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The globalized economy and the business organizations operating in the marketplace created a world where the value of the human resource, as the key driver of business success, is valued more than any time in history. However, the question remains, is the HR function and HR practitioners prepared to rise to the challenge, now that they have earned a seat at the boardroom table?

Within the South and Southern African context this question is particularly pertinent. The economic prospects of South Africa and many of its neighbors are positive, and growing investment in infrastructure and services is relatively high. But there is a question mark pertaining to our ability to sustain the economic momentum, mainly due to a lack of people capacity (skills, knowledge, and work ethic). In this environment, the HR manager and practitioner need to be proactive in terms of the development and implementation of people management strategies that focus on attraction and retention of the right people and the development, management and utilization of talent for business success.

Programme Outcomes

This programme provides the knowledge of best practice in HR strategy development and implementation, and develops a thorough insight into the underlying HR competencies required to implement these strategies. As such the programme will build knowledge and insight in terms of the following:

• HR strategy alignment
• The people management imperative of line management
• The partnering role of the HR function
• Gaining respect and credibility for the importance of the HR function
• Shaping the competency profile of the HR function
• The Human Capital Management Strategy
• Talent management and succession
• Developing organization capacity for transformation and change
• Implementing a high performance culture

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PROGRAMME

Day 1

Defining Strategic Human Resources Management What is strategy? HR strategy first? Business strategy – alignment or integration? The developing role of HR Pre-industrial era Industrial era Information age Post information age HR as strategic business partner HR as transactional specialist HR as advocate HR as change agent HR as strategic partner HR issue identification: Developing awareness for strategic context Organizational analysis Leadership, climate and change Mapping the strategic HR agenda: The line people management imperative The services strategy of HR The support strategy of HR HR function capacity development strategies Capacity building for transformation and change

Day 2

Key issues for the Strategic HR Agenda: Talent and succession management Defining talent The power of strategic decisions – defining the talent pool Creating the space for development Building the talent bench Shaping the talent pool Defining and assessing readiness Development strategies Creating a high performance culture Scorecard development basics High performance levers Defining team and individual performance requirements Employee engagement and performance Building the brand through people performance excellence Attraction and retention Employment branding Drivers of the decision to leave Employee engagement and retention The compelling employment value proposition Branding the organization as employer of choice Governance and ethics New perspectives on the purpose of the organization The role of HR in governance Developing moral leadership ROI of the HR function The new measurement mandate for HR Principles of ROI Basics of measuring ROI of HR interventions Lagging indicators for HR Leading indicators for HR

ABOUT YOUR EXPERT PRESENTER

Phil de Kock is an organization and management consultant with a career span of more than 20 years in several disciplines, including finance and admin, project management as well as human resource management and organization development. He has over the years served his professional community on several committees. In 2003 he coordinated a research project that was supported by, inter alia, SASOL, Excel Petroleum, Murray and Roberts Engineering Solutions as well as Fluor Daniel, dealing with the attraction, retention and development of high value employees in world class organizations.

During 2005-2006 Phil's work included lecturing in project management, leadership and human resources management at institutions that include the Centre for Learning, Training and Development (WITS University), Varsity College (ADVTECH Group Ltd) and Global Business School. His recent publications and training courses dealt with ROI of Training, HR Scorecards and Metrics as well as Job and Competency Profiling in South Africa, Botswana, Lesotho and Ghana. Most recently he has been involved in the establishment of HR capacity for an international oil trading company in Angola.