuals

Case Study: Haier Corporation, China

Exercise: Developing innovative activities to create value in delegates’ organisations

3.00 pm


3.15 pm

5. Planning to Meet and Inform Business Objectives

HR functions and practitioners can increase their strategic contribution by developing, maintaining and implementing a simple but highly focused plan which identifies how they intend to add and create value, and the business impacts this will have. This planning approach can be used very informally or in a formal session together with the full HR team and business leaders:

  • A simple yet strategic framework for people and organisation planning: The Value Matrix
  • Setting objectives and identifying causal relationships at each step in the value chain at each level of value
  • Using the Value Matrix to integrate HR plans

Case Study: McDonald’s, UK

Exercise: Developing strategic people plans for delegates’ organisations

5.00 pm


Course Outline – Day 2 – Wednesday Sept, 5

Click to see Day 2 Course Outline

8.45 am


9.00 am

6. Identifying Measures and Conducting Analytics to Support the Plan

Measurement and analytics play critical roles in business partnering, enabling HR to monitor progress against plan, helping to identify new insights, and bringing new opportunities to the business, reducing the perception of HR as an order taker.

  • Using a people and organisation scorecard to measure key business and financial impacts, people outcomes and the quality of people management activities
  • Moving towards evidence-based HR by supplementing intuition with internal data, external benchmarks and academic research
  • Undertaking simple yet strategic descriptive and predictive analytics to provide new insights to the business
  • Using insights from analytics as a basis for reporting

Case Study: Financial Services Company – Part 1

Exercise: Identifying measures and opportunities for analytics in delegates’ organisations

10.45 am


11.00 am

7. Developing a Strategy to Transform HR

HR transformation should not just be done to modernise or increase the efficiency of HR but should be deeply connected to the requirements of the people and organisation strategy. Strategic HRBPs need to be able to develop their own roles, skills and the effectiveness of the function to optimise delivery of the people and business strategy.

  • Common problems and resulting opportunities to develop HRBP effectiveness
  • The importance of organisational context, and of identifying and developing line manager capability
  • Using HR principles to steer effective transformation

Case Study: Takeda Pharmaceuticals, Japan and US

Exercise: Identifying Asian principles for HR transformation

12.30 pm


1.30 pm

8. Structuring HR to Enable the People Strategy

The core to many HR transformations is changing the structure of the HR function, often moving from a team of HR generalists to the three-legged stool of centres of excellence, a service centre and embedded ‘Business Partners’. However, to work effectively, the structure of HR needs to follow the logic of the business, and not just be dictated by a standard model.

  • The increasing diversity of HR roles and structures
  • Impacts of increasing automation in HR service centres, new approaches in networks of excellence, and the resulting increase in the importance of partnering
  • Challenges and opportunities in HR career development

Case Study: Financial Services Company – Part 2

Exercise: Choosing the HR structure for a financial services client

3.00 pm


3.15 pm

9. Taking Broader HR Action

Another problem frequently encountered in HR transformation is a heavy reliance on structural change whereas effectiveness is most often associated with other factors such as the culture, values, people and capabilities of HR professionals. These areas need at least as much attention as the HR organisational structure:

  • Why HR is not and should not be seen as a support function – within HR or from the perspective of another business leader
  • Developing new capabilities and behaviours underpin a more strategic approach
  • Retaining a ‘One HR’ approach in a dispersed HR function
  • Developing trust through effective project and relationship management

Case Study: Central Provident Fund (CPF), Singapore

Exercise: Examining strengths and weaknesses of the approach in the case study

10. Action Planning

This course covers all the topics delegates need to understand to stack the odds of success for HR Business Partnering considerably in their favour. However, strategic HR is about prioritisation. Each HR practitioner and organisation needs to decide for themselves where to make, and start, change. Delegates will be guided to identify and share key actions to take away and start implementing back in their workplaces.

  • Influencing business leaders, other functional leaders, line managers and all employees to build support for HR strategic partnering
  • Changing from a generalist model into a business partnering model, or an individual generalist model into a HRBP model

Case Study: QBE Insurance, Australia

Exercise: Action Planning

5.00 pm


Register before 24 July 2018 to save USD 500!