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About the course
The Michigan Strategic Human Resource Planning program in Asia prepares human resource managers and professionals to become business players in creating and implementing successful business-focused HR strategies.
This challenging program will push you to shift your focus from day-to-day operations to long-term strategic HR. You'll learn tools, frameworks, and best practices from the recently released Human Resource Competency Study, the largest and longest running global study of HR, and build a business-focused strategy to establish your HR unit as a true business partner.
You'll emerge with an action plan to develop the nine HR competencies that drive internal and external value. Action-learning experiences, interactive lectures, case discussions, and in-class activities will guide you in determining what culture, capabilities, and talent you’ll need to make your business strategy work. You’ll learn to identify who creates value and discover ways your workforce can have a major impact on the firm’s performance. You'll emerge with a clear roadmap to create customer and business value through HR.
- Become a strategic partner and transform the HR function into a contributor to the business
- Turn corporate strategy into HR priorities
- Enhance your HR practices as a driver of competitive advantage
- Create a customer-focused culture
- Learn to articulate the value of HR investments for your business
This popular program attracts participants from a wide variety of industries, organizations, and countries, fostering a dynamic learning environment. The following program topics will be presented through a combination of action-learning activities, group discussions, team exercises, lectures, case studies, and projects.
- Assessing the business strategy and organization structure
- Understanding the goals process and sequences that make a structure work via case studies and discussion
- Structural alternatives aligned to strategy
Diagnosing the strategic implications of building great, sustainable organizations using tools from the book What Really Works
Review of basic partnership issues:
What do we need to do to grow/improve this business/unit? * What is our life cycle stage? * What is our Strategy? What does it need to be? * What is our Culture? Is it aligned with our strategy?
Exploration of HR partners vs. HR players
The three strategies required for partnership success:
- Business strategy
- Workforce strategy
- HR strategy
Understanding the three strategies and engaging in a "deep dive" on the strategic capabilities of each participant's firm
Building a workforce strategy
- Strategic capabilities required: diagnostic tools
- Present and desired state
- Gaps and their causes
- Strategic positions and talent
- Where, how, and who creates customer and economic value
- Performance vs. potential
Building talent inventories
- Case example: building a talent inventory for your line of business/company
- HR metrics
- Culture: expect and inspect
- Talent: bench strength vs. benchmark
- Leaders; workforce accountabilities
HR strategy and actions
- What will HR need to do differently with talent to have a profound impact on the creation of customer and economic value?
- Building a new HR architecture
- HR practice changes: Selection, Development, Performance management, Rewards, Communication, Work design
Aligning and integrating HR
- HR as a system: a whole and not a heap
- The financial impact on the organization of aligned and integrated HR systems
Strategic workforce planning
HR strategy: create a customer-focused culture, improve retention, and develop your best talent
Workforce metrics: learn what information should be captured to track progress and demonstrate the value of HR to the organization
HR leadership: delivering the HR agenda
- HR as a change agent
- Leading the HR function
- Influencing line leaders
- Talent effectiveness
- Sustaining change
- HR with an attitude
Building an action plan to deliver short- and long-term value through HR
- Frameworks to assess strategic workforce planning, develop talent targets, and deliver business value through human capital
- Actionable understanding of the ways HR creates customer and business value
- Expanded knowledge of research-based best practices in HR
- Increased confidence in your ability to implement strategic HR initiatives that drive organizational growth
- Metrics to assess and demonstrate the value of your HR operation
- Tools to ensure every employee creates customer and economic value for your firm
- A customized strategic plan to shape workforce planning and HR operations
- Methods to align HR practices with your organization’s strategic priorities
Who should attend
Upper/middle human resource managers responsible for establishing policy at corporate or divisional levels of major corporations or the policy-making head of human resource functions in smaller companies. Participants should be familiar with human resource areas and be ready to adopt new perspectives. The program is also geared toward line executives who need to develop and refine their human resource management skills.
Trust the experts
William F. Joyce is Professor of Strategy and Organization Science at the Amos Tuck School of Business of Dartmouth College. He also teaches Executive Education programs at the Ross School of Business at the University of Michigan. Dr. Joyce has consulted extensively with organizations in the Un...
Research Richard W. (Dick) Beatty Professor of Human Resource Management at Rutgers University. He received his B.A. from Hanover College, his M.B.A. from Emory University, and his Ph.D. in Human Resources and Organizational Behavior from Washington University. Professor Beatty teaches in the ...