STREAMLINE HR BUSINESS PARTNERING & STRATEGY DEVELOPMENT

STREAMLINE HR BUSINESS PARTNERING & STRATEGY DEVELOPMENT

CAPITALIZE ON EXPERT KNOWLEDGE TO GAIN MAXIMUM VALUE ON THESE VITAL ISSUES Understand the basic questions you need to consider when developing an HR strategy Have considered how you would answer these questions within your own organization and what this will mean for your own HR strategy Understand the role(s) of the HR business partner and the benefits this role can provide Be able to tailor and implement / improve this role within your own organisation Be able to describe the consulting skills required by a HR business partner Have developed an action plan to create or update the HR strategy and to build credibility and transform the business partner role in your organisation

Jon Ingham is an independent trainer and consultant, specializing in helping companies apply research, technology and innovation to the way they generate competitive advantage through their people, often responding to the increasingly profound transformations underway in the world of work. He is the author of Strategic Human Capital Management (2006) where he outlines an increasingly well used, simple yet strategic approach to HR management and measurement. He is also a contributor, Dave Ulrich, Ed Lawler, Peter Cappelli and others to the ASTD s recent book, The Executive Guide to Integrated Talent Management (2011). Jon also writes one of Europe s leading HR blogs, Strategic HCM. Jon s main current interest is how businesses use social technologies and social approaches to develop their employees connections, relationships and conversations as strategic differentiators. He maintains a heavy schedule of speaking at conferences around the world and trains several hundred HR practitioners each year. He has also chaired Europe s major HR conference, HR Tech Europe, for the last three years. As a consultant, Jon works globally across all sectors helping devise and develop strategic, high impact approaches to people management. Recent projects include working in an organization development role, mapping out a digital way of managing people for a large retailer, and helping a major bank engage and develop HR business partners in organization design. His background includes four years working as an HR Director for Ernst & Young - in the UK and then based in Moscow covering Eastern Europe. Jon has been recognized by HRexaminer.com as the #1 top global online influencer in talent management (2010) and a top 100 global influencer in HR (#73) where it is suggested that Ingham is still early in his career. It s not outrageous to imagine him as the next Ulrich." He has also been recognized by HR Magazine as the 7th Most Influential UK HR Thinker (2013).

The opportunities to impact a business performance through a truly strategic approach to HR are immense. But this requires the creation of an effective strategic HR plan or framework to provide context for strategic activities, and also effective HR business partnering both as a role and approach as this is critical to achieve strategic objectives and opportunities. The concept of strategic HR tends to draw quite a bit of criticism, often by people who do not understand what it means. Performed effectively, a strategic approach to HR can have a profound impact on the function s impact in an organisation, and looks very different to a more operational approach too. Strategic HR demands new tools and skills but above all else it requires a new perspective. This involves understanding that there is choice HR can be performed in very different ways. Therefore, although there will always be a role for best practice, the key processes that will make the difference to your business are those you tailor for your business strategy, your type of organisation, your desired organisational capabilities and so on. Attend this seminar to develop a more strategic approach to your own, and your department s HR activities. Learn about the different options that exist within HR strategy and reflect on which of these options best suit your particular organisation. Nearly 15 years on from Dave Ulrich s HR Champions, business partnering is still the aspect of HR transformation which organisations find most difficult to implement. In many cases, the intended behaviours and impacts of this role never materialise. But there are organisations which are implementing business partnering well it can be done. Attend this seminar to catch-up with the latest thinking on HR business partnering and to fully understand what the role can look like, the skills and behaviours involved and how existing HR generalists can be transformed into effective business partners. With the support of the trainer and other attendees, reflect on how the role can be tailored to, and then developed in, your own organisation. Also review how you can build the credibility of your HR function to lead the creation or renewal of embedded HR teams.

HR directors, business partners, consultants Heads of business partner teams or those responsible for setting these teams up HR generalists transitioning into a business partner role All HR practitioners with an interest to improve their strategic perspective in HR

Day 1 Introductions Developing HR Strategy How to add and create value to your business The need for best fit alignment Key questions to act as a basis for differentiation Planning to develop human capital / organisational capability Developing an employer or talent brand linked to the strategy Talent Management and Succession Planning Identifying talent based upon business requirements and strategic HR needs Assessing and developing potential Developing succession planning to contribute to business transformation and success rather than just providing continuity and risk management Workforce Planning Best practices in a workforce planning process The need for both quantitative and qualitative planning Building in long-term forecasting Integrating analytics and scenario planning Leading Strategic HR The importance of having a viewpoint: being a credible activist The emerging HR function Developing strategic capabilities

Day 2 Learning review Transforming HR Current and emerging trends impacting the HR function Building a strategic HR function New requirements for HR including HR science and analytics The Latest Thinking and Experience in Business Partnering How the role has been developing latest research and experience Barriers and enablers to developing a business partnering team Managing the balance between ongoing business support and strategic development The Partnering Relationship HR consulting skills The art and science of effective relationships with line managers Maintaining the other relationships with other HR teams (centres of excellence, service centre, operational staff etc) Relationship management skills, tools and techniques Taking Action and Building Credibility Understanding your business and adapting behaviours and interventions to the type of business that you are in Changing HR s role and how to communicate the change Building valuable business networks

INTERACTIVE GLOBAL SOLUTIONS (IGS) training courses are thoroughly researched and carefully structure to provide practical and exclusive training applicable to your organization. Benefits include: Customized programmers to address current market concerns, comprehensive course documentation, and strictly limited.

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Sales Contract Streamline HR Business Partnering & Strategy Development (9 th 10 th June 2014 / 12 th 13 th June 2014) Please complete this form immediately and fax or email back to: hanney@igs-groups.com or (65) 6734 3742 Delegate s Details (1) Name: Position: Mobile No: (2) Name: Position: Mobile No: (3) Name: Position: Mobile No: Organization; Address: Town: Postcode: Fax: ( ) State: Tel: ( ) Authorization: Signatory must be authorized to sign on behalf of contracting organization. Name: Position: Signature: Date: This booking is invalid without a signature. Workshop Fee: o SGD 2795 Per Delegate o SGD 2595 Per Delegate (for a group of 3 or more) o Free inclusive of course documentation, luncheons, refreshments and 15% services charge. o The above amount payable is net withholding taxes or any other taxes if any. PAYMENT METHODS By Cheque/ Bank Draft Make Payable to INTERACTIVE GLOBAL SOLUTIONS By Direct Transfer Please quote your invoice number with the remittance advice Account Name: INTERACTIVE GLOBAL SOLUTIONS Bank Code 7339 Account Number: (SGD) 517-828166-001 Swift Code: OCBCSGSG (USD) 501-208441-301 All bank charges to be borne by payer. Please ensure that INTERACTIVE GLOBAL SOLUTIONS (IGS) receives the full invoiced amount. PAYMENT POLICY Payment is due in full at the time of registration. Full payment is mandatory for event attendance. By submitting this registration form, you have agreed to INTERACTIVE GLOBAL SOLUTIONS (IGS) payment terms CANCELLATIONS & SUBSTITUTIONS You may substitute delegates at any time. IGS does not provide refunds for cancellations. For cancellations received in writing more than seven (7) days prior to the training course you will receive a 100% credit to be used at another IGS training course for up to one year from the date of issuance. For cancellations received seven (7) days or less prior to an event (including day 7), no credits will be issued. In the event that IGS cancels an event, delegate payments at the date of cancellation will be credited to a future IGS event. This credit will be available for up to one year from the date of issuance. In the event that IGS postpones an event, delegate payments at the postponement date will be credited towards the rescheduled date. If the delegate is unable to attend the rescheduled event, the delegate will receive a 100% credit representing payments made towards a future IGS event. This credit will be available for up to one year from the date of issuance. No refunds will be available for cancellations or postponements. IGS is not responsible for any loss or damage as a result of a substitution, alteration or cancellation/postponement of an event. IGS shall assume no liability whatsoever in the event this training course is cancelled, rescheduled or postponed due to a fortuitous event, Act of God, unforeseen occurrence or any other event that renders performance of this training course impracticable or impossible. For purposes of this clause, a fortuitous event shall include, but not be limited to: war, fire, labour strike, extreme weather or other emergency. PROGRAM CHANGE POLICY Please note that speakers and topics were confirmed at the time of publishing; however, circumstances beyond the control of the organizers may necessitate substitutions, alterations or cancellations of the speakers and/or topics. As such, IGS reserves the right to Alter or modify the advertised speakers and/or topics if necessary. Any substitutions or alterations will be updated on our web page as soon as possible.