如何成为一个具有胜任力的HRBP

 

企业收益

l 帮助企业培养合格的人力资源业务合作伙伴

l 能够更加理解企业的战略和目标,并与业务部门更流畅的沟通和达成共识

l 帮助培养同时具备有业务敏感度和组织敏感度的人力资源专业人士

 

学员收益

l 理解人力资源合作伙伴的角色,职责和在企业中所起的作用

l 能与业务部门建立信任,流畅沟通,达成共识

l 增强业务敏感度和组织敏感度

l 能建立良好的自我职业发展的目标和行动计划

 

适合对象

l 组织中HR三架马车已成型的HRBP

l 希望具备业务合作伙伴特质的HR

l 即将需要转型成业务合作伙伴的HR

l 通用人力资源的管理人员

 

课时

2天

 

主要内容

l 工作坊开场和热身

Ø 关于HR角色发展的前世今生

l 20年来对HR角色的争论

l 20年来应运而生的理论和实践

l HR业务伙伴的角色

Ø 3H自检表 - 我现在在哪里?

Ø 个人学习目标分享

 

l 像业务一样思考和说话(HEAD

Ø 都说要懂业务, 我从哪里开始着手?

l 学习Porter’s模型了解组织核心竞争优势

l 学习战略地图了解组织战略重点

Ø 人力成本到人力资本, 我从哪里开始思考?

l 人力成本的基本组成

l HR通过五大价值前提创造人力资本价值

l 个人反思:在我的工作中我可以为组织从人力成本转换成人力资本的在创造?

Ø 如何用全景扫瞄模型(Landscape model)引领我与业务单元各个层级的对话和访谈?

l 设计问题,积极聆听, 橄榄互动原则

Ø 根据我目前的发现和了解, 我所服务的业务单元有哪些挑战?

l 联结和信任,成为走心的业务合伙人(HEART

Ø 我将如何描绘出和业务单元目前的关系

l 与我的业务单元加强联系和接触

l 赢得信用, 增加个人可信度

l 建立与业务伙伴之间信任  

Ø 我的价值观和个人愿景将与我的业务伙伴的角色有怎样的联结?

l 大处着眼,小处着手,与业务一起发展和共赢 (Hand

Ø 如何衡量我所服务的业务单元的组织有效性?

l 看电影片段,了解影响组织有效性的相关因素

l GRPR分析程序梳理

l 小组活动

Ø 我如何帮助业务部门做人才盘点?

l 人才盘点的基本定义和概念

l 角色:HR及业务在人才盘点中的角色

l 流程:人才盘点的会议基本流程

l 培养和发展我的综合能力

Ø 作为HR业务合作伙伴,我的职业和胜任能力发展之旅该如何设计?

l 一个中心:一切以业务为中心,提高组织有效性 

l 2个基本点:组织敏感度和业务敏感度

Ø HR专业人士,人力资资源管理者,HR战略伙伴到商业领导者看组织敏感度和业务敏感度的不同

l 3个HR业务合作伙伴最佳实践原则

l 我的3H行动发展计划

l 你的脚印Heart X Head X Hand

l 分享、总结、反思和庆祝

 

 

 

 

 

 

 

 

How to become a Competent HRBP

 

Benefits to Enterprise

l Help enterprise develop qualified Human Resource Business Partner

l Able to further understand enterprise strategy and goals, communicate and reach consensus with business department more smoothly

l Help to develop HR Professionals with both business acumen and organizational acumen

 

 

Benefits to Participants

l Understand the role, responsibilities and function of HRPP in enterprise

l Able to build trust, communicate smoothly and reach consensus with business department

l Enhance business acumen and organizational acumen

l Establish proper goals and action plan for personal career development

 

 

Targeted Audience

l HRBP in organizations with established HR structure of 3 carriages

l HR pursuing the characteristics of business partner

l HR will transition into HRBP

l General HR managerial professionals

 

Length

2 days

 

Main Contents

 

l Workshop opening and warm up

Ø   Previous and current life of HR role

l Debates of HR role in the past 20 years

l Theories and practices developed in the past 20 years

l The role of HRBP

Ø 3H Self –evaluation – Where am I?

Ø Sharing of personal learning objective

 

 

l Think and speak as business personHEAD

Ø HRBP should understand business. Where do I start?

l Study Port’s Model and understand organization competitive advantages

l Study Strategic Map and understand key points of organization strategy

Ø From labor cost to Human Capital, where do I start to think?

l Components of labor cost

l HR create value on Human Capital with 5 value premises  

l Self-reflection: In the work, can I convert labor cost into Human Capital for organization?

Ø How to use Landscape Model to lead my discussions and interviews at all levels in business unit

l Design question, actively listen, Olive Interaction principle

Ø According to my findings and understanding, what are the challenges for the business unit I am serving?

 

 

l Unite and trust, become dedicated Business Partner with HEART

Ø How do I describe the current relationship with business unit?

l Strengthen connection and contacts with business unit

l Win credits, increase personal creditability

l Build trust with business partner 

Ø How do I connect my personal values and visions with my role of business partner?

 

l With eyes on big picture and hands on small specifics, develop and achieve win-win together with the business unit (Hand)

Ø How to evaluate organization effectiveness of the business unit I am serving?

l Watch movie clip, understand relevant factors affecting organizational effectiveness

l Sort out GRPR analysis process

l Group Activity

Ø How do I help business department conduct talent inventory?

l Basic definition and concept of talent inventory

l Role: Role of HR and business in conducting talent inventory

l Process: basic process of talent inventory meeting

 

 

l Train and develop my comprehensive competencies

Ø As HRBP, how to design my professional and key competencies development journey

l One center: business-centered, improve organizational effectiveness

l 2 basic points: organizational acumen and business acumen

Ø Differences of organizational acumen and business acumen from different point of view as of HR professional, HR manager, HRBP and business leader

l 3 HRBP best practice principle

l My 3H action development plan

l Your footprint Heart X Head X Hand

l Share, summarize, reflect and celebrate

 

 

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