HCI

Strategic HR Business Partner

Why HCI?
HCI-at-a-Glance
v 12.17.13

Education

HCIs Global Network

HCI has developed an unprecedented network of marquee resources. From top business schools like Wharton, Kellogg and Tuck, global consultancies like Deloitte, Accenture and Booz Allen, and partners like Dr. Gary Hamels Management Information Exchange (MIX), HCI derives a rich stream of the most innovative thought leadership and creative new ideas.

The Human Capital Institute provides solutions that advance the practice of human capital and strategic talent management. We are a global clearinghouse and catalyst for new ideas and next practices, and a resource for the most progressive organizations and executives in the world.

HCI Membership
HCI is one of the fastest growing executive associations today, with over 195,000 members worldwide. Our members are Strategic Human Resources, OD/Learning and Line executives who share the conviction that human capital is the only sustainable competitive advantage in a global economy.

Online Talent Communities

HCI is the worlds largest aggregator of open source news, information and research at the intersection of human capital and business strategy. Our Online Talent Communities offer access to over 100,000 articles, white papers and case studies, a digital library of over 1,800 instructional webcasts, podcasts and videos, and a daily feed of over 200 expert blogs.

HCIs Unique Value

HCI is not an HR association, though we serve many strategic HR executives. Our mission is the integration of human capital and business strategy, and our unique value is defining the paradigms and talent practices that result in a high-performance culture. In the process, we help traditional managers become talent leaders, and transform century-old management models into talent-driven innovation and game-changing results.

HCI
52,000
Mid-size Firms

Human Capital Institute

The Global Association for Strategic Talent Management

Audience Profile
195,000
HCI Members Worldwide

96%
of the Fortune 500

All Major
Federal Agencies

18%
in Emerging Markets

77%
of the Inc. 500

726
Colleges & Universities

All Branches
of the Military

Human Capital Institute

Since 2005, over 8,500 progressive talent leaders have earned certifications from the Human Capital Institute and more than 1,000 have gone on to the Masters level programs. HCI graduates represent some of the most successful global corporations, non-profit and academic organizations in the world.

Sample HCI Alumni

20.75
Total HRCI Credits
This certification has been pre-approved by HRCI for 20.75 Strategic HRCI credits.
Found from website recreated PMS

Strategic HR Business Partner

Strategic HR Business Partner

Program Structure
Session One Building Financial and Analytic Capability
The first day in the program covers the increasingly important decision science of talent analytics. This skill is critical to recommending and making sound business based talent decisions. The day is built on three important pillars:  Building Financial Acumen Understand the language and thought processes used in making strategic business decisions  Improving Financial Literacy Identify the quantifiable benefits of talent initiatives and use the process the business requires to justify investments  Acting on Meaningful Analytics Build a Talent Scorecard that aligns key talent metrics to business objectives

A New 3-Day Curriculum for a Critical New Breed of Talent Advisors

The conversation about HR having a seat at the table is over. The door is wide open and the Human Resources function has its seat; increasingly one being populated by HR Business Partners that are aligned with business units rather than, or in addition to, a centralized HR function. For many organizations that have filled these roles with HR generalists, long on skills in the HR function but short on experience in other areas of the business, these partnerships are proving frustrating for both sides. Now, more than ever, HR professionals need a whole new set of competencies, some related to talent and some related to business to deliver the results their organizations are looking for. The brand new Strategic HR Business Partner certification program from the Human Capital Institute is comprised of three daylong sessions, each focused on an area critical to this HR/Business Line partnership.

Session Two Strategies for Improving the Workplace through Engagement, Collaboration and Retention
The second day in the program, Strategies for Improving the Workplace through Engagement, Collaboration and Retention, is centered on the important advances in talent practices made since many business leaders attended B School. This session encompasses three main topical areas that transform these behaviors from nice benefits to must have business drivers and presents the logic and methodology necessary for you to transform the work of your business unit leaders.  The ROI of Engagement, Collaboration and Retention Learn how improvements here pay for themselves over and over and how to make that case to your leadership team  Building Trust and Transparency The key traits that business leaders must possess in this area and how to help them build and improve them  The Eight Drivers of Improvement in ECR Turning values into observable behaviors

Strategic HR Business Partner

Strategic HR Business Partner

Program Structure
Session Three Consulting and Execution Skills

HRBP
2014 Q1 Strategic HR Business Partner Course Schedule
January
Chicago, IL | Jan 68, 2014 San Jose, CA | Jan 68, 2014 Online | Jan 1315, 2014 St. Louis, MO | Jan 2224, 2014 Los Angeles, CA | Jan 2224, 2014

strategic

The third and final day in the course covers the important set of skills and competencies that HR Business Partners must possess in order to move from being an order taker to a partner capable of full participation in business outcomes. It is not enough for HR to proscribe a series of activities for employees, they must be able to build coalition and effect change. This session, entitled Consulting and Execution Skills, covers these key areas:  Execution and Change Management How to accelerate and drive change  Influencing Skills Learn how to move audiences and recognize the stages involved in acceptance  The Migration of the HRBP Understand the next steps involved in implementing and applying your new capabilities toward business impact

Strategic HR Business Partner

February
Washington, DC | Feb 57, 2014 Online | Feb 57, 2014 Seattle, WA | Feb 57, 2014 Atlanta, GA | Feb 1719, 2014 Dallas, TX | Feb 1719, 2014

Business Acumen

The Role of ECR

Consulting Skills

Financial Literacy

Building Trust and Transparency

Effective Change Management

March
Boston, MA | Mar 35, 2014 San Diego, CA | Mar 35, 2014 New York, NY | Mar 1719, 2014 Houston, TX | Mar 1719, 2014 Online | Mar 2426, 2014 Las Vegas, NV | Mar 2426, 2014

Meaningful Analysis Understanding the Business

Eight Ways to Improve ECR Improving the Workforce and Workplace

Communications and Influencing Skills Solving Problems and Making Things Happen

Strategic HR Business Partner

Strategic HR Business Partner Program

Session Outline
Session One
Building Financial and Analytics Capability (BFAC) Section Becoming Effective Strategic HR Business Partners Key Topics Video: Effective Strategic HR Business Partners What Does It Mean to be Strategic? The HCS Model and ROI The Human Capital Value Chain Data-driven HR and Decision Frameworks Strengthening Business Acumen Strategic Direction SWOT and External Factors Tools Business Supply Chain Alignment and Line of Sight Tools Improving Financial Literacy The Big Four: Revenue, Profit, Cash and Assets Understanding an Organizations Financial Strength The Income Statement and Balance Sheet Justifying HR Initiatives Cash Flow Net Present Value and Internal Rate of Return Meaningful Analytics Metrics that Are No Longer Good Enough Examples of Analytics in Action Video: Google Analytics Value Chain Building Meaningful Analytics Key Outcome Measures BFAC Development Portfolio Having Financial Conversations Assignments and Tools

Comments
1 Day Session  Offered both virtually and in-person

Strategic HR Business Partner

Strategic HR Business Partner Program

Session Outline
Session Two
Strategies for Improving the Workplace through Improved Engagement, Collaboration and Retention (ECR) Section The Strategic HR Business Partner as Workplace Architect The Financial and Business Impacts of ECR Key Topics Video: Effective Strategic HR Business Partners Strategic Talent Management Model ECR Defined The Financial and Business Impacts of ECR Lessons Learned from Engagement Programs Video: Dan Pink on Drive The ROI of Engagement Collaboration Examples from Cisco, IBM, Starbucks, GE, 3M, Qualcomm and W.L. Gore The Whole Workforce: Employees and Contingent Labor ECR Issues for Contingent Workers Video: Herb Kelleher A Framework for Improving the Workplace and Workforce The Foundations of Trust and Transparency Turning Values into Observable Behaviors Walkthrough Toolkit The 13 C s: The Big Purpose, The Job, The Network, The Coach, The Experiences, The Whole Person, Flexible Options and The Legacy Best Practices for the 13Cs from Genentech, Panera, Pepsi, Zappos, Atlassian, Google, Deloitte, GE and IBM Tools for the 13Cs The ECR Journal and Action Plan Having Practical Conversations with Business Leaders Assignments and Tools

Comments
1 Day Session  Offered both virtually and in-person

Strategic HR Business Partner

Strategic HR Business Partner Program

Session Outline
Session Three
Consulting and Execution Skills (CES) Section The Strategic HR Business Partner as Consultant and Change Agent Key Topics Video: EffectiveStrategic HR Business Partners Critical Consulting and Execution Skills

Comments
1 Day Session  Offered both virtually and in-person

The CES Methodology Define: Definition, Barriers and Outcomes and Axiom Case Study  Effective conversations with business leaders Plan: Definition, Barriers and Outcomes  Components of a good plan Gather Data: Definition, Barriers and Outcomes  Effective data gathering Recommend Solutions  The structure of the research report  Visualization of results Execution and Change Implement: Definition, Barriers and Outcomes Management Barriers to Accepting Change The 8 Accelerators of Change (Kotter) Evaluate: Definition, Barriers and Outcomes Designing an evaluation study Follow Up: Definition, Barriers and Outcomes Project management and tracking tools Influencing Skills Moving Others: Attunement and Buoyancy (Pink) Influencing Others to Change Crafting Individual Cases for Change Making Compelling Business Cases CES Development Portfolio Having Practical Conversations with Business Leaders The Next Steps For Strategic HR Business Partners Historical Contributions of HR Becoming a Credible Activist sHRBP Accountability Advanced Skills Assignments and Tools 7 l Strategic HR Business Partner

Frequently Asked Questions

Do I need to take all three days consecutively?
Because the Strategic HR Business Partner certification program is an integrated three-day course of study, it is recommended that participants take the three days together either in a local classroom or online. However, if your schedule does not allow this, then for up to a year you can attend a later instance of the sessioin you missed, either in your local city or online just let our Client Service team know and we will help you arrange it.

Do I need to decide on all three now? Can I mix and match, online and in person? Can I take just one day?

Yes the different sessions are all part of one certification program and must be purchased together.

Yes if you cannot make three days in a single week, you may defer one of the days to an online session or later session in your local city.

No see above. The three individual sessions are designed to be part of an overall course of study and they are not available individually. There are some other HCI courses that cover some of this subject matter in oneday programs.

How does Strategic HR Business Partner differ from the Human Capital Strategist curriculum. Would I want to take both?

The Strategic HR Business Partner certification program is designed to focus on critical competencies that Human Capital Business Partners will need to be successful. While some of these are related to Talent Management, others are more closely related to other business functions and thus are really not covered in the Human Capital Strategist course. HCS, on the other hand, provides a deep and integrated landscape view of the entire Talent Lifecycle and is very beneficial to all talent related functions, thus, the two courses are complimentary.

Strategic HR Business Partner

Human Capital Institute

HCI is the global association for strategic talent management and new economy leadership, and a clearinghouse for best practices and new ideas. Our network of expert practitioners, Fortune 1000 and Global 2000 corporations, government agencies, global consultants and business schools contribute a stream of constantly evolving information, the best of which is organized, analyzed and shared with members through HCI communities, research, education and events.

Human Capital Institute

HCI
205 Billings Farm Road, Suite 5 l

The Global Association for Strategic Talent Management

White River Junction, VT 05001

866-538-1909

www.hci.org