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Organisational and Human Resource Strategy Life Cycle: Human Resource Strategy Formulation, Implementation and Review

By: HRODC Postgraduate Training Institute

Indonesia

03 - 28 Apr, 2017  26 days

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GBP 10,000

By the conclusion of the specified learning and development activities, delegates will be able
to:

  • Provide a succinct definition of strategy, that demonstrates it conceptual internalization
  • Explain, with suitable examples, the 5ps of strategy, viz.
  • Strategy as a plan
  • Strategy as a 'ploy'
  • Strategy as a pattern
  • Strategy as a position
  • strategy as a perspective
  • Exhibit a heightened understanding of the ‘strategy process’
  • Deconstruct strategic decisions, highlighting their major characteristics
  • Explain the difference between strategy and strategic management, on the one hand,
    and operational management, on the other
  • Provide a contextualized definition of a strategic business unit
  • Distinguish between differing organizational levels, in relation to management and
    decision-making
  • Determine the differences in strategic priorities in relation to specific organizational
    levels – viz. Corporate, business, and operational
  • Exhibit a heightened understanding of the ‘corporate strategy model’
  • Understand the basic vocabulary of strategy, as used in different contexts
  • Define, with own organization’s examples, the issue of ‘strategic position’
  • Illustrate the factors influencing effective strategic choice
  • Demonstrate a heightened awareness of the concept of synergy, in the context of
    effective organisational functioning; elucidate the contextual relationship between strategic alliance and 'synergistic gains'.
  • Conduct an internal organisational analysis
  • Conduct a strengths and weaknesses analysis
  • Conduct an external organisational analysis
  • Define the context of the external uncontrollable environment
  • Determine their own organisation's  external environment
  • Suggest the opportunities available to their own organisation
  • Identify any threats that the external environment pose to their own organisation's
    effectiveness
  • Create an 'internal-external organisational analysis matrix'
  • Conduct a full-scale 'strengths - weakness - opportunities - threats
  • Manage swot through 'exploitation' and 'circumvention'

Demonstrate an understanding of the opportunities and threats posed to their own
organisation, by

  • political factors
  • Economic factors
  • Social factors
  • Technological factors
  • Environmental factors
  • Legal factors.
  • Conduct a 'PESTEL analysis'
  • Perform an 'environmental scan', using porter’s five forces analysis:
  • Supplier power
  • Buyer power
  • Competitive rivalry
  • Threat of substitution
  • Threat of new entry
  • Conduct a 'competitive analysis', using porter's four corner’s analysis
  • Drivers
  • Current strategy
  • Management assumptions
  • Capabilities
  • Conduct a value chain analysis, using, company mission
  • Industry type
  • Value system
  • Use an early warning scans to effect competitive analysis, on the basis of:
  • Market definition
  • Open systems
  • Filtering.
  • Predictive intelligence.
  • Communicating intelligence
  • Contingency planning.

A Cyclical Process

  • Formulate competitive scenarios for war game simulations
  • Exhibit an appreciation for the importance of the different success factors in the
    operation of the organization.
  • Understand the underlying concepts of key success factors
  • Identify the different KSFS of their respective organisation/business.
  • Determine what drives the business to succeed in the industry in which it is engaged.
  • Determine how the KSFS can help the organization achieve its goals and missions.
  • Ensure that the KSFS are correctly identified and pursued.
  • Exhibit their ability to determine which among the KSFS will work effectively for their
    organization/business.
  • Formulate strategies to optimize the organisation’s /business’s performance.
  • Establish the fundamentals of strategic planning
  • Suggest ways to adapt to a changing environment more efficiently.
  • Evaluate the efficiency of their organisation/business operations.
  • Enumerate the various kinds of key result indicators.
  • Distinguish between performance and result indicators.
  • Demonstrate their understanding the underlying concepts of key performance
    indicators.
Jakarta, Indonesia Apr 03 - 28 Apr, 2017
GBP 10,000.00 + 500.00 (VAT)
(Convert Currency)

+44 7736147507; +44 1902 763607; +44 2071935906; +

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