Certified Human Resources Professional: From Traditional HR Role to Business Partner

HR professionals have to stop 'doing' and start 'delivering.' For that to happen, HR has to transform into a credible business partner deserving of a seat at the decision-making table. The door is wide open for human resources to become the business partner it always wanted to be rather than just another service function. Now more than ever, HR professionals need new skills and a whole new set of technical, behavioral, and emotional competencies to deliver strategic and tangible results. This course will cover the various HR functions, the critical results HR has to deliver, the key performance indicators for measuring HR performance, and the various competencies necessary for HR's success as a business partner. By the course's end, participants will have the tools to revolutionize both themselves and their HR department. They will emerge as a business partner capable of delivering tangible results and adding significant value to your organization.

This course is based on the latest research and best practices related to human resources management. It brings new experiences and examples to participants, insights, and an understanding of what makes a successful HR business partner. The course uses an integrated mix of training approaches, including lectures, case studies, group activities, and sharing experiences. The course will end with an assessment of participants to prove their understanding of the program material. Passing the assessment will give them the right to earn their certificate of completion. 

By the end of the course, participants will be able to:

• Define and reflect on the criticality of the four roles that position HR representatives as credible business partners in a current organization
• Use the organizational critical success factors to build competency matrixes and define performance criteria
• Analyze organizational/departmental workforce needs and actively contribute to the recruitment and selection process
• Contribute to and facilitate the design of a quantitative performance management system and a matching talent development and management scheme
• Define accountabilities, draft job descriptions, evaluate jobs, and contribute to the design of salary structures

Human resources managers , business partners, team leaders, and specialists.

• Strategic thinking and planning 
• Workforce planning
• Recruitment and selection 
• Performance management 
• Talent management 
• Compensation and benefits