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HR Business Partnership Skills Workshop

  

About this Course

The most common challenges experienced in implementing business partners generally relate to developing the role appropriately.

Almost half of respondents whose organisations have introduced HR business partners agree that they have been drawn into activities that are not relevant to the role and just under half recognize that there has been tension between responding to corporate and business unit needs. A quarter think that the business partner role is or has been unclearly defined.


Objectives

  • To establish norms for building a high performing HR team.


  • To clarify their various roles and goals in the organization.


  • To identify best practices in building partnership between HR and the Line.


  • To create initiatives to manage the necessary changes in HR practices.


  • To develop professional services to truly partner the business.


  • To ensure HR business partners increase their value to the organisation.


  • To enhance the contribution and careers of HR professionals.

    • Outline

    The Changing world of HRM

  • Introduction to HR Business Partnering

  • HR partnering as part of strategic

    • Tools for implementing Business Partnering

  • Creating the vision for HR

  • Making the case for HR business partnering

  • Introduction to stakeholder mapping

  • Assessing readiness for HR business partnering

  • Identifying and mapping HR processes

  • Identifying future HR roles

  • Lessons learned from other organisations

    • Tools for Developing as an HR Business Partner

  • HR business partner competencies

  • Influencing skills checklist

  • Gaining credibility

  • Demonstrating added value

  • Understanding organisational politics

  • Overseeing projects

  • Using consultancy skills

  • Partnering development plans

    • Tools to Use within the Business

  • Acting strategically

  • Senior team review framework

  • Developing HR strategy

  • Ensuring alignment

  • Developing best practice HR

  • Using organisational metrics

    • Tools to Assess the Effectiveness of HR Business Partnering

  • Measuring HR business partner effectiveness

  • Assessing the effectiveness of HR business partners

  • Reviewing the partnering model

    • Methodology

  • Brief presentations

  • Triad activities

  • Toolkit applications

  • Case studies

  • Role modelling

    • Who Should Attend

    HR Managers, HR Officers, Specialists, Line Managers involved in implementing HR policies and programmes, OD and HRD Managers supporting the business and HR partners.


    Trainer

    Arnold Chan has over 20 years of organization development critical experiences while working at three global organisations with a strong Pan Asia presence. He has lead several strategic initiatives ranging from balanced scorecard performance management system and regional competency development framework to talent management programmes in this region.

    While at Standard Chartered Bank, he was a lead facilitator for their global future leaders programme. As a certified Gallup strengths coach he engaged senior managers and high potentials to help them discover their signature themes and align them to business priorities. Arnold was instrumental in spearheading the Global Mentoring programme at Standard Chartered and was successfully rolled out to Asia, Africa and the Middle East.

    At DBS Bank, Arnold lead the HR balanced scorecard implementation, delivered performance coaching and review workshops for Vice Presidents and senior managers across the Group. Prior this, he was the Fuji Xerox country representative and HR working committee leader in developing the Asia Pacific Competency Development System. Arnold also revised the performance appraisal system at Fuji Xerox Singapore to meet the People Developer Standard. As a result Fuji Xerox was accorded 6 stars in the People Developer Standard award.

    His management exposures spanned across industries. From the public to the private sector and from global financial institutions to multinational corporations. Besides Singapore, he has developed executives from USA, India, Hong Kong, China, Korea, Vietnam, Malaysia and Indonesia.


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