Understand the strategic partnering role and the benefits this role can provide
Learn to use a framework that can be used by an HR organisation, team or individual practitioner to identifythe actions they need to take to be more strategic
Use this approach through the reviewing of case studies of organisations
Participate in developing a strategic HR plan for an example organisation
Use this tool to prioritise your work and act more strategically in your own organisation
Be able to use the same tool for identifying strategic measures and analytics you can use to monitorstrategic implementation and gain new insight into strategic organisational opportunities
This one-day, online course is based on the first day of the two day face-to-face programme, Strategic HR Business Partnering, which Human Resources Online has been running in South East Asia for the last five years.
The course now also contains specific focus on strategic partnering within the current pandemic, both in terms of ensuring the continuity of the business, and planning to transform the organisation for a more successful future.
The second day of the previous programme is now a separate online course, ‘Transforming the HR Organisation to Create Value’. Each course can be attended as an independent training day. However, the
two sessions also complement each other and you may therefore like to attend both trainings.
24 November 2020
Assumed the roles of Head of HR, HR Director and Consultant in large organisations
such as Ernst & Young and Accenture
Served as Professor in Strategic Management, HR and Change Management at the
American Institute of Business and Economics (Moscow, Russia) and Cotrugli Business
School (Zagreb, Croatia)
Recognised as the 7th Most Influential HR Thinker in the UK, 2013 and the #1 Top Global
Online Influencer in Talent Management, 2010
Increased profits (EBITDA) per employee by 45% over 6 months and reduced costs by
£10 million per year at large organisations in the UK
Author of the book ‘Strategic Human Capital Management: Creating Value through
People’ (2006), contributor to the book ‘The Executive Guide to Talent Management’
(2011), and writer of over 20 articles published in various well-respected HR journals
“Jon is a very experienced trainer who gave us lots of insights and real-life practical examples. What we are
doing now made complete sense to me.”
– HR Business Partner, Discovery Networks Asia Pacific
“This course offered excellent content with an extremely knowledgeable and experienced trainer.”
– Head of Reward, IKEA
“This course gave me a much better understanding of HRBP concept. I particularly liked the way Jon
delivered the course.”
– Deputy General Manager, HR , S P Setia Sdn Bhd
“Jon delivered a great course that helped me understand the HRBP model much better.”
– Senior HR Manager, The Walt Disney Company
Astro Group
AXA
BASF
Celcom Axiata
CIMB Bank
Coca Cola
Discovery Networks Asia Pacific
DHL
GlaxoSmithKline
IKEA
Khazanah Nasional Berhad
Malaysia Airports Holdings Berhad
MasterCard
Maxis
Maybank
National Heritage Board Singapore
PETRONAS
S P Setia
Samsung Asia
SingHealth Polyclinics Singapore
Standard & Poor’s
The Walt Disney Company
Strategic HR partnering is the role within Dave Ulrich’s HR business partnering approach concerned with
aligning HR policies, processes and practices with business needs, in order to enable the ongoing
transformation and success of the business. It is at the centre of HR’s ongoing quest to be more strategic,
and is the key differentiator between HR being vitally important and totally irrelevant.
The role can and should be undertaken by people working in the job of embedded HR business partners,
but also by HR directors, centre of excellence specialists, and HR generalists who want to be more
strategic too. All of these people in these different roles then need to contribute and collaborate together,
co-developing their approaches with their business clients, in order to make strategic partnering a success.
However, despite its importance, and the fact that it is over 20 years since the ‘Ulrich model’ was
published, strategic HR partnering is still something most organisations and HR practitioners find difficult to
implement well. Part of this is a lack of understanding about what strategic HR involves and how it can be
executed.
Consequently, in many cases, the intended behaviours and impacts of this role never materialise. But there
are organisations which are implementing strategic partnering well – it can be done.
Attend this online workshop to catch-up with the latest thinking on HR business partnering and to fully
understand what the role can look like; the mindset, skills and behaviours involved; and how HR
practitioners and teams can up their strategic game.
Through leveraging these opportunities, HR can substantially increase its credibility and contribution, and
the impact it has on the organisation it works within.
HR director, Head of HR, etc
Head of business partner team or a business partner
Head of centre of excellence or a specialist want to be more strategic
HR generalist wanting to develop a more strategic approach
Any HR professional wanting to excel in their strategic partnering role, and to make a broader contribution to
their HR organisation’s business partnering approach in order to increase their business impact
TIME AGENDA
10.00am
Strategic Partnering with the Business
Welcome and introductions
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 of this, businesses actually 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
Being a business ally - developing business savvy and financial abilities to support alignment andprovide credibility
The opportunities to provide value based on a deeper understanding of people
Using the value matrix to making people management a true contributor to business success
Developing best fit vs best practice approaches with resulting requirements for HR innovation
Case studies from the technology sector: Microsoft, IBM, Cisco, HCL – US / India
15 minutes break included
11.15am 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:
The key outcomes in strategic HR and the benefits of focusing on these
Developing innovative activities to create value in case study organisations
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 andprojects with communities and networks
Using disruptive digital technologies to transform HR effectiveness and impacts
Managing, measuring, developing and rewarding the performance of groups rather than just individuals
Case Study: Haier Corporation - China
12.15pm Lunch break
1.00pm 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:
Using the value matrix as a simple yet strategic framework for people and organisation planning
Setting objectives and identifying causal relationships at each step in the value chain at each level ofvalue
Using the value matrix for talent, workforce and succession planning, integrating HR planning
Case study: McDonald’s - UK Activity: developing strategic people plans for participants’ organisations
15 minutes break included
2.15pm Using a Workshop to Develop a Strategic HR Plan together with Business Clients
The approach to planning used within this workshop enables HR practitioners to hardwire their strategic approaches into ongoing activities. The planning process provides substantial value whether this is done for the whole organisation; a particular business unit, or client group; or just from the perspective of an individual HR practitioner. However, it is even more impactful when used in a workshop together with the whole HR group, or representatives from the different parts. And it provides the very highest benefit when used as part of a workshop programme involving business leaders. This session will describe and provide an example of this type of approach.
Examples and case studies of the planning approach and completed plans
Participants’ contributions to creating value HR strategies
The benefits of the strategic plan in hardwiring actions towards strategic impacts (eg as a checklist vs atypical day in the life)
Influencing business leaders, other functional leaders, line managers and all employees to build supportfor strategic HR partnering
Case study: Financial Services company – part 1
15 minutes break included
3.30pm Strategic HR Measurement and Analytics
Measurement and analytics play critical roles in business partnering, enabling HR to monitor progress against plan, helping identifying new insights, and providing an opportunity to bring new opportunities to the business, reducing perception of HR as an order taker:
Supplementing operational analytics with a strategic approach
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 insight tothebusiness
Using insights from analytics as a basis for reporting
Case study: Financial Services company – part 2 Activity: Identifying measures and opportunities for analytics in participants’ organisations
Conclusions and action planning
4.30pm End of training
Increasing Impact through Strategic HR Partnering
Format Virtual training
Dates 24 November 2020, 10.00am – 4.30pm
Price Per
Person
Early Bird:
USD 399 (on or before 11 November
Regular Price:
USD 499(after 11 November
Contact
Person for
Registration
and Group
Discounts
Reggie Ola Project Manager Tel: +65 6423 0329 Email: [email protected]
Amendment /
Cancellation
Policy
1. All bookings are final.
2. Should you be unable to attend, a substitute delegate is welcome at no extra charge.
3. HR Masterclass Series cannot provide any refunds for cancellations.
4. HR Masterclass Series reserves the rights to alter the programme without notice, including the
substitution, amendment or cancellation of trainers and/or topics.
5. HR Masterclass Series is not responsible for any loss or damage as a result of a substitution, alteration,
postponement or cancellation of the event.
Adrian Ray Project Manager Tel: +65 6423 0329 Email: [email protected]
As the training division of Human Resources, HR Masterclass Series takes a proactive role in organising a regional
series of public and in-house training courses across Asia. Together with our conferences and awards shows, these
courses form part of a complete suite of events specifically tailored for senior HR professionals.
Courses are conducted in a personalised and interactive workshop setting with practical case studies and exercises from
our expert trainer. Delegates will take away global best practices, fresh ideas and customised solutions for
implementation back in their organisations.
HR Masterclass Series is committed to being a trusted learning partner of HR practitioners throughout Asia.
ABB
AEON Credit Service
AirAsia
Alliance Bank Malaysia
Allianz Insurance
AstraZeneca
ASTRO Malaysia
Bank Negara Malaysia
Bumi Armada
Canon
CapitaLand
Carrier International
DHL
DSO National Laboratories Singapore
Ericsson
FMC
Fuji Xerox
Fujitsu Asia
Gamuda
Gucci
Hilton Hotels & Resorts
Hong Kong Jockey Club
International SOS
Kantar Health
Malaysia Airlines
Malaysia Airports Holdings
MasterCard
Maxis Mobile
McCann Erickson
MediaCorp Singapore
National Australia Bank
NetApp
NCS
PETRONAS
Prudential
S P Setia
Sands China
Schneider Electric
Sime Darby
Singapore National Eye Centre
Singapore Press Holdings
SMCP Hong Kong
SME Bank Malaysia
StarHub
Suntec Singapore
Telekom Malaysia
Tenaga Nasional Berhad
The Walt Disney Company
Tune Hotels
United Overseas Bank (UOB)
VADS Berhad
Volvo
WorleyParsons
Yale-NUS College
Yokogawa Engineering
Zurich Insurance