Objectives: Describe unique choices in HR transformation and HR partnering • Summarise key steps in HR transformation and HR partnering • Re-assess your previous change experiences to inform your current change initiative • Articulate your business case for change including vision, milestones, success measures, plan • Involve key people through meaningful discussions about the required change • Influence personal reactions to change, working through resistance to buy-in • Create committed alliances, mobilise teams and follow through to achieve needed results and performance • Review various strategic choices in HR transformation and what their implications might mean • Examine in depth what Talent Management is and how it can become the focus of HR transformation • Come up with a blueprint of a Strategic HR transformation, partnering plan and implementation
Defining Human Resource Transformation and HR Partnering
- What are the traditional problems with HR that lead to the need for HR transformation and partnering?
- Definitions of HR transformation and partnering
Lessons from your experience of change
• Forces for change: Why is change necessary? What is possible/impossible?
• Appreciative inquiry: your experience of what works
• So what is Change? What is Transformation? Technical vs adaptive problems.
• Pre-work, programme, your objectives, contract for success
• Seeing your challenge differently: inhibitors, enablers, multiple dimensions
• S curves and navigating turning points
• Making a break with the past and re-writing your story
• Celebrating, letting go and stepping over the line
Human reactions and preparing for transformation
• From just a project to bringing self and others through change
• Writing your message of change and trying it for impact
• Listening at 3 levels and receiving feedback
• Change equation and DICE
Personalising your leadership
• Understanding our reactions
• Coming through the transition curve with ranting and recovering control
• Identifying the stakeholders and shifting the system
• From just a project to commitment, rackets and sourcing your power
Thinking outside the box
• Breakthrough examples, creating change without stress
• Your vision and project plan
Conversations to enrol people
• Trying out ways to work through resistance to responsibility
• Naming the problem and asking why to challenge assumptions
• Collaborating to create a different and much more enabling environment
Mobilising the wider organisation
• Working on multiple scales from person to team to organisation
• Transforming hierarchy to an enabling space featuring trust and confidence
• Working through dilemmas together to doable actions
• Kotter’s 8 steps and the 4D cycle
• Re-prioritising to create time for change, accountability to sustain energy
• Commitments and contracts with accountability partners
Talent Management as the Focus of HR Transformation and Partnering
- Strategic Talent Management versus Tactical Talent Management
- How Talent Management and HR are related and are different
Recruiting and Selecting Talent
- How does recruiting and selecting talent fit into a comprehensive talent program?
- Why are there needs for innovative approaches to recruitment and selection?
How does retention fit into a comprehensive talent program?
- Developing Talent: What are the components of development?
- Engaging Talent: What are the components of engagement?
- Deploying Talent: How does deployment fit into a comprehensive Talent Management program?
- Retaining Talent: Why are there needs for more attention to retention?
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