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      Being Seen as a Human Resource Strategic Business Partner in Fremont


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      November 6, 2019

      Wednesday  10:00 AM - 11:00 AM

      39658 Mission Blvd
      Fremont, California 94539

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      EVENT DETAILS
      Being Seen as a Human Resource Strategic Business Partner

      Overview
      The role of the HR business partner is more important than ever, now that there are more demands on HR to add value. And more leaders are realizing that by making better use of their employees, they can better achieve the profitability goals of the business.

      In addition, more of the transactional HR work is being outsourced, so HR is not only able to focus more on the strategic side of the business, but is also being asked to make a strategic contribution and develop people strategies that clearly add value to bottom-line results. This is the role of the human resources business partner.

      A strategic HR business partner works closely with other business leaders influencing strategy, steering its implementation, and making the best use of the organization's people. The HR business partnerrole is more of a consultative role. Human resource business partners have clients within the organization to whom they provide services and build relationships focused on the vision and objectives of the organization with much less focus on compliance and administration.

      Why should you Attend
      Research shows considerable agreement between business leaders and HR professionals as to the preferred vision for HR:

      Business leaders want HR to be making visible, meaningful contributions to the business strategy
      HR professionals want to be managing the organization's HR processes so that they have a significant impact on the success of their organizations


      Unfortunately however, there are many HR departments that are seen as processing transactions vs. turning their internal customers strategies into the HR department’s priorities in order to deliver desired outcomes

      Today's HR business partners need to be:

      Internal customer focused - knowledgeable of their customers expectations and needs
      Strategic - offering services aligned with their customer’s expectations and the business strategy
      Change-oriented - continuously improving those HR services for their customers’ benefit
      And technically competent


      Making the significant transition from the traditional to the strategic HR role is best accomplished by adhering to an HR Internal Service Improvement Process that involves:

      Identifying HR's primary customer(s)
      Seeking customer feedback utilizing a SWOT analysis, Internal Customer Report Card, Service Level Agreements and/or I/P Matrix
      Sharing that customer feedback with the employees in the department
      Creating a strategic service improvement plan based on that customer feedback
      Developing standards of performance for key HR Moments of Truth & processes
      Recognizing and rewarding customer-oriented behaviour from HR department employees
      And keeping the HR Internal Service Improvement Process 'alive'
      Areas Covered in the Session
      Utilizing a Strategic Frame of Reference to Develop an HR Strategic Plan Supporting Your Organization's Business Plan
      Strategic Business Partner vs. Traditional Role of HR
      Developing Your HR Frame of Reference
      Drafting Your HR Department's Mission Statement
      The Challenges and Significance of the Internal Service Provided by You and Your Department
      What is Value to Your Internal Customers?
      The Challenges of Delivering HR Services vs. Producing Products
      What is Value and How can We Deliver Greater Value to Our Internal Customers?
      The differences between manufacturing and service providing jobs like HR?
      Creating a 'SWOT' for Your HR Department
      Closing Any HR Service Gaps: a Process to Cause Your Internal Customers to Feel That They are Receiving What They Need & Expect
      Understanding Your Customers Expectations
      How Do Your Internal Customers See You? An Internal Customer Report Card
      The Gaps Model of Service Delivery
      Creating Standards of Performance
      Performing to Your Standards of Performance
      Avoiding False Expectations
      Questions Upon Which to Build Your Service Improvement Plan
      Improving HR's Service through an Importance/Performance Matrix
      The Aspects of Your HR Service Most Important to and Valued by Your Internal Customers
      Quality The Most Important Dimensions of HR Service
      A Model for Strategic Leadership
      Drafting Your HR Department’s Vision Statement
      Aligning Your HR Processes with Your Organization's Business Plan
      Organizational Success Factors - with Samples
      Employee Competencies - with Samples
      Utilizing Talent Management Practices
      Utilizing Your HR Processes to Enhance Employees Competencies
      Effectively Carrying Out Your Daily Role as a Coach and Counsellor - to Your HR Team, Managers and Employees
      When and How to Coach?
      When and How to Counsel?
      Common Coaching and Counseling Opportunities
      Crafting Your Frame of Reference
      Who Will Benefit
      HR Professionals New to the Field - Seeking a comprehensive view of the subject with multiple initiatives and techniques they can apply immediately
      Experienced HR Professionals - Seeking a Refresher
      Speaker Profile
      Pete Tosh is Founder of The Focus Group, a management consulting and training firm that assists organizations in sustaining profitable growth through four core disciplines

      Implementing Strategic HR Initiatives: Executive Search, Conducting HR Department Audits, Enhancing Recruiting, Interviewing & Selection Processes, Installing Performance Management Programs, Conducting Training Needs Assessments, Installing HR Metrics, etc. Maximizing Leadership Effectiveness: Facilitating Team Building Initiatives, Designing and Facilitating 360 Performance Assessments, Executive Coaching, Measuring and Enhancing Employee Engagement and Performance, etc.

      Strategic Planning: Facilitating Strategic Planning Events, Establishing Succession Plans, Installing Business Performance Metrics, etc. Enhancing Customer Loyalty: Conducting Customer Satisfaction Surveys, Facilitating Customer Advisory Councils, Developing Standards of Performance and Scripts for Key Customer Touch Points, etc. The Focus Group has provided these consulting and training services to manufacturing and service organizations across the U.S., Canada, Europe and the Middle East. Pete has worked closely with the leadership teams of organizations such as Exxon, Brinks, EMC, State Farm, Marriott, N.C.I. YKK and Freddie Mac to

      Align corporate organizational structures with their strategic initiatives - while insuring value creation for their customer bases Ascertain customers’ primary needs and perceptions of organizations’ performance relative to that of their competitors Develop and implement customer loyalty enhancement processes - based on specific customer feedback - that delivered sustainable advantages in the marketplace

      Implement performance management programs, executive coaching, compensation systems and other HR processes to strategically direct and reward desired employee behavior Prior to founding his own firm 25 years ago, Pete had 15 years of experience -at the plant, divisional and corporate levels - in Human Resource and Quality functions. Pete held leadership positions - to include the V.P. of Human Resources and Quality - with Allied Signal, Imperial Chemical Industries, Reynolds Metals, Charter Medical and Access Integrated Networks.


      Event link: https://www.traininng.com/webinar/-201091live?channel=eventful-nov_2019_SEO
      Contact Info
      Traininng.com LLC
      Email: traininngdotcom@gmail.com
      Phone: US: (510) 962-8903
      Phone: Zurich: +41 - 43 434 80 33
      Website : https://www.traininng.com

      Cost: Payment required - https://www.traininng.com/webinar/-201091live?channel=eventful-nov_2019_SEO

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