HR 'Mini-MBA'

This In-house HR ‘Mini-MBA’ programme will enhance your HR team’s business acumen, strategic management skills in order to become a high-performance HR professional.

Course Overview

This unique In-house training programme has been expressly designed to give busy and experienced HR professionals the chance to take stock, to pause and reflect on the way they contribute to the strategic success of the organisation and refine their mental models and skills to make a real difference.

You will learn more about the vital elements of the business model and how to link them to the role of HR in today’s world. You will also have the opportunity to share your own experiences and challenges with fellow HR professionals in a relaxed and confidential environment. If you want to develop your business acumen, your strategic management skills and be a high-performance HR professional then this intensive In-house programme is for you.

If you are interested your next step is to call us now on +44 (0)20 7729 6677 or email us at info@falconbury.co.uk or use our contact form and find out how we can help. There are no commitments, and if we cannot help our advice and recommendations are free of charge.

Module One

Mastering Strategy and Strategic HR Thinking

In this module you will explore the elements of strategic thinking and the key tools that are employed within HR. During the module you will examine and analyse how strategic planning tools can be applied with the HR function to link and integrate the people side of business performance with the overall business strategy.

Programme introduction and objectives

  • Classic notions of business strategy
  • What is strategy and strategic thinking?
  • Examining notions of core competence and competitive advantage
  • Reviewing classic strategic challenges
  • Classic matrix models – BCG, GE
  • The business HR Strategy Model

Linking business strategy and the people side of business performance

  • Avoiding the classic traps – Confusing a people management strategy with what the HR function does
  • Addressing the line ownership challenge
  • A case for business and people management integration
  • Reviewing the current challenges facing the HR function
  • From HRM to business partner and change agent
  • Using corporate case studies to illustrate successful business and HR linkage in industry
  • Addressing the people management value chain
  • HR – A cost or value-added perspective?
  • Human capital as competitive advantage – Intellectual capital measures
  • Adopting a client centred approach
  • Comparing practice on core activities with other participants
  • What’s happening in my business? Assessing how HR contributes in your organisation today – group discussions

Module Two

Business Finance and Commercial Skills for HR – Your Role as a ‘Business Person’

This module is designed to help you understand the language of business finance and to know what questions to ask your financial colleagues. It will provide you with a clear understanding of the key aspects of financial and commercial management from an operational perspective, show how HR links with the finance function and enable you to gain a deeper understanding of the key financial indicators that are useful within HR.

The finance model
  • How cash ‘flows’ in a business
  • Equity and Debt
  • How much Debt?
  • The difference between turnover, cash and profit
  • Capital expenditure (Capex) and operating expenditure (Opex)
  • Reserves
Financial terminology and policies
  • Margin versus mark-up
  • Gross and net margins
  • Depreciation and amortisation
  • Revenue recognition
  • Gearing and Leverage
  • EBIT and EBITDA
  • Accruals and prepayments
  • Capitalisation of costs
Key financial statements
  • The key financial statements of a company (and their interpretation)
  • Income Statement (Profit and Loss)
  • Balance Sheet
  • Cash Flow Statement
Key financial ratios
  • Ratios that measure profitability, solvency and efficiency of a business
  • ROCE and ROI
  • Gross and Operating margins
  • Asset Turn
  • Working Capital ratios (debtor days and stock turn)
Budgeting and forecasting
  • Why budgeting often fails!
  • The difference between budgets and forecasts
  • Techniques to improve the budgeting process
  • The Balanced Scorecard
  • Profit improvement
  • The relationship between price, sales volume and costs
  • The Profit Improvement Model

Module Three

Strategic Marketing of HR Services in the Organisation

This module will examine how HR can successfully market it’s services to the rest of the organisation; how to position itself; identify the product and define the client and the client needs; how to apply some of the classic marketing strategies and techniques to raise the profile of HR within the organisation.

  • So how does marketing apply to us as HR professionals
  • Developing a marketing strategy
  • Classic marketing actions for HR
  • Marketing HR services – What is HR’s brand?
  • What are you selling?
  • Identifying who your key clients are
  • Defining what your clients want to buy
  • Organising to deliver your services
  • Where am I – Business partner? Change agent? Administrator? Service provider?
  • Reviewing our current approach – Identifying our internal customers/clients
  • Establishing the service and product needs
  • Avoiding the Features versus Benefits trap in HR
  • The critical issues for business partner and change agent role
  • Comparing practice on core activities with other participants
  • Concluding HR assessment and gap analysis

Module Four

Strategic Change Management and HR as a ‘Business Partner’

The final module has been designed to develop your skills and expertise to understand and implement the strategic change effectively within your organisation. As with all the modules you will be encouraged to work in groups to consider your own organisation and share your analysis with colleagues.

Case Study

MEETING BUSINESS EXPECTATIONS

Nick Kelly is a highly experienced HR Director having previously held roles with JP Morgan, UBS, Barclays and Sedgewick and Marsh. He has been responsible for driving HR’s contribution across a range of complex business changes including mergers and acquisitions, restructurings and shifts in business redirection. He will present a case based on a real life scenario that will set out what a business expects of its HR team and how should HR step up to the challenge? The presentation, discussion and summary is based on an aide memoire used by Nick Kelly to manage real change with an HR department.

  • HR as an agent for change – Moving to organisational development
  • What really goes on in change projects – Understanding the linkages of culture, organisation, people and systems
  • Recognising the key tasks and psychology involved
  • Classic HR interventions – Mergers and acquisitions, restructuring, systems implementations
  • Reviewing past and current classic challenges
  • Real life case study analysis and discussion
  • Identifying the key success factors in organisational change
  • The HR Change Tool Kit to identify the issues and communicate effectively
  • Applying SWOT, 7S’s, COPS, Force Field Analysis etc
  • Managing the politics and commitment issues – Managing stakeholders and stakeholder analysis
  • Selling HR initiatives – Highlighting the options

ACTION PLANNING

  • Programme review – What have I learnt?
  • HR capability and skill set review
  • Personal action planning and discussion
  • Group review and discussion
  • Actions for HR team and community on return

Bespoke training

We can customise this course to meet the requirements of your organisation. Contact us to discuss your training requirements.

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