The HR Scorecard

HR Scorecard Aligning HR With The Organisational Strategy Using the HR Scorecard to align HR with the strategy of your organisation

3 Key Learning Objectives 1. Discover how to use a proven methodology, the HR Scorecard, to create and strengthen HR’s strategic role, and to ensure HR is making a valuable contribution to the business objectives 2. Develop practical measures on people management, for use throughout the organisation, to ensure that your people management strategies are working effectively and to allow you to make informed organisational decisions Organised by:

3. Design and develop a Balanced Scorecard to measure the performance of your HR function

Strategic Career Partner:

2 – 5 June 2013 Jumeirah Emirates Towers Hotel, Dubai, UAE Follow us on: www.twitter.com/iirmiddleeast www.facebook.com/iirmiddleeast www.youtube.com/iirmiddleeast

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HR Scorecard - Aligning HR With The Organisational Strategy 2 – 5 June 2013 • Jumeirah Emirates Towers Hotel, Dubai, UAE Course Timings Registration will be at 07.30 on Day One. Course sessions will start promptly at 08.00 and end at 14.30. There will be two short breaks at appropriate times for refreshments and lunch will be served at the end of each day’s session.

Course Methodology • A combination of presentations, discussions and hands-on exercises • You should come ready to proactively participate and learn • You should be aware of the business strategy of your organisation

Day One Introduction To The Balanced Scorecard And The Learning And Growth (L&G) Perspective • Course introduction and overview of the Balanced Scorecard (BSC) concept • Does it work? The benefits of strengthening strategic management through a disciplined use of the BSC concept • The key steps of pragmatically developing and implementing a Balanced Scorecard. A quick overview of the various best known step-by-step methodologies - The critical success factors for a BSC programme • The common challenges and problems of BSC development – and how to avoid them • The concept of the strategy focused organisation – including the people dimensions of this widely used best-practice framework • Keeping strategy dynamic and refreshed – what strategies do we need for a rapidly changing and unpredictable world? And how should this be translated within the Balanced Scorecard?

• The Learning and Growth perspective: understanding the causal relationship between people, processes, customers and finance • The impact on the HR function from a typical business level BSC development. A catalyst to drive for improvements in HR systems, policies and processes • Not just people: the wider L&G perspective – innovation, change and behavioural issues • Aligning HR strategies to overall business strategies – using the strategy map

Case study – the L&G perspective within a variety of business scorecards

Day Two

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Day Three Developing A Scorecard For Your HR Function • Administrative or strategic? We explore the importance of HR having strategic as well as administrative capabilities: - What is a “strategic HR function”?

• Clarifying the overall SMART objectives of the HR function – and aligning the HR strategies to deliver those objectives • Examples of HR function Balanced Scorecards • Developing and articulating the strategy of your HR function through the creation of a strategy map. How to ensure alignment with corporate and business unit strategies: - Keeping the HR strategy (and BSC) up-to-date and relevant as the business strategies of the organisation respond to a changing unpredictable world • What is the role of the HR function in leading change and innovation, and ensuring that the key governance and behaviour attributes are pro-actively managed across the organisation • What are your key strategic processes and the alignment with your (internal) customers?

• Does your HR function have the people and skills that it needs to execute its own strategy?

You will be requested to present your HR function strategy map to the training group

Developing The Learning And Growth Perspective Of Your Business Scorecard • The L&G strategy map component for your organisation • Translating the strategy into measures • How can we measure? Addressing one of the most challenging and practical aspects of BSC development. We will explore many of the more commonly used L&G measures: - Staff skills - Engagement - Training effectiveness - Attrition and retention - Star performers/future leaders - Innovation - Change management • Developing the L&G measures for your organisation. This involves the detailed definition to enable practical measurement to take place

Presenting your measures to the training group: You should be ready to explain your measures to a wider audience

• Cascading L&G measures from corporate to business unit and departmental scorecards • Setting targets: how can we align the performance targets for L&G with measures from the process, customer and finance perspectives?

• Initiatives – how to align “strategic initiatives” with the chosen measures and targets • The business impact – development of the L&G perspective is a frequent catalyst for a major upgrade in HR policies and practices; in particular – job descriptions to be aligned with up-to-date business requirements, an effective and honest performance appraisal process, policies for vacancy management, recruitment and retention. Many of these issues become L&G measures in their own right

• Creating measures for the HR function scorecard – moving from strategy to KPIs. How exactly do you define your measures so that data can be formulated and collected?

You will be requested to present your HR function measures, with definitions, to the training group • Setting performance targets for those measures and agreeing appropriate strategic initiatives to achieve those targets - Note that target setting is too often a weak-link in business planning

Day Four The Wider Dimensions – The Critical Behaviours For Successful Strategy Execution • Using scorecards effectively: the management review process: - Organisations often struggle to achieve an effective and disciplined management review of the scorecards: we explore relevant “rules of engagement”

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• Aligning the individual staff member with the BSC: should we introduce “personal scorecards”?

• Creating a performance culture: aligning compensation to strategy. How can we best link the bonus and the BSC? - Addressing the challenges of aligning compensation with successful strategy execution • Leadership – how can leadership be measured and included within a scorecard?

• Communication – frequently quoted as being the # 1 barrier to the achievement of business plans: - Should a proactive HR function take a lead on this “softer” aspect of management to help the alignment of individuals and teams to the overall ambitions and strategies of the organisation? How can this be done?

• Change management – all business strategies focus on change, yet too many organisations are poor at change management - How can this critical issue of strategy execution be developed and incorporated within the BSC • Final open Q&A session

Review of personal action plans: what actions will you instigate/what changes will you make?

Meet Your Expert Course Director Alan Fell is a leading internationally recognised and respected specialist in the Balanced Scorecard and the wider discipline of strategy execution.

After a successful career with a major UK commercial Bank, at which he led one of the very early BSC applications in 1993 - 1996, Alan has been a consultant and trainer on the BSC and related disciplines for the last 15 years. His work spans a wide variety of business sectors and covers: • Public training seminars • Customised in-house training • Management consulting in the BSC and strategy execution During these 16 years he has run well over 250 workshops across the UK, Europe, South Africa, Middle East and South East Asia. Alan has been a very frequent visitor to the GCC for many years and some 75% of his work is now undertaken across the GCC. During this long experience he has also been Chairman of many events with Dr Kaplan and Dr Norton.

Why Should You Attend?

People matter. People make the difference between a good and a great organisation. People are so often called the greatest asset of the organisation. Talent is the scarcest resource.

Despite these widely understood statements, too many organisations struggle to create a truly effective HR function – and as a result the business suffers This unique course addresses two major and related topics. These two topics greatly help to elevate an HR function from administrative to strategic, and to gain a respected “seat at the top-table” where HR can genuinely become the valued strategic partner of the organisation.

• Successfully developing and using the Learning and Growth (“people”) perspective of an organisation or business unit Balanced Scorecard.

It is widely recognised as being the most difficult perspective of the standard Kaplan and Norton model – many organisations struggle to implement this dimension of their business scorecard • Successfully developing a scorecard for the HR function. HR is a business – it has its own people, processes and customers to manage – and has to do this within strict financial resource limitations. The fundamental requirement is to align the strategy of the organisation with the strategy of HR – in other words to align HR with the business.

The HR Scorecard is a great way to achieve this alignment At the end of the course, you will take away a developed and carefully defined set of measures relevant to: • The Learning and Growth perspective of your business scorecard • A full 4-perspective scorecard for your HR function

Would you like to run this course in-house?

Alan brings a highly pragmatic, no-nonsense and robustly disciplined approach to the subject and a passionate belief that – provided it is designed and used properly – a BSC can indeed transform the performance of an organisation. Alan is also an Associate of the Balanced Scorecard Institute.

Read What Delegates Have Said About This Course In The Past “The course has enlightened us and was an eyeopener, thank you.”

Athari N. Al Roumi, HR Manager, Al Fajer Re, Kuwait

“Fabulous course!”

Youssef Harira, Vice President HR and Administration, BG Tunisia, Tunisia

“Excellent course that I would recommend to all senior HR professionals.”

Ayesha Masood, HR Business Analyst, Qatar Foundation, Qatar

Who Should Attend?

• HR Directors • HR professionals at all levels to want to widen and strengthen their business discipline and their personal knowledge – and who want to successfully align HR with the overall strategy of the organisation • Business managers at all levels who believe that “our staff are our greatest asset”

The in-house training division of IIR Middle East Tel: +971 4 407 2624 • Email: CTS@iirme.com www.iirme.com/cts

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• Strategy management professionals who understand the importance of using the Balanced Scorecard to manage strategy execution and who face the challenges of successfully developing the “Learning and Growth” dimension on the scorecard

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HR Scorecard - Aligning HR With The Organisational Strategy 2 – 5 June 2013 • Jumeirah Emirates Towers Hotel, Dubai, UAE FIVE WAYS TO REGISTER IIR Holdings Ltd. P.O Box 21743 Dubai, UAE

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DISCOUNTS AVAILABLE FOR 2 OR MORE PEOPLE CALL – +971 4 335 2483 E-MAIL – a.watts@iirme.com Event

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Course Fee Before 17 March 2013

Course Fee Before 7 April 2013

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US$ 4,695

HR Scorecard - Aligning HR With The Organisational Strategy 2 – 5 June 2013

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Course fees include documentation, luncheon and refreshments. Delegates who attend all sessions will receive a Certificate of Attendance.

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