This one-day workshop covers tools for implementing, developing, and assessing the effectiveness of HR Business Partnering
The most common challenges experienced in implementing business partners generally relate to developing the role appropriately. Almost half of respondents whose organisations have introduced HR business partners agree that they have been drawn into activities that are not relevant to the role and just under half recognize that there has been tension between responding to corporate and business unit needs. A quarter think that the business partner role is or has been unclearly defined.
During this one day program, participants will be introduced to HR Business Partnering and the various tools for implementing Business Partnering, developing as an HR Business Partner and assessing the effectiveness of HR Business Partnering.
(Training Venues: In view of the current COVID-19 situation, all our classes will have a maximum of up to 9 participants. Hotels has taken strict measures such as daily disinfecting of all seminar rooms, cleaning the lift buttons and door knobs, temperature taking for our participants and hand sanitizers are also available. Travel Declaration Form will be sent to all participants prior to the training sessions)
(Social Distancing: Traditional classroom setting with only ONE participant at each table, with a distance of one metre apart from another. Comfortable seating space at the lunch area. All participants have to wear a mask during the training)
• To establish norms for building a high performing HR team.
• To clarify their various roles and goals in the organization.
• To identify best practices in building partnership between HR and the Line.
• To create initiatives to manage the necessary changes in HR practices.
• To develop professional services to truly partner the business.
• To ensure HR business partners increase their value to the organisation.
• To enhance the contribution and careers of HR professionals.
I. The changing world of HRM
• Introduction to HR Business Partnering.
• HR partnering as part of strategic.
II. Tools for implementing Business Partnering
• Creating the vision for HR.
• Making the case for HR business partnering.
• Introduction to stakeholder mapping.
• Assessing readiness for HR business partnering.
• Identifying and mapping HR processes.
• Identifying future HR roles.
• Lessons learned from other organisations.
III. Tools for Developing as an HR Business Partner
• HR business partner competencies.
• Influencing skills checklist.
• Gaining credibility.
• Demonstrating added value.
• Understanding organisational politics.
• Overseeing projects.
• Using consultancy skills.
• Partnering development plans.
IV. Tools to Use within the Business
• Acting strategically.
• Senior team review framework.
• Developing HR strategy.
• Ensuring alignment.
• Developing best practice HR.
• Using organisational metrics.
V. Tools to Assess the Effectiveness of HR Business Partnering
• Measuring HR business partner effectiveness.
• Assessing the effectiveness of HR business partners.
• Reviewing the partnering model.
Who should attend
• HR Managers.
• HR Officers & Specialists.
• Line Managers involved in implementing HR policies and programmes.
• OD and HRD Managers supporting the business and HR partners.
Arnold Chan has over 20 years of organization development critical experiences while working at three global organisations with a strong Pan Asia presence. He has lead several strategic initiatives ranging from balanced scorecard performance management system and regional competency development framework to talent management programmes in this region.
While at Standard Chartered Bank, he was a lead facilitator for their global future leaders programme. As a certified Gallup strengths coach he engaged senior managers and high potentials to help them discover their signature themes and align them to business priorities. Arnold was instrumental in spearheading the Global Mentoring programme at Standard Chartered and was successfully rolled out to Asia, Africa and the Middle East.
At DBS Bank, Arnold lead the HR balanced scorecard implementation, delivered performance coaching and review workshops for Vice Presidents and senior managers across the Group. Prior this, he was the Fuji Xerox country representative and HR working committee leader in developing the Asia Pacific Competency Development System. Arnold also revised the performance appraisal system at Fuji Xerox Singapore to meet the People Developer Standard. As a result Fuji Xerox was accorded 6 stars in the People Developer Standard award.
His management exposures spanned across industries. From the public to the private sector and from global financial institutions to multinational corporations. Besides Singapore, he has developed executives from USA, India, Hong Kong, China, Korea, Vietnam, Malaysia and Indonesia.
Arnold holds an MBA and a BBA with Distinction and he is also a Certified Strengths Coach. He is currently one of the trainers for HRSINGAPORE's HR Certification Courses.
• 1 September 2020 (14th Run)
Duration / Venue
• One day
• 9 am to 5:30 pm
• Hotel seminar room
A Certificate of Attendance will be awarded at the end of the course.
• S$ 750 for Community
• S$ 780 for Non-Subscribers
• Skills Connect WDA Reference CRS-N-0031156.
• Skills Future Credit for Self-Sponsored Singaporeans aged 25 and above.
• Coffee & tea with snacks during the morning and afternoon breaks
• Buffet lunch with vegetarian & halal options
Past Participants' Comments
• "Good trainer who has a lot of very relevant personal experiences and good tools and tips that can help in aspects such as stakeholder management."- SATS
• "Arnold is very knowledgeable and what he has gone through in the session can definitely be applied when I am back at work."- Sharon Ngian, Rentokil Initial Singapore Pte Ltd
• "The trainer is very knowledgeable!" - Junisa Duazo, Golder Associates (Singapore) Pte Ltd
• "Arnold is a good trainer who gave and shared experiences to participants to enable us to understand better".
• "The assessment of HRBP is useful!" - Vo Thanh Phuong Mai, Cargill Vietnam Ltd
• "The examples of case studies shared during the session are useful" - Noor Indah Puspitosari, PT. Bank DBS Indonesia
• "I have gained knowledge of HRBP and now feel more confident to carry out my new HR role as HRBP" - Ivy Chang, EZRA Holdings Limited
• "The role play is useful as it prepares me to have a better approach for real life situation." - Winnie Tong, EDMI Limited
• "A good overall view of Business Partnership." - Felicia Ng, Wyeth Nutritionals (Singapore) Pte Ltd
• "Well planned and the training materials are appropriate, overall good!" – Corlissa Ng, Rockwell Automation Southeast Asia Pte Ltd
• "Trainer is a gem- wonderful knowledge!" – Sharon Neo, Wunderman Pte Ltd
• "The role-playing and the exchanging of ideas and practices has been useful. Duration is just right and class size is comfortable for interaction and sharing." – Gine Lee, Wieland Metals Singapore (Pte) Ltd
Past Participant Organisations
• AIA Singapore Pte Ltd, Ashland Singapore Pte Ltd, AusGroup Singapore Pte Ltd, ADS Securities Singapore, Accounting and Corporate Regulatory Authority, AXA Corporate Solutions Assurance Singapore Branch, ASM Technology Singapore Pte Ltd
• Bank of Singapore, Biomedical Sciences Institutes, Booking.com (Singapore), Bollore Logistics Singapore Pte Ltd, Borouge, BSH Home Appliances Pte Ltd, Brunel International South East Asia Pte Ltd, Bollore Logistics (Singapore) Pte Ltd, bitwallet Pte. Ltd
• Cameron (Singapore) Pte Ltd, Cargill Vietnam Limited, Citco Fund Services (Singapore) Pte Ltd, COSL Drilling Pan-Pacific Ltd, Cushman & Wakefield Facilities & Engineering (S) Ltd, Canon Singapore Pte Ltd, Clearstream Banking S.A. Singapore Branch, Charles & Keith Singapore Pte Ltd, China Coal Solution Singapore Pte Ltd, Carrier Transicold Pte Ltd, Charles Monat Associates Pte Ltd
• Defence Science & Technology Agency, DHL Supply Chain Singapore Pte Ltd, Docomo Intertouch Pte Ltd, Dematic S.E.A. Pte Ltd, dnata Singapore Pte Ltd
• EDMI, Estee Lauder Cosmetics, EZRA Holdings Limited, Edwards Lifesciences (Singapore) Pte. Ltd
• Ferring Pte Ltd, F J Benjamin (Singapore) Pte Ltd, Fluke South East Asia Pte Ltd
• Groz-Beckert East Asia LLP, Genome Institute of Singapore, Golder Associates (Singapore) Pte Ltd, Goodrich Aerospace Pte Ltd
• Huntsman (Singapore) Pte Ltd
• Ingenico International (Singapore) Pte Ltd
• JFD Singapore Pte Ltd
• Leica Instruments (Singapore) Pte Ltd, Leo Tech Services Pte Ltd, LVMH Fragrances & Cosmetics (S) Pte Ltd
• Ministry Of Communications and Information (MCI), Mapletree Investments Pte Ltd, Majlis Ugama Islam Singapura (MUIS), Market Grill Pte Ltd, Medquest Marketing Pte Ltd, Milken Institute
• National Environment Agency, National University of Singapore Society (NUSS), Nikon Singapore Pte Ltd, National Institute of Education
• Ong&Ong Pte Ltd
• Parkway Pantai PT. Bank DBS Indonesia, PerkinElmer Singapore Pte Ltd, PT. Pertamina (Persero), PALO IT, PHC Corporation Singapore Pte Ltd, Pacific Life Re Limited, Singapore Branch
• Quantum Inventions Pte Ltd
• Rohde & Schwarz Asia Pte Ltd, Rockwell Automation Southeast Asia, RCI Asia Pacific Pte Ltd, Rentokil Initial Singapore Pte Ltd
• Singapore Corporation of Rehabilitative Enterprises, Stamford American International School, Shire Singapore Pte Ltd, Science and Engineering Institutes, STATS ChipPAC Pte. Ltd, Senoko Energy Pte Ltd, SP Services Ltd, SATS BRF Food Pte Ltd, SATS Food Services Pte Ltd, SATS Ltd, Singapore (Cambodia) International Academy Co., Ltd, ST Engineering Management Services Pte Ltd
• The National University of Singapore Society, Technip Singapore Pte Ltd
• Ultratech SE Asia Pte Ltd
• Vistra Corporate Services (SEA) Pte Ltd
• Wieland Metals Singapore Pte Ltd, Wunderman Pte Ltd, Wyeth Nutritionals (Singapore) Pte Ltd, Wing Tai Holdings Limited
• Zwick Asia Pte. Ltd