Programme Details - Module 6
Module 6: Strategic HRM for Directors (2 days)
What shuold board directors and senior executives understand about strategic human resource management and the role they play in providing the right level of guidance and direction to the senior management team on managing what is commonly touted as the most important asset of the company - the people? What should board members look out for in terms of basic fundamental human resource strategies that must be in place to enhance the organization's overall effectiveness? What are some of the critical areas that require more focus and scrutiny from the board with regards to internal talent management as well as incorporating human resource considerations into organzation strategies
This module focuses on the impact of strategic human resource management on organizations and will allow board directors and senior executives to bring HR consciousness into the board room. Specifically, the module will delineate compelling reasons why strategic HRM provides a competitve edge to companies over and above the commonly understood factors of competitve advantages.
Execises will be used during the session to help directors and senior executives align their companies' current strategy with the human competencies available in their organizations.
This module will also focus specifically on the role of the Leadership Development and Remuneration sub-committee and understand the role that it has to play. While acquiring strategic competencies is the first step to creating competitve advantage through people, the next impoertant step is that of talent managment. This module will examine the key success factors of talent management. This module will examine the key success factors of talent management in companies such as MIcrosoft and GE, with a sight to understanding how such factors can help companies be competitive in the war for talent. Specifically, we will walk through General Electric's model of Talent Development to develop a model of talent management tailored to the local context.
The main takeaway is the realization that talent management is more than just performance management as there is the need for alignment between the various areas critical to people development; that of motivation, mentoring, coaching, career development, etc.
Case studies, experiential learning activities coupled with highly interactive discussions will be the main modes of delivery in this program.
