SPRING SEMINAR 2010
“A STRATEGIC APPROACH TO HR: DELIVERING BUSINESS RESULTS”
Outline of Programs
Pivitol Decision Making
Succession Planning
Developing an HR Strategy out of Business Strategy
Beyond ROI: Establishing EVA Based Training Metrics
Leading under Pressure: From Crisis Management to Crisis Leadership
Francie Dalton, CMC
Title: Pivotal Decision Making
How you and your executive team conduct pivotal decision making shapes each of you and your respective careers; shapes how others view top management and the quality of its leadership; demonstrates mission relevant core values and, as a result, sets precedent, shaping the culture of the organization. Based on interviews with 10 CEO’s, 5 factors emerge as predictors of success in preparing for, making and formatting the optimal approach to pivotal decision making. Understanding these factors will stabilize and strengthen executive teams as they face even the toughest decisions, and will galvanize the united front around strategic initiatives. This accelerated session has been prepared especially for strategic decision makers, and will include the following components: 1. How pivotal decisions are distinct from other decisions 2. The ability to recognize and better manage pivotal decisions; 3. The ability to anticipate pivotal decisions using a 5 step process; 4. An understanding of the 5 factors that predict success in making pivotal decisions.
Francie Dalton, CMC
Title: Succession Planning
Chances are that every executive you’ve spoken to about succession planning believes it’s a good idea, and yet, equally probable is that none of them have a formal succession plan in place. In this session, you’ll learn why succession planning is so often stymied, and how to successfully reorient and stabilize the initiative. You’ll learn: 1. How to establish the veracity of the need for a formal plan 2. The advantages and disadvantages of the 3 options for succession planning 3. How to inaugurate the succession planning process, eliciting collegial participation and commitment to the plan 4. The four questions that ease the design of your succession plan 5. Five tips for the successful implementation of succession plans You’ll return to your organizations able to establish the veracity of the need for succession planning, and able to guide your colleagues in choosing among the three options for succession planning. You’ll be equipped to help steward the succession planning process such that it stabilizes quickly, and you’ll learn how to track the success of your plan over time. A powerful course for enriching the leadership experience, this session helps you sustain the ability to deliver on the mission of your organization into the future. This course would discuss C-Suite (Senior Exec level) positions only.
Lynn Lorenz, MBA, SPHR
Title: Developing an HR Strategy out of Business Strategy
All great HR strategy starts with business strategy. No matter how outstanding a program the HR professional creates for his/her workplace, unless it's a fit with the company's business strategy, it won't help the organization meet its objectives. But how does a business create an effective strategy? And how much does that strategy depend on the company's competitive positioning? Or change over the life cycle of the business? And what are the HR implications?
Once we explore business strategy, we'll turn the discussion to HR strategy. What are the benefits of strategic HR planning? What are the challenges and choices? And how do you select the HR strategies that will increase your company’s performance?
We'll end the discussion and put business strategy together with HR strategy by looking at the HR implications for some current business decisions that will create a change in their company's strategy.
At the end of this presentation, the participants will be able to:
- Define business strategy; both in general terms and the differentiated strategies for competitive positioning
- Know how to apply two different methods of business analysis -- SWOT and Porter's Five Forces
- Understand the life cycle of the business and the impact on HR
- Understand the strategic planning process for corporate HR and at the business unit level
- Be able to identify how different HR strategies fit with organization strategies, capabilities, characteristics and the environment
Michael Beckmann, Ph.D.
Title: Beyond ROI: Establishing EVA Based Training Metrics
In this session, participants will learn how to:
- Explore the difference between an ROI and an EVA approach to training metrics development
- Actively create EVA metrics though a case study
- Understand how to apply the EVA metric approach within their organization
Erika H. James, Ph.D.
Title: Leading under Pressure: From Crisis Management to Crisis Leadership
Whereas it has long been noted that crises may be sources of opportunity for organizations and their constituents, relatively little is known about the conditions under which executives come to perceive crises as opportunity. In this session we will identify the types of opportunities that are possible following a crisis and discuss some factors that affect whether or not executives can adopt a “crisis as opportunity” mindset. Finally, participants will learn the behaviors associated with a crisis as opportunity mindset.
Learning Objectives:
- Identify differences between crisis management and crisis leadership
- Identify types of opportunities that can result from crisis
- Identify the personal and organizational factors that inhibit and facilitate ad crisis leadership mindset
- Identify behaviors associated with crisis leadership
