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People Matter: Making the Case for HR

Course Details

Olive Gatling UT PDC instructor

Find out more — watch an interview with instructor Olive Gatling.

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Marketplace conditions have produced a strategic opportunity for HR to step out of its former administrative support role into a new function that emphasizes strategic leadership of the organization’s most important asset: Its people. “HR must cope with the new models of business by anticipating them, advocating systematic change, rewarding, and retraining people for effectiveness in the new business organizations and relationships” (Coats, J.F., 2001).

The relationship between HR and operations, or “the line,” while once considered adversarial, is quickly being redefined in response to increasing demands for profitability—doing more with less. Embracing the importance of HR and its critical contribution to organizational strategy has become the single most important factor in competitiveness, next to technology.

Strategic leadership is inherently undergirded by an implicit understanding that we do not lead companies, we lead people. People matter!

Continuing Education and Recertification Hours

This workshop earns 6.5 Human Resource Certification Institute (HRCI) credits.

Who Should Attend

  • Directors, and Executive Level Managers
  • HR Executives and Mid-Level Managers
  • Project Managers
  • Senior Managers
  • Business Owners and Entrepreneurs

Learning Outcomes

This one-day workshop actively engages participants in a continuous probe-and-dialogue format combined with in-depth action-learning exercises (ALE) that crystallize the course content. The workshop content is accompanied by a workbook complete with written exercises drawn upon current industry themes that reinforce classroom learning. As a result of this workshop, participants should be able to demonstrate:

  • Shifting Landscape – participants will learn about the four Cs of the marketplace (Change, Complexity, Currencies, Competitiveness) and the resulting impact on the business environment
  • Hidden Assets – discovering hidden pockets of competitive advantage; identifying intangible assets that drive profitability and further innovation; converting intangible assets into business strategy; protecting assets without stifling innovation
  • Investment Portfolio – operating within the human capital framework, becoming human capital investors, and harnessing the asset base through the three standards of performance (efficiency, effectiveness, and impact)
  • Strategic Partnership – challenging tightly held assumptions and perceptions of HR in the organization, use of HR audits to uncover new sources of leverage and partnership, and championing HR initiatives that lead to competitive advantage

Relevance

Organizational competitiveness has become markedly human. Core competencies, learning organizations, knowledge workers, reengineering, involvement programs, and organization all capability represent the soft side of business competitiveness. Calculating the value of intangible, strategic assets has become the greatest challenge in deriving competitive advantage.

Course Outline

Morning Session

  • Curriculum Overview and Mental Stretch (30 minutes)
  • Market Shift (1 hour, 30 min)
    1. Four Cs of the Marketplace
    2. Market Buzzwords (ALE)

BREAK (15 minutes)

  • Hidden Assets (1 hour, 45 min)
    1. Uncovering Intangible Assets (ALE)
    2. Asset Conversion
    3. Asset Protection

Afternoon Session

  • Investment Portfolio (2 hours)
    1. Human Capital Framework
    2. Human Capital Investors
    3. STRETCH BREAK (15 minutes)
    4. Standards of Performance
  • Strategic Partnership (1 hour, 15 min)
    1. Challenging Assumptions
    2. Groundbreaking Audits (ALE)
    3. Leadership for Results

Instructor(s)

Coordinator(s)

Questions about this course?

    512-471-9971
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