Strategic Commercial Awareness for HR Business Partners
Strategic Commercial Awareness for HR Business Partners
3-day Back-to-back Programme
How this programme currently fits :
This programme has been specifically designed for HR Business Partners (HRBPs), HR directors, and other senior HR involved in defining and delivering business strategy.
Duration: 3 days (back-to-back)
Programme Background and the HRBP role
The HR Business Partner role is one of the most important developments in senior management teams over the last decade!
A critical and necessary move, as HR professionals manage one key aspect of any organisation’s strategy, and also its highest cost; its ‘people’. Ultimately, an organisations workforce is pivotal to its strategic success.
This programme has been developed to give all existing and upcoming HRBPs, and other senior HR people who are involved with business planning, an in-depth understanding of the ‘commercial elements’ which are at the core of the three key areas which make up 100% of strategy;
- The strategy development (20% of the strategic journey)
- It’s effective implementation (30% of the strategic journey)
- The ongoing maintenance (50% of the strategic journey)
Most strategies fail (around 60%) for the following reasons; the strategies development was not thought through enough and pressure tested, too much focus on the financial aspects, a lack of cohesion amongst the SMT, poor implementation and communication to the workforce, and finally, the failure to maintain the required performance during its lifecycle.
Over these 3-days, each of these areas will be addressed, giving the delegates tried and tested commercial business tools, skills and case-studies to work with.
Programme Key Elements
When developing strategy, most senior HR professionals will understand critical areas such as the organisations culture, purpose, core values and CSR commitments.
However, before a strategic vision (or an organisations future state) can be decided, it is the ‘commercial’ elements of a business that need to be fully assessed and developed, for example; its value proposition which defines the brand, its internal structures and resources (not just the people), competitive and value chain analysis, and what do our customers (existing and new) want from us now and in the future? These are just some of the aspects we cover on this programme.
It is the understanding of these critical commercial areas that will enable HR to make the right strategic conclusions about their people, their growth, skill gaps, L&D, talent development and recruitment decisions.
Once these areas are fully explored, an organisation can then decide on the following; its vision, strategic priorities, objectives, KPIs, measures, initiatives and project plans.
The second stage is to then gain sign off and agreement of the strategy from ALL the SMT and a strategic contract to be drawn up ensuring a cohesive approach to its delivery. Developing a communication and rollout programme that inspires all, this includes assigning ownership of objectives and projects, whilst understanding the critical mistakes to avoid whilst doing so.
The third aspect of this programme is to ensure that early take up and momentum is maintained, by developing a performance management process that works! Is easy to understand (by all parties) and act upon. Lastly, we explore developing your talent around the strategy, to create a staff reserve pool to give your organisation agility and to save recruitment costs and downtime caused by skill gaps in the future.
The Benefits of Attending this Interactive Programme
Delegates will leave this programme with an action plan to discuss their strategy ideas with other members of the senior management team.
They will also understand and be able to use some of the business planning tools which they may not have encountered previously.
Finally, and most importantly they will fully understand the link between commercial strategy and workforce planning, enabling them to make the ‘right’ decisions in all aspects of HR.
This 3-day programme will consist of the following content:
Day 1 (developing the strategy plan)
- What is a strategic plan?
- Why do so many fail?
- The key mistakes to avoid when developing your plan
- The importance of Mission/purpose, core values and culture
- Reviewing mission statements (is this who we really are?)
- Defining your core values (is this what we stand for)
- How would you describe your culture? How would your people describe your culture? (is there a mismatch?)
- Stakeholder considerations (who are your stakeholders?)
- Types of strategic maps that can be used (keeping it simple)
- BSC in the mix
- A picture of the future (let’s dream)
- Setting Strategic priorities (keeping them to three, why?)
- The five pillars of a strategic plan
- Internal resources
- Growth and L & D (HRBP key area)
- CSR (why and what?)
Analysis tools (exercises)
- SWOT (where are we now)
- Customer value proposition (CVP analysis)
- PRISM feedback loop (customers, suppliers and other stakeholders/partners)
- Value chain analysis (internal near)
- Porters 5 forces (external near competitor analysis)
- STEEPLE (external far environment)
- Cost/benefit analysis
- L.O.S.E.R model (can do, can’t do)
Bringing it all together
- Strategic priorities (what do you think they should be?)
- Setting objectives around the 5 pillars
- How KPIs are defined (not measured at this point)
- Considering the measures against each performance indicator
- What if?
Day 2 (implementing your plan)
- Developing initiatives and projects
- Pressure testing (impact analysis)
- Using project planners
- Allocating ownership and responsibilities
- Identifying individual behavioural strengths required to deliver specific projects (PRISM)
- Signing off on your strategic plan
- Communicating your plan to other stakeholders (not employees at this stage)
- SMT strategic contract (what must be agreed?)
- TNA for the SMT (performance discussions, giving constructive feedback. Etc)
- Observed behaviours from senior managers and its impact on strategy
- Communicating the strategy to the workforce (utilising RESONATE)
- Roll-out, the different ways to deliver the message
- Identifying strategy ‘champions’ for each department
- Checking clarity and linkage, up, down and across the organisation
Day 3 (maintaining the strategy)
- Revisiting existing job descriptions
- Designing simple job descriptions in line with the strategy
- Mission statements, KRAs and KPIs
- Uncomplicated performance management model (linked to JD)
- At what level to start focusing on behaviours?
- Performance reviews, frequency
- Identifying ‘real’ talent
- The 10 talent ‘must haves’
- Developing a talent development programme (TDP)
- How to show a return on investment
- Managing expectation of talent and others
- Frequency of SMT strategy review (when, what and how)
- Individual action plans
We can deliver this programme in-house, a one- or two-day course depending on the size of the group, budget and level of topics required to be covered.
- Free 45 minute follow up coaching session for all participants
To book an in-house course please contact us today.
Your Trainer – Philip Peters: Philips expertise has been gained from working at various management levels through to main board director. A key element of his approach is working in partnership with managers, leaders, and organisations to create a clear line of sight down, up and across organisations, installing (where applicable) measurable and achievable KPIs, therefore ensuring all employees are linked to its overall strategic goals, objectives and culture.
Over the years Philip has gained an in-depth understanding of an extensive and diverse range of market sectors from SMEs through to major corporations in both the private and public arenas, across different cultures and economic environments, including the past 9 years working in partnership with organisations from the Former Soviet Union, in Russia, Ukraine,
Azerbaijan, Belarus, Kazakhstan and Georgia.