strategic hr
Great Resignation training
Navigating through the Great Resignation is not just about putting more focus on retention and recruitment, but also requires HR to create organisational environments in which people want to work.
From April 2022, the Strategic HR Academy will run three special capability development programmes enabling you to better respond to the current situation. These special programmes each combine two Academy courses within one study group, providing about 20 hours of content to study, learning together with a small cohort of other HR practitioners over a three-month period.
Orientation is starting now – join by 11 April 2022.
Choose from these three Special Programmes
1. Re-designing your organisation, work and jobs
Organisation design for modern, compelling and effective working and Role and job design for good work and higher productivity courses
Traditional, functional, hierarchical organisations are increasingly unfit for today’s business needs and do not easily give candidates or employees the opportunities they need to contribute and progress. Organisations increasingly need to look at moving from a vertical to horizontal orientation (involving more than just adopting agile teams, holacracy or talent marketplaces etc) to provide people more autonomy, and creating communities and networks of performance (also acting as a basis for developing digital platform based organisations and DAOs etc) to provide them with more belonging too. These changes enable new ways of looking at jobs and skills, creating more effective value propositions for core employees, and supplementing these with digital technology and various forms of contingent working, all offering different opportunities for good work.
2. Innovating people practices for today's world
Performance Management Re-engineering and Reward Innovation courses
The best way to attract and retain the right employees is to ensure the organisation and the HR processes it uses enable people, teams and networks to support each other and optimise their performance. At the centre of this requirement are the processes and approaches we use to manage performance and reward people for their contribution and potential. Many organisations have already modernised and humanised their performance management processes, but there are often still opportunities to improve, and in particular, to link these processes to the needs of the particular organisation and workforce. Reward generally has not been changed that much for the last few decades, but there are now growing opportunities, and increasingly urgent requirements to transform this area too. This is particularly important if you have already modernised performance management as you will also need to align reward with a more human way of operating.
3. Making HR partnering work
Strategic Partnering to Improve HR Credibility and Contribution and HR Transformation for Creating Value courses
Changing our organisations and people practices in the ways required to attract and retain the best people needs HR to be fit for purpose too. HR practitioners need to have the appropriate perspectives, approaches and tools, and the HR organisation needs to support their activities. Ulrich’s business partnering models require some updating but once this has been done, still provides a useful basis for this development. HR Directors, business partners, and others need to understand how they can act in Ulrich’s strategic partnering role, and benefit from a practical framework they can use to continually increase strategic value in the activities they undertake. And even if not responsible for designing the HR organisation, it is useful for these strategic partners to understand the way that the HR architecture does and can work, to ensure that this can be used optimally, and to inform future changes in the way that it works.
Programme Timetable
Starting now: orientation and introductions
Weeks of 11 April – 9 May: 5 sections from the first course
Weeks of 16 May – 13 June: 5 sections from the second course
Week of 20 June: summary and conclusions
For more details, please see the descriptions provided for each relevant course.