Strategic Workforce Planning

• Defining the fundamental concepts and understanding the context and environment of SHRM
• Building a strategic business case for SHRM, defining and implementing the strategic value proposition and contribution of HRM
• Unpacking the anatomy of SHRM and the diagnosis of current, industry-wide Strategic HRM practices (Gap Analysis)
• Mastering Ulrich’s model of the 4 strategic HRM roles, diagnosis of current HRBP organizational practices (health check) and building a business case for HRBP (strategic imperative)
• Applying the Virtual Strategic Performance Advisor model (Cotter, 2021)
• Business Executives expectations and priorities (for HRBP’s)
• Enablers and critical success factors to transforming/re-positioning HRBP
• The Challenge: Re-positioning HRM into a strategic business partner – applying the 5-step HRBP strategy

CASE STUDY 1: Refocusing HR’s Resources to make it a powerful Business Partner

• The 5 strands of success and diagnosis and gap analysis of High Performing Organization (HiPO) culture
• The role and contribution of SHRBP in cultivating and nurturing a HiPO
• Diagnosis and gap analysis of HRM Metrics best practices
• Crafting HRM Scorecard
• Applying the 5 E’s of the HRM metrics process

• HRBP workplace advocacy role – Employee Engagement
• Diagnosis and gap analysis of Employee Engagement best practices
• HRBP workplace advocacy role – Talent retention strategies
• Diagnosis and gap analysis of talent retention strategies (Deloitte Irresistible Organization model)

Specific Outcomes:

• Applying the 5-step HRM Risk Management process
• Diagnosis and gap analysis of HRM Auditing best practices
• Applying the 3-step HRM Auditing process
• Gap Analysis of current Succession Planning practices: Learning Activity
• Conceptual model/framework of succession planning

– Strategy/ business plan
– Strategic focus areas
+ Finance; operations; customer and learning, innovation and growth
– Succession plan
– HRM value chain processes
+ Hr planning; EVP; recruitment/selection; retention and reward; PMS; learning and development
– Internal bench strength / talent pipeline
– Influence of environmental forces
+ Political; economic; socio-cultural; technological; ecological and legal

• Linking succession planning with sustainable organizational development
• Building a strategic business case for succession planning
• The critical success factors for succession planning
• Preparing the state of institutional readiness for succession planning
• The critical and strategic role of executive/senior management
• Outline and apply the succession planning process (roadmap)
– Step 1: identify current critical/key positions and analyze future requirements and competencies (business strategy)
– Step 2: identification and assessment of successors – potential and performance (9-box matrix)
– Step 3: identify talent gaps
– Step 4: develop succession plan and strategies
– Step 5: implement succession plan and developmental strategies
– Step 6: monitor and track progress
– Step 7: review and evaluate the impact/effectiveness of succession plan

CASE STUDY 2: Developing a HR Strategy at TARMAC