HR Director: a new level of strategic partnership in business

Programme

Day 1

Strategy and the HR management system in the company

• The HR management system in the company. Diagnosing the existing HR management model
• Developing the company's HR strategy

• Developing the organisational structure, creating systems for assessing unit performance
• The initiatives matrix and the responsibility matrix of the HR function

The role of the HR director in the company. The company's HR strategy

• The HR Department in implementing the company's strategy
• Developing regulatory and governing documentation, the HR function's involvement in business process optimisation
• Main business processes of the HR Department and governing documents
• HR department staff. Functions, job descriptions
• The HR Department as a business unit in the company structure. The staff cost budget
• Performance criteria of the HR Department (KPIs and the company's strategy maps)

The role of the HR director and changes in the HR function as the company grows

• The role and tasks of the HR function at different stages and life cycles of the company's development
• The HR department and other company departments. Points of contact and interaction algorithms
• The HR director — professional, managerial and personal competencies

Workshop:

• Drawing up the company's strategy map (BSC)
• Developing HR Department KPIs, developing the functional matrix and the responsibility matrix
• Analysing the company's business processes and organisational structure
• Test on resource management strategy

Managing staff during change

• The link between corporate culture and staff motivation. The most powerful tool of long-term employee motivation. Non-financial incentives
• Managing change and introducing procedures at the enterprise. Ways of overcoming resistance to organisational change

Workshop:

• Case: Developing the introduction of changes (using participants' examples)
• Role play: Negotiating with agents of influence

Day 2

Competency-based recruitment. Interviews, onboarding, assessment

HR management based on the Corporate Competency Model

• Competencies and competence. How to develop and implement an effective competency model for a specific organisation?
• Approaches to developing competency models depending on the goal
• Developing an in-house competency model
• Choosing the method of analysing and selecting the required competencies at organisation/unit/position level
• Compiling the list of competencies. Working out the levels of the competency model
• Evaluating the competency model and building competency profiles, profiling positions
• Implementing the competency model

Using the competency model to solve HR tasks

• Selection in recruitment (vacancy review)
• Building the talent pool and career planning
• Assessing staff training and development needs
• Conducting assessment and appraisal activities
• Assessment when forming the compensation package
• Staff rotation
• Developing the staff motivation and incentive system

The recruitment system

• The recruitment process and interaction with other company departments
• Managing the employee's career
• Headcount optimisation
• Assessing staff in recruitment. CV analysis, interview, case and situational interview. Stress interview. Testing

Workshop:

• Case: Developing a list of corporate competencies
• Case: Working out competency levels
• Case: Defining behavioural indicators for assessing competencies
• Case: Drawing up a competency profile for a position
• Case: Compiling a competency-based interview
• Testing: employees' psychological types
• Assessment business games

Staff onboarding and development

• The main goal of the onboarding system — reducing the organisation's costs
• The staff onboarding process in the organisation. The difference between onboarding and the probation period. Onboarding newcomers and onboarding existing staff
• Managing staff onboarding. Planning staff onboarding. Stages of the onboarding process. Readiness assessment, orientation, effective adaptation, functioning
• Organising the documentation of the onboarding process. Onboarding regulations, onboarding sheet, etc.
• Monitoring onboarding results. Conditions for successful onboarding. Factors affecting onboarding. Onboarding timeframes

Workshop:

• Case: Developing an onboarding programme in the company for a specific position

Day 3

The staff assessment system and the training system in the company. Assessment Center

• Goals and principles of staff assessment. Algorithm for developing and implementing the company's staff assessment system
• Staff appraisal and staff assessment: their differences
• Types and methods of assessment. Choosing adequate assessment tools
• Assessing performance indicators
• The «360 degrees» assessment technology
• Assessment and Development Centre methods (AC/DC)
• The «assessment centre» technology (Assessment Center)
• Systematic and comprehensive assessment (Assessment Center)
• Questionnaires. Psychodiagnostic testing
• Practical professional tests (Case Study cases and work assignments)
• Assessment in business and role-playing games. Developing business games and assessment
• Participant observation of work. The «mystery shopping» method
• Possibilities and limitations of each method
• Common problems in conducting assessment and measures to prevent them
• Removing staff resistance and fears about assessment
• Assessment during appraisal and staff reshuffles
• Legal aspects of conducting assessment and documenting its results

Workshop:

• Case: Developing assessment criteria for the «360 degrees» method
• Case: Writing cases for a competency
• Case: Developing a business game and a rating scale for a specific competency
• Case: Preparing the company's internal PR for introducing staff assessment
• Business games: «Motivational conversation with an employee on assessment results», «Exit interview»

Staff training in the company

• The concept of the learning organisation
• Methods of assessing training needs. MBO, the competency model
• Staff training plan based on competency assessment
• Internal and external training. Corporate university. Training department. The institution of mentoring. Choosing a training provider
• Staff training, advanced training, retraining
• Career planning. Building the talent pool
• Evaluating training effectiveness. D. Kirkpatrick's model
• How and what to teach with a zero budget
• Training managers
• Outplacement, exit questionnaires (interviews)

Workshop:

• Case: Developing a questionnaire for identifying training needs
• Case: Drawing up a terms of reference for training
• Business training games: «Interview with the 'indispensable employee'», «Assessment interview during staff reshuffles»

Day 4

The staff motivation system. Financial and non-financial components

Employee motivation: technologies of financial and non-financial incentives, company grading and KPI-based bonuses

Non-financial motivation: managing corporate culture and individual employee motivation

The company's corporate culture — a strategic HR management tool

• The role of corporate culture in the company's activities
• The influence of business and regional specifics on corporate culture. The influence of the organisation's top executive and the team of like-minded people on corporate culture
• Corporate culture: how it is «born» and how it «manages» staff. Corporate ideology. Building commitment, forming identity
• Main steps in forming corporate culture
• Governing documents. The company's Corporate Code. Corporate standards. Corporate Culture Regulations
• Implementing corporate culture. Diagnostics and monitoring. Changing corporate culture
• Employer brand and internal PR

Workshop:

• Role play: Negotiating with the manager / owner about values and basic assumptions
• Business game: Creating elements of corporate culture for a small and a large company
• Metaphorical tasks: understanding the essence of resistance to change
• Case: Building and presenting the employer brand

Methods of non-financial motivation

• How non-financial motivation changes at different stages of the company's development
• Non-financial motivation — the basis of employee achievement. Theoretical foundations of motivation
• Methods of non-financial staff motivation. Methods of long-term motivation
• The relationship between career and personal growth
• The role of corporate culture in shaping long-term motivation
• Tactical motivation technologies. The link between tactical motivation and the employee's level of competence and psychological type
• Staff groups and non-financial motivators
• How to fire up employees and make them happy during working hours? How to choose and introduce non-financial motivators into the company's work?
• Principles of staff motivation
• Directions of individual non-financial motivation
• The manager's influence as the basis of the employee's day-to-day motivation
• How to change motivators if they do not work?
• Corporate and personal motivation
• Motivating talented employees
• Methods of studying employee motivation
• Techniques for dealing with subordinates' resistance
• Developing and implementing a non-financial staff motivation system

Workshop:

• Case: Developing a staff motivation questionnaire for the company
• Business game: Motivation by competency level
• «Personality type test»
• «Interview with a candidate: assessing motivational incentives»
• «Motivational conversation with an employee»

Day 5

Financial motivation

«Company grading. Job evaluation and salary optimisation»

• Financial and non-financial motivation. The balance of effectiveness
• Technology for developing and optimising monetary remuneration. Principles and factors of an effective system of financial and non-financial incentives
• Building a grade system as a method of effectively forming the fixed part of pay. Classic grading methods, the Hay Group method, the Watson Wyatt method. The express grading method
• Matching salaries and job «weights». Building the salary line
• Linking salaries to the market
• Your grade ladder: a salary optimisation system and a career ladder for employees

Workshop:

• Case: Evaluating jobs and workplaces using the point-factor express method

Assessing employee performance. Management by objectives, KPIs

Defining employees' Key Performance Indicators. Requirements for the KPI system

The variable part of pay. The Balanced Scorecard (BSC)

• Typical KPIs for the «Finance», «Customers and marketing», «Business processes» and «People and systems» perspectives
• Developing the variable part of pay based on PM (Performance Management)
• Developing KPIs for «inconvenient» employees: accountant, lawyer, logistician, IT and HR specialists
• Building the benefits system at the enterprise
• Options for building the benefits system. By grade, by hierarchy, the «cafeteria» principle, based on questionnaires

Workshop:

• Case: Developing KPIs for divisions, departments and employees
• Examples: Calculating the bonus fund of top managers, departments and employees based on KPIs