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.
• 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.
• HR Managers.
• HR Officers & Specialists.
• Line Managers involved in implementing HR policies and programmes.
• OD and HRD Managers supporting the business and HR partners.
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.
• 25 April 2018 - 10th Run
• One day
• 9 am to 5:30 pm
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.
• UTAP Funding is available.
• Coffee & tea with snacks during the morning and afternoon breaks
• Buffet lunch with vegetarian & halal options
Past Participants' Comments
• "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, Ashland Singapore, AusGroup Singapore, ADS Securities Singapore, Accounting and Corporate Regulatory Authority.
• Bank of Singapore, Biomedical Sciences Institutes, Booking.com (Singapore), Bollore Logistics Singapore, Borouge, BSH Home Appliances, Brunel International South East Asia, Bollore Logistics (Singapore) Pte Ltd.
• Cameron (Singapore), CARGILL VIETNAM, Citco Fund Services (Singapore), COSL Drilling Pan-Pacific, Cushman & Wakefield Facilities & Engineering, Canon Singapore, Clearstream Banking S.A. Singapore Branch.
• Defence Science & Technology Agency, DHL Supply Chain, Docomo Intertouch, Dematic S.E.A..
• EDMI, Estee Lauder Cosmetics, EZRA Holdings.
• Groz-Beckert East Asia LLP, Genome Institute of Singapore, Golder Associates (Singapore).
• Huntsman (Singapore).
• Ingenico International (Singapore) Pte Ltd.
• Leica Instruments (Singapore), Leo Tech Services.
• Ministry Of Communications and Information (MCI), Mapletree Investments.
• National Environment Agency, National University of Singapore Society (NUSS), Nikon Singapore.
• Parkway Pantai PT. Bank DBS Indonesia, PerkinElmer Singapore, PT. Pertamina (Persero).
• Rohde & Schwarz Asia, Rockwell Automation Southeast Asia, RCI Asia Pacific.
• Singapore Corporation of Rehabilitative Enterprises, Stamford American International School, Shire, Science and Engineering Institutes.
• The National University of Singapore Society.
• Ultratech SE Asia.
• Vistra Corporate Services (SEA).
• Wieland Metals Singapore, Wunderman, Wyeth Nutritionals (Singapore), Wing Tai Holdings Limited.
• Zwick Asia Pte. Ltd.