Organisational and Human Resource Strategy Life Cycle

Programme For:
Organisational and Human Resource Strategy Life Cycle: Human Resource Strategy Formulation, Implementation and Review


Module 1 - Duration: 2 Days
UNDERSTANDING STRATEGY AND STRATEGIC RELATIONS
Module Objectives: Contents, Concepts and Issues
By the conclusion of the specified Learning, Reinforcement, Consolidation and Development Activities, Delegates will be able to: Strategy: A Definition;
The 5Ps of Strategy:
• Strategy as a Plan
• Strategy as a 'Ploy'
• Strategy as a Pattern
• Strategy as a Position
• Strategy as a Perspective
The ‘Strategy Process’;
Characteristics of Strategy;
Defining Strategic Management;
Understanding Strategic Decisions;
Implications of Strategic Decisions;
Levels of Strategy;
What is a Strategic Business Unit?;
Relating Strategy to an Organization’s:
• Mission
• Vision
• Goal
• Objective
• Strategic capability
• Strategies
• Business model
• Control
 The Corporate Strategy Model
 Strategic Position;
 What are Strategic Choices?
 The concept of synergy;
 The synergistic effect of strategic alliance;

Provide a succinct definition of strategy, that demonstrates it conceptual internalization;
Explain, with suitable examples, the 5Ps of Strategy, viz.:
• Strategy as a Plan
• Strategy as a 'Ploy'
• Strategy as a Pattern
• Strategy as a Position
• Strategy as a Perspective
Exhibit a heightened understanding of the ‘Strategy Process’;
Deconstruct Strategic Decisions, highlighting their major characteristics;
Explain the difference between strategy and strategic management, on the one hand, and operational management, on the other;
Provide a contextualized definition of a Strategic Business Unit (SBU);
Distinguish between differing organizational levels, in relation to management and decision-making;
Determine the differences in strategic priorities in relation to specific organizational levels – viz. corporate, business, and operational;
Exhibit a heightened understanding of the ‘Corporate Strategy Model’;
Understand the basic vocabulary of strategy, as used in different contexts;
Define, with own organization’s examples, the issue of ‘Strategic Position’;
Illustrate the factors influencing effective Strategic Choice;
Demonstrate a heightened awareness of the concept of synergy, in the context of effective organisational functioning;
Elucidate the contextual relationship between strategic alliance and 'synergistic gains'.


 
Module 2 - Duration: 1 Day
CONTEXTUALISING STRATEGY: EMPLOYING STRATEGIC ANALYTIC TOOLS
Module Objectives: Contents, Concepts and Issues
By the conclusion of the specified Learning, Reinforcement, Consolidation and Development Activities, Delegates will be able to:  The Organisation's Internal Environment;
 Organisational Strengths;
 Organisational Weaknesses;
 The context of the External Uncontrollable Environment;
 The Organisation's External Environment;
 Opportunities available to the organisation;
 Threats to organisational effectiveness;
 The 'Internal-External Organisational Analysis Matrix';
 Strengths - Weakness - Opportunities - Threats (SWOT) Analysis;
 Managing SWOT through 'exploitation' and 'circumvention';
 Understanding the Opportunities and Threats Posed by:
• Political Factors;
• Economic Factors;
• Social Factors;
• Technological Factors;
• Environmental Factors;
• Legal Factors.
 Conducting a 'PESTEL Analysis';
 Environmental Scanning, using Porter’s Five Forces Analysis:
• Supplier power
• Buyer power
• Competitive rivalry
• Threat of substitution
• Threat of new entry
Competitive Analysis, using Porter's Four Corner’s Analysis:
• Drivers
• Current Strategy
• Management Assumptions
• Capabilities
Conducting Value Chain Analysis, using:
• Company Mission
• Industry Type, and
• Value System
Using Early Warning Scans to effect Competitive Analysis, on the basis of:
• Market definition
• Open Systems
• Filtering.
• Predictive intelligence.
• Communicating intelligence
• Contingency planning.
• A cyclical process.
 Formulating Competitive Scenarios for War Game Simulations.
Conduct an internal organisational analysis;
Conduct a Strengths and Weaknesses Analysis;
Conduct an External Organisational Analysis;
Define the context of the External Uncontrollable Environment;
Determine their own organisation's External Environment;
Suggest the opportunities available to their own organisation;
Identify any threats that the external environment pose to their own organisation's effectiveness;
Create an 'Internal-External Organisational Analysis Matrix';
Conduct a full-scale 'Strengths - Weakness - Opportunities - Threats (SWOT) Analysis';
Manage SWOT through 'exploitation' and 'circumvention';
Demonstrate an understanding of the Opportunities and Threats Posed to their own organisation, by:
• Political Factors;
• Economic Factors;
• Social Factors;
• Technological Factors;
• Environmental Factors;
• Legal Factors.
Conduct a 'PESTEL Analysis';
Perform an 'Environmental Scan', using Porter’s Five Forces Analysis:
• Supplier power
• Buyer power
• Competitive rivalry
• Threat of substitution
• Threat of new entry
Conduct a 'Competitive Analysis', using Porter's Four Corner’s Analysis:
• Drivers
• Current Strategy
• Management Assumptions
• Capabilities
Conduct a Value Chain Analysis, using:
• Company Mission
• Industry Type, and
• Value System
Use an Early Warning Scans to effect Competitive Analysis, on the basis of:
• Market definition
• Open Systems
• Filtering.
• Predictive intelligence.
• Communicating intelligence
• Contingency planning.
• A cyclical process.
Formulate Competitive Scenarios for War Game Simulations.



Module 3 - Duration: 1 Day
KEY SUCCESS FACTORS AND KEY PERFORMANCE INDICATORS
Module Objectives: Contents, Concepts and Issues
By the conclusion of the specified Learning, Reinforcement, Consolidation and Development Activities, Delegates will be able to: Introducing Organisational Success Factors

 Definition of Success Factors
 Popular Success Factor
 A Model of Success Factors

Strategy as a Fundamental Success Factor

 Concentrating Your Resources – An Ancient Concept
 The Fundamentals of Strategic Planning
 Importance of The Defining Element
 Developing a Strategy for Each New Goal
 Adapting to The Changing Environment
 Interrelationships with Other Success Factors

KEY PERFORMANCE INDICATOR

Introduction

 Key Result Indicators
 Performance and Result Indicators
 Key Performance Indicators (KPIs)
 Examples of KPIs
 Categorization of KPIs
 Identifying Indicators of Organisation
 Key Components of KPIs
• Starting with what you need to measure and monitor
• Establishing current performance benchmark and target levels
• Adding KPIs project control elements
 Characteristics of a good KPIs
 How to Implement KPIs
 Benefits of KPIs
 Management Models That Have a Profound Impact on KPIs

Exhibit an appreciation for the importance of the different success factors in the operation of the organization.
Understand the underlying concepts of Key Success Factors (KSFs).
Identify the different KSFs of their respective organisation/business.
Determine what drives the business to succeed in the industry in which it is engaged.
Determine how the KSFs can help the organization achieve its goals and missions.
Ensure that the KSFs are correctly identified and pursued.
Exhibit their ability to determine which among the KSFs will work effectively for their organization/business.
Formulate strategies to optimize the organisation’s /business’s performance.
Establish the fundamentals of strategic planning.
Suggest ways to adapt to a changing environment more efficiently.
Evaluate the efficiency of their organisation/business operations.
Enumerate the various kinds of key result indicators.
Distinguish between performance and result indicators.
Demonstrate their understanding the underlying concepts of Key Performance Indicators (KPIs).
Determine how the performance of organizations, business units and their divisions, departments and employees are assessed through KPIs.
Give examples of KPIs.
Explain how KPIs help an organisation measure progress towards its goals.




Module 4: 1 Day
STRATEGIC HUMAN RESOURCE MANAGEMENT
Module Objectives: Contents, Concepts and Issues
By the conclusion of the specified Learning, Reinforcement, Consolidation and Development Activities, Delegates will be able to:  Distinction Between Personal Management And Human Resource Management
 A Brief History Of Western Human Resource Management;
 The Strategic Significance Of Human Resource Management;
 Why Strategic Human Resource Management?;
 Organisational Culture & Communication As Important Features Of Strategic Human; Resource Management;
 Linking Organisational And Human Resource Strategies
 Strategic Human Resource Management as a Way Of Thinking And Managing Organisation Resources;
 The Relationship between Organisational Strategies and Structure;
 Human Resource Challenges
• Environmental Challenges
• Individual Challenges
• Organisational Challenges
Indicate the significant aspects in development of human resource management and personnel management
Determine the links between Organizational and Human Resource strategies.
Illustrate the significance of Strategic Human Resource
Distinguish between Personal Management and Human Resource Management
Relate the Brief History Of Western Human Resource Management.
explain the Strategic Significance Of Human Resource Management;
Suggest why Strategic Human Resource Management?
Defend the notion that Organisational Culture & Communication ia an Important Features of Strategic Human Resource Management
Link Organisational Strategies with Human Resource Strategies;
Suggest why Strategic Human Resource Management is regarded as a Way of Thinking and Managing Organisation Resources;
Define the relationship between Organisational Strategies and Structure;
Exhibit an awareness of Human Resource Challenges, incorporating:
• Environmental Challenges
• Individual Challenges
• Organisational Challenges


Module 5 - Duration: 1 Day
DEVELOPING HUMAN RESOURCE STRATEGIES TO ENHANCE ORGANISATIONAL EFFECTIVENESS
Module Objectives: Contents, Concepts and Issues
By the conclusion of the specified Learning, Reinforcement, Consolidation and Development Activities, Delegates will be able to:  Human Resource Strategies And Organisational Strategies Match
 Fit Between Human Resource Strategies And The Environment
 Fit Between Human Resource Strategies And General Organisational Characteristics
 Fit Between Human Resource Strategies And Organisational Capabilities
 Choosing Consistent And Appropriate Human Resource Tactics To Implement Human Resource Strategies
 The Human Resource Department And Managers Forming An Essential Partnership
 Relationship Between Strategic Management and Resource Management

Be able to link organisational and subsystem business strategy to training and development strategy;
Exhibit the ability to create a Human Resource Strategies and Organisational Strategies Match;
Develop a Fit Between Human Resource Strategies and the Environment;
Fit Between Human Resource Strategies and General Organisational Characteristics;
Practalise the Fit Between Human Resource Strategies And Organisational Capabilities;
Formulate a Consistent and Appropriate Human Resource Tactics To Implement Human Resource Strategies;
The Human Resource Department And Managers Forming An Essential Partnership;
Elucidate the Relationship Between Strategic Management and Resource Management;


Module 6 - Duration: 1 Day
STRATEGY DYNAMICS: PRODUCT LIFE CYCLE AND STRATEGY LIFE CYCLE
Module Objectives: Contents, Concepts and Issues
By the conclusion of the specified Learning, Reinforcement, Consolidation and Development Activities, Delegates will be able to:  The Life Cycle Concept;
 Product Life Cycle:
• Infancy/ Inception
• Growth
• Maturity
• Decline
• Senility
 Formulating and Adapting Organisational Strategies, in line with Product Life Cycle Stage;
 Formulating and Adapting Human Resource Strategies in line with Product Life Cycle Stage, and in support of Organisational and Business Strategies;
 'Mission Progress Evaluation (MPR)' as a 'Strategic Operational Review (SOR)';
 Adapting Human Resource Strategy in support of possible Remedial Actions emanating from MPR/ SOR;

Explain the Life Cycle Concept in the light of their own organisational products and services;
Construct scenario of real-time products and services to illustrate life cycle stages of:
• Infancy/ Inception
• Growth
• Maturity
• Decline
• Senility
Suggest possible strategic responses to the different life cycle stages;
Propose an effective Human Resource Strategy that supports particular life cycle factors;
Conduct a Mission Progress Evaluation of their organisation, taking account of External Environmental Factors;


Module 7 - Duration: 1 Day
ORGANISATIONAL AND HUMAN RESOURCE DOCUMENTS MANAGEMENT
Module Objectives: Contents, Concepts and Issues
By the conclusion of the specified Learning, Reinforcement, Consolidation and Development Activities, Delegates will be able to:  Techniques For Organisational and Human Resource Files, Records and Information:
• Management
• Classification
• Retrieval
• Appraisal
• Preservation
 Benefits of Organisational and Human Resource Documents Management
 Compliance and confidentiality in the Organisation and HR Department
 Systematic Processes For Organisational and Human Resource Files, Records and Information Retention and Disposal
 Setting Strategic Priorities For Organisational and Human Resource Files, Records and Information Management
 Writing Practical Policies, Procedures and Guidelines
 Assessing and Developing Files, Records and Information Management Competencies
 Devising a Sustainable Preservation Strategy for Paper and Electronic Human Resource Files, Records and Information
Understand the context of organisational and human resource files, records and information management
Determine how organisational and human resource document management streamlines the organisation and HR processes.
Utilize different techniques in terms of managing, classifying, retrieving, appraising and preserving the organisational and human resource documents and other information.
Ascertain the benefits of proper organisational and human resource documents management.
Employ systematic processes in retaining and disposing organisational and human resource files, records and information.
Explain the special requirements of organisational and human resource files, including confidentiality and privacy, retention and disposal issues
Explore strategies for managing personnel records and other HR documents in paper, electronic and in a mixed paper/electronic environment
Review a range of strategies to enhance personnel records and HR documents management systems.



Module 8 - Duration: 1 Day
FUNDAMENTALS OF BUDGETING AND BALANCED SCORECARD
Module Objectives: Contents, Concepts and Issues
By the conclusion of the specified Learning, Reinforcement, Consolidation and Development Activities, Delegates will be able to: Budgeting as a Controlling Mechanism
 Budgeting and the Controlling of Organisational Resources
 Resource Allocation
 Costing and Cost-Benefit Analysis
 Activity-Based Costing
 Policy Planning and Budgeting Systems (PPBS)
 Zero Base Budgeting
 Paradigm-Based Budgeting
 Process-Based Budgeting
 Priority-Based Budgeting
 Performance-Based Budgeting
 Activity-Based Budgeting
 Efficiency Gains
 Responsibility Centres
• Concepts
• Objectives
• Attributes
 Types of Responsibility Centres
• Revenue Centres
• Cost Centres
• Profit Centres
• Investment Centres
Balanced Scorecard
 Concept of Balanced Scorecard
 Components/Perspectives of Balanced Scorecard
 Elements of Balanced Scorecard
 Balanced Scorecard Process
 Methodology
 How Balanced Scorecard Help Execute Strategy
 Implementation of Balanced Scorecard
 Monitoring and Reviewing Balanced Scorecard
 Excel Templates for Balanced Score Card

Identify the principles of budgeting.
Specify ways on how to control and allocate organisational resources as part of a sound budgeting system.
Indicate the different budgeting systems and differentiate one from the other.
Understand the underlying concept of the different responsibility centres.
Identify the objectives of responsibility centres.
Know when an organisational unit can be considered as a responsibility centre.
Enumerate the 4 types of responsibility centres according to the nature and control over the inputs and outputs.
Determine how the balanced scorecard can be applied in the organisation and HR department.
Specify the steps involved in using the Balanced Scorecard to create a strategy-oriented HR system.
Identify the key attributes of balanced scorecard.
Establish how balanced scorecard helps in the execution of organisational and HR strategy.
Develop Excel templates for balanced scorecard.
Draft an efficient balanced scorecard.
Implement balanced scorecard in
Realise the benefits of constructing and maintaining a good HR balanced scorecard.
Develop an excel templates for balanced scorecard.





Module 9 - Duration: 1 Day
HUMAN RESOURCE POLICY FORMULATION, IMPLEMENTATION AND REVIEW
Module Objectives: Contents, Concepts and Issues
By the conclusion of the specified Learning, Reinforcement, Consolidation and Development Activities, Delegates will be able to:  Developing HR Policies
 Purposes of HR Policies
 Policy Formation Process
• Policy Formation Responsibility
• Situational Analysis
• Drafting of Policy Framework
• Persons involved in the policy formation
• Final Draft
• Launch of HR Policy
• Maintaining and Evaluation Process
 Policy Categories
• General Policy
• Equal Opportunity and Employment Practices
• Compensation
• Employment Benefits
• Training and Development
• Termination of Employment
• Regulatory Policy
• Employee Assistance Practices
• Succession Planning
 Implementation of HR Policies and Common Deviation
 Success Factor For HR Policy Implementation
 HR Policy Review Process
Develop HR policies geared towards regulating the behavioural parameters of the organisation’s work force.
Ascertain the importance of HR policies.
Exhibit a Knowledge of who are responsible for the formation of HR policies.
Employ an efficient situational analysis to devise good HR policies.
Draft a HR policy framework that is responsive to the needs of his/her organisation’s HR department.
Demonstrate their ability to maintain and evaluate the policy formation process.
Enumerate the different policy categories and formulate a policy for each category.
Develop different strategies for the proper implementation of HR Policies.
Demonstrate a heightened knowledge of some of the organisation’s common deviation in the HR policy implementation and formulate ways to avoid these deviations.
Name the different success factors for HR policy implementation.
Conduct a sound HR Policy review to ensure the efficiency and proper implementation of the HR policies.