a different way of thinking about and managing people in an organisation

Outline

Human Capital is often accused of not playing the strategic role it should; failing to meaningfully contribute to the strategic and operational decision-making which impacts daily business operations and strategy itself. Human Capital practitioners themselves often complain that they are not given their right place at the 'executive table.

The need to play such a strategic role regarding the most expensive, and what is fast becoming the scarcest, resource of business is a given but the ability of Human Capital professionals to succeed at this is all too often questioned by business and other professionals alike. So what can Human Capital practitioners do? Essentially, they need to be able to contribute at a strategic level in a meaningful way and therefore have the tools to do so.

A structured approach to Human Capital delivers the flexibility in strategy which business requires of Human Capital and this 2 day course affords HC professionals the opportunity to experience and use tools and methodologies for the design and fixing of their HC strategy.

Outcomes

At the end of the course delegates will be able to:

•  Distinguish the role and challenges of Human Capital practitioners in organisations today;
•  Adopt an integrated approach to the management of people in organisations;
•  Identify what parts of an organisation need to be integrated in order to optimise its effectiveness in terms of the Business Architecture Model (BAM™);
•  Articulate the impact of a lack of integration on an organisation;
•  Illustrate how integrated human capital management (HCM) can contribute to strategic business management;
•  Define the content and impact of the human capital management (HCM) value chain in terms of the data-centric model (DCM™);
•  Explain the building blocks necessary to create a mature human capital environment in terms of the Standard Integrated People Practice Model (SIPP™);
•  Describe the five conversation mechanisms that drive strategic human capital management (HCM) value;
•  Prepare for an executive level conversation about HC issues that significantly impact your organisation’s business strategy;
•  Do a gap analysis of own human capital environment to identify issues that require addressing and correction;
•  Formulate initial high level plans to begin addressing the gaps including use business information in the formulation of an HC strategy;