MBA in HR is an intensive training course examines how to develop and master the key areas of Human Resource Management (HRM). HR is changing beyond recognition from the days of the old Personnel Departments. HR is now recognized as a strategic source of competitive advantage and as a predictor of future business performance. This exciting training seminar will bring you up to date on the latest techniques and approaches that are appropriate in the effective management of Human Resources.

-Strategic HRM in the Modern Organisation

-Employee Reward and How it influences employee behavior

-Learning & Development in the 21st Century

-Performance Management in a multi-cultural environment

-The Latest Strategies for Effective Resourcing and Recruitment

This MBA in HR programme will enhance your HR team’s business acumen, strategic management skills in order to become a high-performance HR professional.

This unique training programme has been expressly designed to give busy and experienced HR professionals the chance to take stock, to pause and reflect on the way they contribute to the strategic success of the organization and refine their mental models and skills to make a real difference.

You will learn more about the vital elements of the business model and how to link them to the role of HR in today’s world. You will also have the opportunity to share your own experiences and challenges with fellow HR professionals in a relaxed and confidential environment. If you want to develop your business acumen, your strategic management skills and be a high-performance HR professional then this intensive programme is for you.

This course is endorsed by HRCI.

You might be interested in another HR Management programs as a next step.

YOU WILL LEARN HOW TO

By the end of this course, participants will be able to:

Understand Strategic HRM approaches (SHRM)

Describe the role and functions of the Personnel / HR Department

Demonstrate a thorough understanding of employee resourcing, recruitment & reward

Describe best practice in working with employees with problems

Understand performance management in a multi-cultural environment

IMPORTANT COURSE INFORMATION

Participants who fully attend this course and complete the test on the last day will receive a Strategic Axis Professional Certificate (SAPC). SAPC certificates are regionally recognized and can be quite valuable when applying for more senior roles within the organization or outside.

COURSE OUTLINE

In this module, you will explore the elements of strategic thinking and the essential tools that are employed within HR. During the module, you will examine and analyze how vital planning tools can be applied with the HR function to link and integrate the people side of business performance with the overall business strategy.

In this module, you will explore the elements of strategic thinking and the essential tools that are employed within HR. During the module, you will examine and analyze how vital planning tools can be applied with the HR function to link and integrate the people side of business performance with the overall business strategy.

Programme introduction and objectives

• Classic notions of business strategy
• What are strategy and strategic thinking?
• Examining notions of core competence and competitive advantage
• Reviewing classic strategic challenges
• Classic matrix models – BCG, GE
• The business HR Strategy Model

Linking business strategy and the people side of business performance

• Avoiding the traditional traps – Confusing a people management strategy with what the HR function does
• Addressing the line ownership challenge
• A case for business and people management integration
• Reviewing the current challenges facing the HR function
• From HRM to business partner and change agent
• Using corporate case studies to illustrate successful business and HR linkage in industry
• Addressing the people management value chain
• HR – A cost or value-added perspective?
• Human capital as competitive advantage – Intellectual capital measures
• Adopting a client-centered approach
• Comparing practice on core activities with other participants
• What’s happening in my business? Assessing how HR contributes to your organization today – group discussions

Module 2: Business Finance and Commercial Skills for HR – Your Role as a ‘Business Person’
This module is designed to help you understand the language of business finance and to know what questions to ask your financial colleagues. It will provide you with a clear understanding of the critical aspects of economic and commercial management from an operational perspective, show how HR links with the finance function and enable you to gain a deeper understanding of the fundamental financial indicators that are useful within HR.

The finance model

• • How cash ‘flows’ in a business
  • Equity and Debt
  • How much Debt?
  • The difference between turnover, cash, and profit
  • Capital expenditure (Capex) and operating cost (Opex)
  • Reserves

Financial terminology and policies

• • Margin versus markup
  • Gross and net margins
  • Depreciation and amortization
  • Revenue recognition
  • Gearing and Leverage
  • EBIT and EBITDA
  • Accruals and prepayments
  • Capitalisation of costs

Key financial statements

• • The critical financial statements of a company (and their interpretation)
  • Income Statement (Profit and Loss)
  • Balance Sheet
  • Cash Flow Statement

Key financial ratios

• • Ratios that measure profitability, solvency, and efficiency of a business
  • ROCE and ROI
  • Gross and Operating margins
  • Asset Turn
  • Working Capital ratios (debtor days and stock turn)

Budgeting and forecasting

• Why budgeting often fails!
• The difference between budgets and forecasts
• Techniques to improve the budgeting process
• The Balanced Scorecard
• Profit improvement
• The relationship between price, sales volume, and costs
• The Profit Improvement Model

Module 3: Strategic Marketing of HR Services in the Organisation
This module will examine how HR can successfully market it’s services to the rest of the organization; how to position itself; identify the product and define the client and the client needs; how to apply some of the classic marketing strategies and techniques to raise the profile of HR within the organization.

• So how does marketing apply to us as HR professionals
• Developing a marketing strategy
• Classic marketing actions for HR
• Marketing HR services – What is HR’s brand?
• What are you selling?
• Identifying who your key clients are
• Defining what your clients want to buy
• Organising to deliver your services
• Where am I – Business partner? Change agent? Administrator? Service provider?
• Reviewing our current approach – Identifying our internal customers/clients
• Establishing the service and product needs
• Avoiding the Features versus Benefits trap in HR
• The critical issues for business partner and change agent role
• Comparing practice on core activities with other participants
• Concluding HR assessment and gap analysis

Module 4: Strategic Change Management and HR as a ‘Business Partner’
The final module has been designed to develop your skills and expertise to understand and implement the strategic change effectively within your organization. As with all the modules you will be encouraged to work in groups to consider your organisation and share your analysis with colleagues.

Case Study

MEETING BUSINESS EXPECTATIONS

Nick Kelly is a highly experienced HR Director having previously held roles with JP Morgan, UBS, Barclays and Sedgewick and Marsh. He has been responsible for driving HR’s contribution to a range of complex business changes including mergers and acquisitions, restructurings and shifts in business redirection. He will present a case based on a real-life scenario that will set out what a business expects of its HR team and how should HR step up to the challenge? The presentation, discussion, and summary are based on an aide memory used by Nick Kelly to manage real change with an HR department.

• HR as an agent for change – Moving to organizational development
• What goes on in change projects – Understanding the linkages of culture, organization, people, and systems
• Recognising the critical tasks and psychology involved
• Classic HR interventions – Mergers and acquisitions, restructuring, systems implementations
• Reviewing past and current model challenges
• Real life case study analysis and discussion
• Identifying the critical success factors in organizational change
• The HR Change Tool Kit to identify the issues and communicate effectively
• Applying SWOT, 7S’s, COPS, Force Field Analysis, etc
• Managing the politics and commitment issues – Managing stakeholders and stakeholder analysis
• Selling HR initiatives – Highlighting the options

ACTION PLANNING

• Programme review – What have I learned?
• HR capability and skill set review
• Personal action planning and discussion
• Group review and discussion
• Actions for HR team and community on return