HR Strategy and Advanced Strategic Management

This course is ideal for experienced strategists who wish to be updated on the most modern approaches to Strategic Management. It is designed for those with experience to have the opportunity to revise, refresh and confirm what they are doing is the best for their organization. This course incorporates the essentials of Strategic Management by enabling delegates to take an objective strategic overview, in order to identify strengths and weaknesses of a strategy: whether it is anticipated; being created or currently being implemented. Understanding where the organization is now is an essential basis for deciding the realistic ways to achieve the vision. Stakeholders need to be engaged and motivated and resources allocated according to need. Those unfamiliar with strategy creation will be given the comprehensive toolkit which is required to be robust, realistic and practical strategic managers. The course will highlight and develop the key management skills required for the role.

This course is also ideal for experienced strategists who wish to be updated on the most modern approaches to implementing a successful strategy in the short, medium and long term. It is designed for those with experience to have the opportunity to revise, refresh and confirm what they are doing is the best for their organization. This course highlights and gives practical tips on the crucial qualities and skills required to lead, manage and implement a successful strategy. The large majority of strategies fail, frequently during implementation. We address the importance of committed leadership, supported by and supporting robust management. The ability of organizations and individuals to adapt and change is now the norm – not the exception. So, we will analyse the on-going change from three perspectives: firstly, introducing a new strategy; secondly, adapting the strategy to changing circumstances and thirdly, reacting to abrupt and unexpected circumstances. We will analyse how to “think the unthinkable” and anticipate risks and crises, so that they can be professionally managed, when and if they arise.

A natureza fundamental das organizações não mudou, o ritmo da mudança está se movendo cada vez mais rápido. No RH, como em muitas partes da organização, somos solicitados a alcançar mais com os mesmos recursos ou menos. Este é o momento de você ser ainda mais estratégico em suas perspectivas e ações. Realizar as tarefas diárias não garante mais emprego para nenhum de nós. Temos que pensar e agir de uma maneira mais atenciosa e estratégica de agregar valor à nossa organização e ao trabalho. Este curso o levará através das etapas necessárias para conseguir isso. O suporte pós-curso também está disponível em relação à implementação do seu plano de ação, até seis (6) meses após a conclusão do curso. Plano

The course will wrap with a summary of the key learning points, followed by an action planning exercise with a view to apply the acquired knowledge and skills immediately upon your return to work. Post-course support is also available in relation to the implementation of your action plan, up to six (6) months following course completion.

Strategic Analysis

• Ten-step strategic planning process
  
• Current organizational structure, characteristics and context
  
• Internal analysis
  
• External analysis

Developing the Strategic Plan

• concordando, compreendendo e comunicando a visão
  
• Avaliando as abordagens estratégicas alternativas
  
• Decidindo a maneira mais apropriada e por que
  
• Crie o plano para alcançar a visão || Influência

Stakeholder Identification, Analysis and Engagement

• Identify all stakeholders
  
• Stakeholder interest and influence
  
• Consulte e envolva -se com as partes interessadas apropriadamente
  
• Formule um plano abrangente para envolver, motivar e envolver

Avaliação e alocação de recursos ||! o máximo de cada recurso

• Assessment of available resources
  
• Structured evaluation of the groups of resources required
  
• Allocation of resources efficiently and effectively
  
• Getting the most out of each resource

Liderança e gerenciamento estratégico

• O ciclo de planejamento estratégico
  
• Por que tantas estratégias falham e como evitar as armadilhas. Gerenciamento
  
• Adapting leadership styles to a multiplicity of situations.
  
• Building trust and credibility as the path to success.

Strategic Change Management

• Mudança é a norma não a exceção
  
• Crie uma cultura organizacional para abraçar a mudança positivamente. Planejamento de suposições e circunstâncias em mudança. Resposta. Mudança
  
• Framework for leading and managing positive and creative change.
• Strategic Review and Recallibration
  
• Monitor and measure short, medium and long-term results against objective targets.
  
• Analyse the impact of any changes on the internal and external planning assumptions and changing circumstances.
  
• Reacting to market disruptors
  
• Revise, respond and readjust the strategy and its implementation.

Strategic Risk Control and Crisis Management

• Risk management cycle
  
• Identifying sources of risk and deciding which actions to take.
  
• Crisis reaction, control and response.

HR Strategy

• The strategic nature of HR
  
• HR Models – Strengths and Weaknesses
  
• The strategic business partner model

Organizational Development Strategy

• Organizational Development Activities
  
• Formulating and implementing OD strategy
  
• Culture Change

Knowledge Management Strategy

• The Two Types of Knowledge
  
• Knowledge Management toolkit
  
• Knowledge Management as part of Organizational Culture

Professional Self-Development

• The Leader Within
  
• Self-Coaching
  
• Personal Motivation to Change

Course Review

• Resumo e recapitulação dos principais objetivos de aprendizagem
  
• Planejamento de ação

Este curso é adequado para uma ampla gama de líderes e gerentes, mas será de valor real para: || 402

• C-Suite Officers and Chairpersons.
  
• Board Members and Company Secretaries.
  
• Non-executive Directors
  
• Directors, Deputy Directors and Senior Managers.
  
• Heads of Departments
  
• Heads of Departments
  
• Risk Managers and Professionals.
  
• Legal and Compliance Managers and Professionals.
  
• Transformation Leaders
  
• Mudar gerentes
  
• CSR e gerentes e funcionários de sustentabilidade. Estratégias.
  
• Community Relations Managers and Executives.
  
• Health, Safety and Environmental Managers and Officers.
  
• Managers and staff who wish to develop responsible Business Practices.
  
• Managers and staff concerned with influencing or implementing Corporate Strategies.
  
• Aqueles que desejam capitalizar e compreender todas as oportunidades estratégicas para suas organizações
  
• Aqueles que desejam promover o sucesso estratégico de sua organização. Parceiros
  
• All those involved in Strategy Creation, Leadership and Management.
  
• HR directors
  
• Heads of HR functions
  
• HR business partners
  
• executivos sênior de RH, gerentes, consultores e oficiais que desejam contribuir para o desenvolvimento e implementação da estratégia de RH. Resultados
  
• Chief officers, Chairpersons, Board members, Heads of Departments, and all those at the highest levels of an organization interested in developing an in-depth knowledge of strategic HRM.

Após a conclusão deste curso, você terá uma excelente compreensão de como implementar uma estratégia bem -sucedida, incluindo:

• as ferramentas para permitir que você analise onde uma organização está atualmente posicionada: estruturalmente; Internamente e externamente, como uma base forte para o gerenciamento estratégico eficaz.
  
• A importância de criar uma visão e escolher a maneira mais adequada para uma organização alcançá -la. Você terá inventado as fundações para o desenvolvimento de um plano robusto.
  
• A importância das partes interessadas e como aproveitar seu interesse e influência no gerenciamento estratégico bem -sucedido. Excelência. adaptá -lo à medida que progride; reagir às crises. e implementação da estratégia de desenvolvimento organizacional.
  
• The resources available and those required and how to allocate them to ensure they work to their maximum capacity and capability.
  
• Leadership which is committed, consistent and inspiring which is vital for Strategic Management Excellence.
  
• Recognition that “change” is now the new normal and that it needs to be incorporated into all strategic thinking as an integrated part of the process at three stages: creating and implementing the strategy; adapting it as it progresses; reacting to crises.
  
• Measuring and monitoring progress and results is essential for success, combined with flexibility and willingness to respond constructively to these.
  
• Risk and crises need to be planned for – “thinking the unthinkable” means that you will not be taken by surprise and can take immediate control.
  
• The strategic nature of HR.
  
• The process of formulating and implementing organizational development strategy.
  
• O significado e o significado do gerenciamento de capital humano (HCM). 2025
  
• The approaches to the development of knowledge management strategies.
  
• How to implement an Action Plan at your workplace using the knowledge and skills acquired through the course.