February**Dynamic Incentive Plan Course Background: After the "three-pillar" model in the field of HR management has proven its value in practice, HRBP has become a change catalyst for organizational management and development. However, there are some common problems that will be faced in the process of transformation and upgrading:
1.The three pillars exist in reality, and it is easy to set up the structure in form, but it is difficult to give full play to the value;
2.Transformation for the sake of transformation, not clear about their respective positioning and role requirements, thinking that transformation and upgrading is the idea of the top, and the relevance of their own work is low;
3.There is a lack of coordination mechanism between the three organizations, the communication cost is high, and the departmental wall is serious;
4.HRBP has low competency, is unable to effectively communicate with organizational leaders and business department managers, and is unable to fully implement the organizational development strategy, optimize the business development process, and improve the management system;
In order to truly make the three pillars of human resources practical, practical and effective, this course is carefully polished. We look forward to learning through training, case studies, interactive Q&A, coaching and other ways to help the success of human resources transformation.
Course Benefits:
In-depth understanding of the organizational model of the three-pillar transformation and upgrading of human resources, through the organizational model, a clear understanding of the problems and pain points of the three-pillar transformation of enterprise HR, and the right medicine.
Understand the positioning, role cognition and job responsibilities of HRBP, and be able to use the HRBP competency model to implement the three-pillar model based on human resources.
Proficient in the use of HRBP capability model and related tools and methods can improve the effectiveness of enterprise organizational development.
Improve HRBP's business understanding, solution capabilities and organizational influence, and be proficient in HRBP's working methods and staffing ideas and strategies.
Course Duration:2 days, 6 hours a day.
Course Audience:Head of Human Resources, HR middle and senior managers, HRBP
Course Method:Lecturer lecture + case analysis + role play + scenario simulation + practical exercise.
Course outline
Interactive Import:What does it mean to be successful as an HR?
Introduction:HRBP's development history and organizational thinking.
Lecture 1: Upgrading and Change: Human Resources Transformation and Upgrading Organizational Model
1. The positioning and role cognition of the three pillars
1.The concept of the three pillars of COE, HRBP, SSC.
2.The art of "3".
3.The role of HRBP in different contexts of enterprises is misaligned.
Practical test:Test your role.
2. Role positioning of HRBP
Case:Huawei's best practices for HRBP positioning.
Interactive Workshop:The positioning of the company's HRBP.
Lecture 2: Synergy and Consolidation - The Basis and Focus of HRBP's Work
1. Responsibilities of the HRBP team
1.Tools and Methods for Job Analysis.
2.Analysis of HRBP's job responsibilities.
Practical exercises:Use the job description tool to analyze your job position.
Second, HRBP work gripper
Think:Why do HR planning.
Gripper 1: Strategic understanding.
Gripper 2: Annual business plan and work priorities.
Grip 3: The demand for organizational and human resources for business development.
Gripper 4: HR annual work summary and evaluation.
Gripper 5: HR work gap analysis.
Grip 6: HR annual performance indicators and work priorities.
Gripper 7: strategy analysis, resources, key points, and difficulty analysis.
Hand 8: Annual work plan and work calendar.
Discussion:What should I do if I don't have all the relevant information? What should I do if my cognition is inconsistent?
Think:Who is the approver of the plan.
Case:Yili Group's HRBP work gripper counseling case.
Lecture 3: Linking business - a precondition for HRBP work
1. Understand the business: the first step in a dialogue with business managers
Think:What impact does the business model have on HR work.
Step 1: Describe the business (dimensions and factors).
Step 2: Value chain analysis.
Step 3: Describe the organization and the value chain of the business.
2. Business Dialogue: a key link in building partnerships
Case Study:Several scenarios in which management dialogues are conducted.
Requirements interviews
Point 1: Understand business requirements.
Point 2: Collect opinions on HR work.
Debriefing
Tools:Manage data reports.
Policy advocacy
Coach empowerment
Tool 1: 90-day turnaround plan for managers.
Tool 2: New Manager 90-Day Integration Program.
Personal care
Share:A work story with a business leader.
Lecture 4: Advancing Operations – A Key Capability of HRBP
1. Promote the achievement of business goals through performance management
Deepen performance process management
Method 1: Customize the cadre performance responsibility letter.
Method 2: Organize a performance communication meeting.
Method 3: Improve the mechanism of regular meetings.
Refine the evaluation of performance results
Case:Google's collective performance review.
Tool 1: Smile Curve.
Tool 2: Performance Evaluation Self-Checklist.
Avoid the pitfalls of performance reviews
Mistake 1: Basic attribution error.
Mistake 2: Availability bias.
Mistake 3: Sharp Corner Effect and Halo Effect.
Mistake 4: Proximity effect.
Mistake 5: Comparison error.
Mistake 6: Concentrated tendency.
Mistake 7: Compassion.
Mistake 8: Other human factors.
Fourth, through the inventory to ensure the health of the organization and the health of the talent echelon
Case:Lenovo Group's organization and talent inventory project.
Scientific inventory process
Step 1: Discussion of the solution.
Step 2: Determine the solution.
Step 3: Data preparation.
Step 4: The meeting is held.
Step 5: Summarize the returns.
Linked inventory results are applied
Application 1: Recruitment plan.
Application 2: Training and training programs.
Application 3: Promotion and appointment schemes.
Application 4: Mobilization Scheme.
Easy-to-access inventory pitfalls
Myth 1: It's just talking on paper.
Myth 2: Simple and crude.
Myth 3: Misleading.
5. Establish a culture of happiness through communication and organizational atmosphere construction
Import:The role that communication plays in an organization's culture.
1.Communication mechanism and communication calendar.
Organizational climate research and analysis
Case:Lenovo Q12 project.
Tool 1: Q12 Engagement Tool.
Tool 2: Tissue Diagnostic Tool.
3.Deepen engagement improvement initiatives.
4.Abnormal Organizational Culture Interventions.
Summary and review:Zig-zag career path.