Human Resources magazine’s HR Masterclass Series comprises a series of specialised courses encompassing a wide range of topics highly relevant to the current-day HR practice.
Specially crafted to fill the needs of all HR practitioners, each HR Masterclass will equip attendees with specific skills and tools that will take their respective job function to the next level.
Each training session is led by a prominent trainer who is a subject expert with many years of industry experience. Class-size for each session is kept small to ensure attendees get to learn and interact as much as they can from the trainer in the most conducive and comfortable setting.
Digital HR Transformation
As the world around us becomes increasingly focused on digital technologies, HR departments must also keep pace by leveraging digitalisation to help transform the HR function as well as the organisation as a whole, improve work processes and raise efficiency. The end result could benefit millions around the world who go through the entire employee experience from recruitment and onboarding, learning and development, to career progression and retention.
HR transformation has to involve end-to-end digitalisation instead of just providing automated systems for employees to use. A concerted effort at redefining and integrating how people go about their daily tasks is necessary to reap the benefits of digitalisation, together with the application of new tools, frameworks and strategies in order to make things work. This complex task goes way beyond the scope of a software vendor, and requires tapping on a high level of expertise from an experienced professional well versed in the business application of such technologies.
Led by an HR digitalisation expert from Singapore, this two-day workshop involves highly interactive discussions and activity, real-world case studies and strategies to maximise the benefit of the trainer’s knowledge and experience. A comprehensive approach encompassing preparation for digitalisation, a human capital framework and digital-people strategy, business application across HR areas and change management will be employed during the course. Delegates will gain a holistic understanding and appreciation of the positive contribution they could deliver to the overall business.
HR Analytics for Business Performance
Much has been said about the potential of data analytics in augmenting and improving decision-making processes. In recent years, HR analytics has also gained significant buy-ins from senior executives. However, not many organisations are doing it right due to a combination of technical, cultural and capability factors. One of the key factors is the lack of analytics talents among the HR team. While organisations may utilise external contractors to jump start their analytics journey or work on specific analytics projects, the potential of HR analytics can only be sustainable if the organisation is able to build such capabilities internally.
Led by an analytics expert who has comprehensive in-depth knowledge of the region, this two-day intermediate course is designed to provide a practical overview of HR analytics. It is targeted at HR practitioners who have prior foundational knowledge of HR analytics and would like to optimise it for business use. The workshop focuses on the design principles of HR metrics, the various techniques and statistical concepts involved to construct a solid analytics framework, as well as the attractive presentation of data to senior management on dashboards. Learn how dashboards can serve as a powerful tool to communicate value to senior management for maximum business impact.
Reinventing HR Audit
According to the CEB ADP Payroll Survey conducted by ADP Consultants in 2015, payroll non-compliance costs APAC organisations a penalty of US$1.24 million on average over 5 years. If other areas of the HR function were to be taken into consideration besides payroll, the total cost of HR non-compliance would be unimaginable.
Given such potentially high costs, it is surprising that many organisations in the Asia-Pacific region are still not conducting proper HR audits on a regular basis. Besides the high cost of non-compliance, mindsets have to change as well. HR audits help ensure that company operations run smoothly and efficiently. They are also able to uncover certain costs that can be minimised or done without, adding on to business profitability and survival. However, not everyone realises the importance of HR audits and welcomes them, even though performance could be enhanced to a large extent through regular audits.
Our two-day in-depth course in HR Audit aims to change that perception and reluctance. Led by a subject matter expert who has comprehensive knowledge of HR audit, this course is aimed at C-Suite leaders, HR professionals and managers who wish to know exactly how to conduct and optimise an HR audit for success.The workshop also provides information on employment laws and related frameworks to help navigate the various legal challenges present in different jurisdictions. This could go a long way in unleashing the largely untapped potential of HR audits for maximum business and financial impact.
Strategic HR Business Partnering
According to the Deloitte Global Human Capital Trends survey in 2015, only 30% of global business leaders believe that HR has a reputation for sound business decisions, and only 22% believe that HR is adapting to the changing needs of their workforce.
The concept of HR Business Partnering has been introduced to Asia for years, yet according to such studies, this practice is still not widely seen as being sufficiently strategic and effective to make a difference to the business. Many HRBPs still find themselves burdened by cumbersome administrative tasks despite their strategic-sounding job titles. A fundamental change in mindset and top management support is crucial for the HRBP practice to gain traction among business stakeholders. HRBPs also need to see themselves as a trusted and valuable advisor to top management. They are not merely partnering with the business – they themselves are in fact a key part of the business.
Led by a highly experienced HR business partnering and transformation expert from the UK, this two-day workshop involves highly interactive discussions and activity among delegates. A multi-pronged approach encompassing business acumen, commercial instinct, analytics, project and relationship management will be employed during the course. Making business partnering work starts with understanding what it involves, and particularly what it looks like in practice, as well as its unique features in any one specific organisation. Delegates will gain a holistic understanding and appreciation of the enhanced credibility and positive contribution they could deliver to the overall business.
Progressive Performance Management
Deloitte’s 2018 Global Human Capital Trends found that 76% of global business and HR leaders said they have reinvented Performance Management to be more continuous, yet 91% of companies still follow the utterly conventional practice of conducting salary reviews only once a year or even less.
If performance management is designed to drive employee performance, rewards and organisational effectiveness to meet business needs, why do many such processes focused on providing feedback to employees fail a great deal of the time? The feedback process of catching people doing something wrong should be stopped and moved to a feedforward process that engages people to enable employees to be a success in meeting their commitments.
It is time to assess the usefulness of your performance management system – it is no longer adequate to just update processes but keep your appraisals and Likert scale that don’t work for you and your employees as they are. Why are you attempting to follow the crowd with ‘agile’ performance management when it might not be right for your firm’s culture or your geographic culture?
Too many organisations around the world have jumped on the ‘agile’ performance bandwagon without taking into account the impact of the history of the specific firm and the firm’s culture. Furthermore, there has been little attention paid to understanding the effects of the geographic culture of a company. What works in one part of the world might not work the same in a different geography. How do you become aware of the sensitivity of local cultural issues and use them to build an employee-friendly and focused talent management process explicitly regarding employee performance and engagement?
Our two-day in-depth course on performance management will provide new insights and ideas to ensure that the forward facing performance interaction through dialogue between a manager and a direct report is meaningful, honest and impactful. This approach has a proven ROI for the company as measured through increased productivity, engagement and higher rates of retention. Led by a subject matter expert who has comprehensive knowledge of performance management, this course is aimed at HR leaders and line managers who wish to know exactly how to implement an employee performance system underpinned by objectives and behavioural competencies as part of an overall performance approach.
Stakeholder Partnership with HR
According to the Chartered Institute of Personnel and Development (CIPD) UK, 2017, 66% of organisations with more than 10,000 employees have required line managers to take on responsibilities previously undertaken by HR over the last 12 months.
What this means is stakeholders in a leadership role responsible for managing people, such as line managers, need to be given adequate development, while HR practitioners also need to provide support and practical advice to them at the same time. This is a partnership forged to fulfil business objectives while nurturing the people quotient, and is critical especially when line managers take on new HR responsibilities, particularly those in people management and development. Very often, employees who are promoted into management roles on the basis of their excellent technical skills do not receive the appropriate training required of them as managers. And when it’s time for them to take on more HR responsibilities, they find themselves without a strong foundation to build their management skills upon.
Being directly involved in people management and HR practices, line managers should be provided with a wide-ranging skill set that encompasses leadership skills together with the ability to manage performance and career conversations. Key HR areas such as employee onboarding, building a solid talent pipeline and Employee Value Proposition (EVP), as well as compensation management should all be understood and practised by line managers.
Led by a highly experienced trainer and former HR practitioner based in South East Asia, this workshop involves highly interactive exercises and discussions among delegates. The trainer will also share valuable lessons with the class to maximise the benefit of her extensive knowledge and experience.
A multi-pronged modular approach encompassing manpower planning and talent pipeline, performance management and people development, compensation management and workplace ethics and discipline will be employed during the course. Making strategic partnership with HR work starts with building a good understanding what it involves and what it looks like in practice, as well as learning from facilitated sessions of peer interaction and discussions. Delegates will gain a good understanding and appreciation of what is needed of stakeholders in order for the organisation to excel in people management and development practices.