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Strategic HR Planning and Management:
The Systems Thinking Approach™
Delivered by
Many Centre Partners
Creating the People Edge
A three-day workshop
Workshop Attendees
Strategic HR Planning and Management
The workshop is designed for both private and public sector organizations:
Senior Executives with responsibility for the Human Resource function
Human Resource Executives and Managers
Organization Development and Training Professionals
Workshop Purposes:
Strategic HR Planning and Management
- Participants will link their people issues to their Corporate Strategic Plan and core strategies.
- Participants review the changing People and HR trends, issues and roles in achieving people as a competitive business advantage.
- Participants will discuss and build consensus about the four “people management” roles in the organization of senior management, managers, human resources and the employees themselves.
- Participants understand The Systems Thinking Approach that forms the A-B-C-D-E foundation for the Strategic People Edge Management Model and its differences from a HR Strategic Plan.
- Participants understand the six People Edge best practice areas and assess their organization against them.
- Participants understand and assess how to integrate a Leadership Development Program as a key part of Creating the People Edge.
- Participants understand how to design, build and sustain the People Edge with emphasis on developing and implementing their Strategic People Plan.
- Participants discover how to institutionalize an Executive/Employee Development Board through the related roles of senior management and HR executives.
- Participants have the opportunity to identify and work on solutions to their tactical people edge issues, both during the workshop and on breaks, lunches and after hours.
Workshop Benefits:
Strategic HR Planning and Management
- Learn to develop the simple Systems Thinking A-B-C-D-E phases to building an HR Strategic Plan to “Create the People Edge”
- Learn how to align your HR plans and practices with the shared corporate vision, values and core strategies
- Target the six natural areas of powerful People Edge Best Practices from extensive research in Systems Thinking
- Discover the six natural Leadership Competencies every organization must have—and thirty skills found nowhere else in the literature or field—explore our web-based 360° assessment tools
- Learn the four new 21st Century roles in successful people management today—including new HR and Senior Management roles
- Discover innovative recruiting and retention strategies for the 21st Century
- Discover the leverage of Succession Planning into ten other HR programs to ensure long-term business success
- Tie Leadership Development, HR Planning and Succession Planning to your Strategic Plan to “create your people edge” as a competitive advantage in the marketplace
- Discover HR's relevance to the triple bottom line; your employees, customers and stake holders
- Decide how to get started—an Employee Development Board to partner with senior management
Workshop Agenda:
Strategic HR Planning and Management
- Day 1 -
| Day 1 | Topics |
| 8:30 |
Section I: Introductions and Overview |
| 9:15 | Section II: Executive Briefing—Phase E Strategic People Issues List—hot topics |
| 9:45 | Strategic Human Resources—trends/environmental scan |
| 10:15 | Break |
| 10:30 | Four Roles in People Management for the 21st Century |
| 11:00 | Executive Development Board • Two types of HR plans—which is right |
| 11:30 | Systems Approach—A-B-C-D-E • Three goals and three premises |
| 12:30 | Lunch |
| 1:30 | Section III: Strategic People Planning—Phases A, B, and C Plan-to-Plan (Step #1) • Strategic HR Management framework • Key Stakeholders • Parallel Involvement Process • Planning Team make-up • Timetable/Tailoring |
| 2:45 | Break |
| 3:00 | Business Scanning (Step #2) • Corporate strategic direction • Core Values • Stakeholder expectations • Environmental Scan |
| 4:30 | End of Day One (one-on-one consultation) |
| Homework: | Values Audit |
- Day 2 -
| Day 2 | Topics |
| 8:30 | Start Up—Day One Learnings/Issues Organizational Values Assessment Review |
| 9:00 | Ideal People Edge (Step #3) • People Vision • HR Mission |
| 10:00 | Break |
| 10:15 | Key People Success Measures (Step #4) • Link to Corporate Key Success Measures |
| 11:15 | Current State Assessment (Step #5) • SWOT consolidation • Tie-in Values Audit/Culture Change • Hr Functional/Personal Assessments • Hot topic area? • Day 2 Homework? |
| 11:45 | Section IV: Six People Edge Best Practices Current State Assessment (Step #5) continued • Input: Seven Levels of Living Systems |
| 12:00 | Lunch |
| 1:00 | Current State Assessment (Step #5) continued • Best Practices—HR Organization (from pre-work) |
| 2:15 | Break |
| 2:30 | Section V: Leadership Development Current State Assessment (Step #5) continued • Best Practices Leadership Assessment (from Prework) |
| 3:45 | Section VI: Strategic People Planning—Phase C and D Strategy Framework (Step #6) • Three-Year People Edge Plan • One-Year Action Plans |
| 4:30 | End of Day Two (one-on-one consultation) |
| Prep Certification Process |
- Day 3 -
| Day 3 | Topics |
| 8:30 | Start Up—Day One Learnings/Issues Organize day: Hot Topics—Tactical (Step #7) • Concurrent session and Rounds #1, #2, and #3 |
| 8:45 | • Round #1 |
| 9:45 | Break |
| 10:00 | • Round #2 |
| 11:00 | • Round #3 |
| 12:00 | Lunch |
| 1:00 | Section VII: Phase D Plan-to-Implement (Step #8) • Engaging organization • Rolling out |
| 2:30 | • Review |
| 4:00 | Debrief Action Planning and Summary • Evaluation of workshop |
| 4:30 | End of Workshop |
Workshop Participant Notebook
Strategic HR Planning and Management
Table of Contents
| Topic | |
| I. | Introduction |
| II. | Executive Briefing—Phase E |
| III. | Strategic People Planning—Phases A, B, and C |
| IV. | Six People Edge Best Practices |
| V. | Leadership Development |
| VI. | Strategic People Planning—Phases C and D |
| VII. | Phase D |
Workshop Participant Testimonials
Strategic HR Planning and Management
“I was impressed with Steve's breadth of knowledge of the field and his ability to present models/theories as appropriate to discussions.”
“Keep on simplifying complexity into concrete terms-that's the mark of a truly educated person!”
“Steve presented the topic very simply and directly. Well organized and flexible to meet needs of participants.”
“Your insightful comments and practical ideas for structuring a total reward system were thought-provoking and motivating. Your approach in planning reward systems would make better valuable time and expertise with us.”
“Very knowledgeable. Lots of good examples. Practical. Fun to be with. The course did not drag once!”
“Very good instructor with solid skills.”
“I am walking away with an idea of how we can approach developing leadership within our company.”
“Good connections between the systems thinking and the Competency Map.”
“Good Helicopter view of Systems Approach, Strategic Planning, and HR integration. Interaction with other high quality participants was very valuable.”
“Great job! Knowledge of presenters great…energy…flexibility…global perspectives.”
“In depth materials, variety of ways of delivering the content, opportunity for input from participants.”
“Wealth of rich, realistic, documented examples in plans, templates, models (integration of CSM and others), and supplemental materials. Variety of styles in different presenters.”
“It was great! Continue using the model on Systems Thinking. It was excellent using a real example (the Cable Company), which gave us great understanding of the complexities and how fundamental concepts really make things doable.”
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