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: reggieo@humanresourcesonline.net

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: adrianr@humanresourcesonline.net

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