The traditional operational role of human resources leaders has seen a dramatic shift in the last decade. More and more organisations have identified HR as a key business unit that has significant implications for achieving corporate objectives. Senior HR executives are expected to create substantial contributions to the strategic decision-making process. As a result, they must first develop credibility and then demonstrate the required capabilities by having a firm grasp of the key concepts, models and language of business and strategy.
Business Strategy for HR Leaders provides senior HR executives with intensive training in strategy, which will enable them to participate equally in the boardroom and contribute to the decision-making processes in their organisations. This programme focuses on empowering HR leaders with the key strategic concepts used by CEOs and corporate leaders and demonstrates how they can use these to develop their own HR agenda to complement their organisation's global strategic initiatives.
- Enhance leadership capability by acquiring the knowledge of strategic concepts that will enable a more proactive role in shaping strategy within the organisation.
- Develop the confidence to nurture key partnerships and to influence decisions on short-term productivity and long-term business strategic agendas.
- Develop an HR strategy to address the demands of change management and integration, and performance measurements in line with strategy implementation.
Who Should Attend
- The programme is designed for senior HR and organisational development leaders from large multi-national firms, usually at the director or vice-president level.
- It is also useful for senior HR leaders from firms with large strategic expansion plans in which HR can add value. Most participants report to the CEO and/or board and manage a large international workforce.
- This programme is also suitable for owners, advisors and professionals of family-owned businesses who are interested in the key concepts and activities involved in strategic decision making and people management.
*Program faculty is subject to change
This unique programme is designed to help HR executives who have become an integral part of the executive team to actively contribute and add value to discussions of shaping the business strategy. It provides participants with an in-depth look at the strategic process, tools and mindsets that are used by senior managers and consultants.
The programme is structured around five essential stages for strategic decision-making.
1. Defining objectives
The first stage focuses on the importance of setting business objectives. Senior HR professionals must understand the factors affecting the business landscape. This requires a careful assessment of the organisation’s strategic objectives as well as those of your competitors.
• Is the company’s strategic agenda short or long term?
• How risk-averse is the organisation?
• Is the primary objective profit, growth or something else?
• How do HR leaders help communicate the corporate objectives and facilitate organisational change and lead initiatives based on these objectives?
2. Auditing the starting point
This stage allows HR leaders to have a deeper appreciation of the different business concepts – such as supply and demand, the value chain, market share, product positioning and portfolio management – and how these define the competitive advantage within its industry ecosystem.
• Are there gaps in the market that aren’t being served?
• Is the portfolio competitive based on cost structure and geographic markets?
• Is there an opportunity to expand market share?
• Are new technologies a threat or an opportunity?
• Does the organisation have sufficient competitive intelligence?
3. Determining economic viability
HR leaders will be exposed to strategic initiative frameworks that will evaluate customers, the competition and the company, and will also identify appropriate performance models.
• What strategic concepts are aligned with the organisation’s objectives and have the potential to be profitable?
• Why are some organisations more profitable than their competitors in the same flat market?
• Is the HR strategic agenda aligned with the success measures in terms of people-related business issues?
4. Developing strategic options
This stage focuses on generating methods to extract market value by leveraging the existing resources of the organisation and also identifying growth opportunities externally. This stage also helps senior HR professionals to lead the conversation on human capital risk assessment.
• Which options are feasible, strategically aligned and potentially the most profitable?
• How are these activities prioritised and implemented?
• How can the organisation leverage its resources and capabilities for global expansion?
• Is the HR infrastructure, workforce set-up and processes able to support these initiatives?
5. Allocating resources
People issues lie at the heart of successful strategy implementation when it comes to deploying talent to satisfy key functions based on market demand. Discussion of this competency allows us to link our strategy discussions explicitly back to the key responsibilities of HR leaders. This stage also tackles budgeting, implementation and return on investment.
• Given the best options, how much should be invested?
• Are HR activities and initiatives properly aligned with the emerging strategic imperatives facing the business?
• Are senior HR professionals serving as effective business partners to line managers?