Critical HR Priorities Masterclass February 2018, FNB Learning Centre, Sandton

Transcription

1 Critical HR Priorities Masterclass February 2018, FNB Learning Centre, Sandton A recent Top Employers survey conducted in very successful companies has concluded that Top employers focus on their Human Resources to achieve success in the world of business. The Survey has identified that an emphasis on Talent Strategy, Leadership Development, Employee Engagement, Learning and Development as well as Workforce Planning are the top 5 HR Priorities. Unpacking The Top HR Priorities For 2018 Getting Talent Strategy Right In HR Prioritizing Leadership Development in HR Learning & Development as an important HR Priority Impacting the bottom line through Employee Engagement Workforce Planning in HR Book & Pay Before 22 December and get 20% off Marius Meyer, CEO SABPP Nontobeko Buthelezi Industrial Psychologists Michael Cloeteis HR Dev Manager UKZN info@skillingsa.co.za

2 DAY 1: 7 February 2018 Session 1: Getting Talent Strategy Right In HR Understanding your Business strategy change and disruption are constant and unpredictable. Establish importance of talent and succession planning what is the business case? Instil leadership accountability to ensure commitment. Identify critical capabilities and that are required (i.e. scarce, critical and leadership). Determine the supply of scarce, critical and leadership skills. Prioritize Talent gaps. Develop and implement a strategic talent and workforce plan, inclusive of budget allocation. Integrate talent management activities with business planning establish sustainable integrated talent value management process Evaluate talent and workforce planning effectiveness Talent Analytics Some tools to use to develop and manage your talent strategy Session 2: Prioritizing Leadership Development in HR Linking Talent Strategy to Leadership Development Understand your business strategy Determine the strategic competencies needed to achieve the strategy Identify the critical leadership capabilities needed to achieve the strategy inclusive of behaviours necessary to embed culture and values Map the various leadership levels to the identified competencies update job profiles Develop an assessment process to identify current leadership capability at each level Identifying learning activities needed to develop the various competencies for various leadership levels Assess current leadership capability at each level Implement tailored development plans Evaluate impact and review Day 2-8 February 2018 Session 3: Learning & Development as an important HR Priority Understand your Business strategy Determine the strategic learning and development priorities needed to achieve the business strategy Identify your learning philosophy and commitment to continuous learning and development Determining the learning and development priorities needed to achieve the various business unit strategic objectives Determining and agreeing individual employee learning and development needs for their job and career advancement Budgeting for learning and development Implementing and managing and integrated learning and development cycle Selecting learning and development activities build or buy Selecting learning and development service providers Implementing, managing and reporting on learning and development Evaluating the impact of learning and development

3 Day 2: 8 February 2018 Session 4: Impacting the bottom line through Employee Engagement Understanding Employee Engagement What is the importance of employee engagement to the business? Instilling leadership commitment to improving employee engagement Evaluating employee engagement Developing and implementing plans to improve employee engagement Assessing the impact of activities implemented to improve employee engagement Case Studies Day 3-9 February 2018 Session 5: Workforce Planning in HR Unpacking The National Talent Management HR Standard and its linkages to Workforce Planning, Learning and Development, Performance Management and Reward. Defining Workforce Planning within the SABPP Model Determining Organizational needs Determining your Company s Employee Value Proposition Aligning your Company s Employee DNA to Employee Value Proposition Workforce Planning Techniques-Introduction Tools to develop a Workforce Plan Relationship between Talent Strategy and Workforce Planning Implementing a Workforce Planning strategy Impacting on the Bottom Line Holistic approach to HR Planning 12:00: Certificates, End of Workshop Time Lines Day :30 Registration & Morning Refreshments 09:00 Training Begins 10:15 Tea Break 12:30 Lunch 13:30 Training Resumes 15:00 Afternoon Break 16:00 End Of Day 13:00 End Of Day on Day 3

4 Brief Professional Biographies of Presenters Marius Meyer, CEO SA Board for People Practices (SABPP) Marius Meyer is CEO of the SA Board for People Practices (SABPP), the professional body for HR practitioners and statutory Education and Training Quality Assurance Body for HR in South Africa. He is responsible for the quality assurance of 61 learning providers, as well as the HR accreditation of all universities in South Africa. Marius facilitated training and consulting interventions for more than a 100 companies. Previously Marius lectured in HRD at the University of South Africa and University of Johannesburg and he is still involved in academic work for North- West University and Stellenbosch University. He has been an HRD practitioner, consultant, academic and manager for the last 20 years. Marius is registered as a Master HR Professional and Mentor with SABPP. He is an advisory board member of the African Society for Talent Development. Marius is a regular speaker at local and international conferences and author of 22 books and 150 articles. He has a passion for leadership, strategy, governance, change management and people development. The latest output of his team is the National HR Competency Model, as well as a full set of national HR standards, the first set of national HR standards in the world. His latest books are on HR Standards, HR Competencies and HR Risk Management to be published in June As an anti-crime activist he is also a founding member of the fourth largest community policing forum in South Africa, in Roodekrans to the west of Johannesburg. Nontobeko Buthelezi holdsa B Admin Degree (Industrial Psychology) University of Western Cape and B Admin Hons (Industrial Psychology) UNISA, currently submitted her dissertation on succession planning effectiveness for Mcom( HR) with University of KwaZulu Natal. She has been in human capital field for 15 years as Business Partner in the corporate environment. She previously workedat Toyota SA, Mondi group, SAPREF (BP & Shell) as HR Business Partner and AltechGroup under (Altech UEC division) as HR Director. She served as a Board of member at AltechUEC division. She recently joined University of KwaZulu Natal from corporate to academia space. Among her passions is talent management, performance management, succession planning, Effective HR Business Partnering, employee engagement and leadership development. Michael Cloeteis an Industrial Psychologist who holdsam Com Degree (Industrial Psychology) from University of South Africa. Heis currently completing his PhD dissertation on capabilities needed to lead successfully in Higher Education during rapid change and disruption, with University of South Africa. He has been in the human capital field for 20 years as Business Partnerand Manager of Learning and Talent in the corporate and public environments. He previously workedin the South African Navy as a Staff Officer responsible for managing scarce and critical combat and technical skills, at Anglo American as Organisational Development Manager at Scorpion Zinc in Namibia and as Learning and Talent Manager for Anglo American Global Shared Services. He is currently employed as Human Resources Development Manager at UKZN. He is the Chair of the ETDP SETA Skills Development Facilitators Forum for South Africa and is a member of the HR and Governing Board of the ETDP SETA. His areas of interest include employee engagement, team effectiveness, talent management, human capital development, HR strategy, performance management, capability building and assessment and HR business partnering. About the Conference Researchers & Organisers SkillingSA is a Research and Conferencing organisation. We research topical trends in government and business circles. Our findings inform the rich content of our Conferences and Seminars. We pride ourselves with two things: Our events present very topical issues, Hot topics! Our presenters are knowledgeable and qualified in the subject area! Tel , info@skillingsa.co.za, fax

5 REGISTRATION FORM Registration Fees 3 Day Training, ZAR This fee does NOT include accommodation DELEGATE NOMINATIONS 1. Mr./Ms./Mrs./Dr:.. 2. Mr./Ms./Mrs./Dr:.. 3. Mr./ Ms./Mrs./Dr:.. 4. Mr./Ms./Mrs./Dr:.. 5. Mr./Ms./Mrs./Dr:.. DELEGATE APPROVAL (PLEASE REGISTER ME/US ) Signatory must be authorized to sign on behalf of contracting organization Name: Position:. Organisation:. VAT: Tel: Invoice Address:. Signature: Order No:.. Date : This booking form is invalid without a signature BANKING DETAILS Account Name: SkillingSA (PTY) Ltd Bank: FNB, The Glen Branch Branch Code: , Account No: How to Register Registration can only be done by completing THIS registration form and faxing to: or by to info@skillingsa.co.za Do note: No booking will be accepted or invoice issued until the duly completed registration form is received! TERMS AND CONDITIONS Accepted applications to attend the SkillingSA training course ( Event ) are in every case subject to these terms and conditions: Payment Terms Payment is due in full upon completion and return of the registration form. Due to limited conference space we advise early registration and payment to avoid disappointment. Admission to the conference will be refused if payment has not been received. Orders from Public institutions will be accepted. Delegate Cancellations must be received by SkillingSA in writing and must be addressed to the Customer Services Manager at info@skillingsa.co.za Cancellations received 10 working days before Event startdate, entitle the cancelling delegate to a full credit of amounts (credit to attend future event not refund monies) paid to date of cancellation which may only be redeemed against the cost of any future SkillingSA Event, within one year from date of such cancellation; Any cancellations received less than 10 working days before the Event start-date, do not entitle the cancelling delegate to any refund or credit note and the full fee must be paid; Nonattendance without written cancellation, the Customer Services Manager, is treated as a cancellation with no entitlement to any refund or credit. Speaker Changes Occasionally it is necessary for reasons beyond our control to alter the content and timing of the program or the identity of the speakers. If SkilllingSA cancels an Event, delegate payments at the date of cancellation will be credited to a SkillingSA Event (such credit is available for up to one year from the date of cancellation). If SkillingSA postpones an Event, delegate payments at the postponement date will be credited towards the rescheduled Event. If the delegate is unable to attend the rescheduled Event, the delegate will receive a full credit of amounts paid up to the date of postponement which may only be redeemed against the cost of any future SkillingSA Event (and such credit will be available for one year from the date of postponement). No cash refunds whatsoever are available for cancellations or postponements. Warranty of Authority The signatory warrants that he/she has the authority to sign this Application and agrees to be personally liable to SkillingSA for payments falling due pursuant thereto should such warranty be breached Tel: / , Fax: info@skillingsa.co.za Web: