The workshop objective is to provide an integrated framework for linking your business strategy and workforce strategies, including associated HR people measures and analytics, to inform on the same.
Workshop Benefits: New Opportunities for HR Professionals
This workshop provides concepts and value on an elevated plane, presenting new opportunities for HR Professionals. The event will provide feedback on your organisation’s strategic workforce planning capability and offer techniques for improvement. You will acquire new knowledge about:
- Understanding the business case for strategic workforce planning and HR analytics;
- Configuring your workforce based on a model for building human capital, including its measurement, reporting and review;
- Aligning workforce and business strategies by linking the importance of roles to the strengthening of critical organisational capabilities and core competencies;
- Adopting best practice in segmenting and configuring your workforce based on the most prominent conceptual model of HRM architecture;
- Categorising roles (including the identification of critical roles, specialist roles, roles suitable for outsourcing, etc.);
- Moving from a "one size fits all" approach to applying differentiated HR policies to the importance of various roles to business outcomes – the essence of a workforce strategy;
- Maximising the ROI on your people;
- Profiling the Employment Value Proposition (EVP) for various roles, based on a model of the psychological contract;
- Implementing HR analytics – options and pitfalls
- Providing the necessary workforce intelligence to understand, measure and monitor the effect of talent decisions on the business;
- Understanding people risk, including using HR data to provide deeper workforce insights.
Workshop Design and Content
The design of this workshop incorporates the following models and concepts:
- The 5 ways to build human capital;
- The 3 types of capabilities/competencies from organisational through to individual;
- Segmenting and categorising roles according to a skills’ based model (i.e., skills value and skills uniqueness) - the most prominent conceptual model in the theory of HRM architecture;
- The psychological contract (or employer/employee relationship) and its relevance to profiling the Employment Value Proposition (EVP);
- Separating engagement from retention: The 4 “holy grail” workforce measures
- The people data cube for categorising, analysing and reporting the 3 types of human capital data (i.e. HR analytics).
The approach combines education and application, including an interactive format, exercises and activities.