Strategic Human Resource Management Certificate Program Modules

Reserve your seat in the Rollins Strategic Human Resource Management CertificateStrategic Human Resource Management

What You Will Gain:

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Each module has been approved for 2.75 Business Management and Strategy recertification credit hours toward PHR, SPHR and GPHR recertification through the Human Resource Certification Institute (HRCI).

 
Robert Prescott

Realizing HR's Strategic Role

Faculty: Robert Prescott, Ph.D., SPHR

This session explores the comprehensive requirements of the need for HR professionals to think, plan and execute strategically. 

By attending this session you will gain: 

  • a focus on the what and why of strategic thinking
  • perspective on the future by turning strategic thinking into planning
  • how to utilize thinking capability into creating competitive advantage
  • an understanding of the link between strategic planning and HR management
  • knowledge of the traps associated with strategy development and action
  • the required practices of turning thinking into planning into action
  • awareness of HR business partnership capability through integrated planning
  • how-to avoid the pitfalls of poor strategy execution


Erica Bader Sorrell

Linking Training and Development to Organizational Strategy

Faculty: Erica Bader Sorrell, MBA, SPHR

Training and Development initiatives can be a key factor in organizational success and are best positioned when tied to the organizational strategy.  HR Leaders should be able to show the linkage between the training programs and overarching company goals.  This session explores the ways in which HR leaders can ensure that T+D is positioned at the most strategic level.  

We will discuss how to shift the focus of our needs assessment and how to start thinking about development with a more strategic focus.  If we start with the idea that the programming will address key strategic imperatives, we can build programming that accomplishes that objective.  We will discuss the types of questions and exploration that can assist HR leaders in getting at the organizational goals and objectives that can be impacted by training and development.

We will investigate how we can broaden our idea of training and development to encompass other initiatives outside traditional classroom training or e-learning and how these can lead to impact on important business factors. 

We will look at how to link training and development to organizational competencies.  Many organizations have a competency model and we will discuss how to use this competency model as a starting point for developing training initiatives and as a framework for development programming.

Lastly we will explore the ways we can measure the impact of training and development.  HR programs have long been challenged to provide a quantified benefit and we will cover one model of how to approach measuring the impact of these types of programs. 



Susan Mckenna

Workplace Law Strategies

Faculty: Susan K. Mckenna, J.D.

This session will address the increasingly complex and ever-changing legal landscape that experienced human resources professionals must navigate.  Topics will include The National Labor Relations Act and labor law trends; the uses and implications of social media in the workplace; regulatory scrutiny of background checks in hiring; managing leaves and attendance while complying with FMLA and ADA requirements; the increasingly aggressive stance of the EEOC toward employers; and other emerging issues and trends.



Leslie Miller

Strategic Performance Management: Linking Employee Goals to Business Objectives

Faculty: Leslie Miller, Ph.D., PHR

During this 3-hour workshop, participants will enhance their understanding of the characteristics of effective strategic performance management systems.  Through discussion and interactive activities, participants will learn (a) three elements common to all effective strategic performance management systems (goal setting, performance review, and individual performance improvement plans); and (b) the five factors important to goal attainment (communicating goals, planning implementation, requiring accountability, orchestrating the process, and measuring progress).



Jane Trnka

Business Acumen

Faculty: Jane Trnka, SPHR

In today’s global world, having a strong business acumen is virtually a requirement for career success.  A strongly developed business acumen has the power to transform you from being a tactical practitioner to becoming an indispensable strategic partner in your organization. Individuals with acumen are always looking ahead, trying to gain insight into what opportunities will be coming and what competitive threats are likely to emerge.  Acumen means having the ability to devise strategies that remain one step ahead, a quality sometimes called vision.  In this workshop, you will learn how gaining knowledge of your business and cultivating relationships can sharpen your perspective and decision making.  Each participant will identify how to develop and use your business acumen to become a more valuable contributor to the profitability of your organization and start moving your strategic initiatives forward. 



Ron Piccolo

Change Initiative

Faculty: Ron Piccolo

The Change Initiative workshop will provide HR Leaders with strategies and techniques to guide their teams and the greater organization through periods of significant change. The course will introduce John Kotter’s 8-step process for leading change by guiding participants through an interactive and applied exercise. This course is ideally suited for HR professionals with managerial responsibility, especially those involved with the development and leadership of change initiatives. Participants will gain an understanding of how change affects human psychology, how to communicate in ways that foster buy-in, and how to structure the work environment in ways that support and enhance organizational goals. In addition, participants will learn how the strategic aspects of Human Resource Management (recruitment, selection, training, performance management, compensation, etc.) can be integrated into a sustainable change initiative. 

 



Robert Prescott

The Internal HR Consultant - Creating Change Agency 

Faculty: Robert Prescott, Ph.D., SPHR

This session explores the strategic requirement of HR, its evolving role within the organization, and the skills, competencies, and behavioral characteristics required to function effectively as an internal consultant. It provides an in-depth working knowledge of the seven stages of the internal consulting process and concludes by discussing the multiple keys to consulting success.

 By attending this session you will gain:

  • the ability to explain the strategic context of HR in relation to creating business partnership
  • an understanding of internal consulting as it relates to your organization and its goals
  • knowledge of the competencies required of internal HR consultants
  • focus on the essential success factors of effective internal consultants
  • insight for effectively targeting internal consulting efforts
  • an understanding of the seven stages of the consulting process
  • the context of the credibility building factors for internal consultants


Chuck Csizmar

Getting it Right with Compensation

Faculty: Chuck Csizmar

An organization's payroll is a huge expense, yet many managers do not understand  the underpinnings of that expense, or even whether their money is being spent effectively or efficiently.  Lacking this critical information can be a direct cause (or enabler) of increasing employee costs harmful to the success of any business enterprise.

Rewards also directly impact an employee's perception of their worth to you, and your treatment of them.  Thus the opportunity for compensation affects their morale, their degree of engagement and potentially the reputation of your business within the local community.

This session explores not only the how-to of an organization's compensation program, but the why and the why not as well.  Attendees will be provided with practical, example-laden information that can be used the very next day to improve the employee reward environment that they're dealing with.

In this session the following topics will be covered:

  • The importance of your single largest expense item
  • What is a compensation plan, and how do you get one?
  • The employee perspective on pay
  • Compensation as it relates to engagement and driving a performance culture
  • How to know whether your plans are effective
  • What to do when competitive pay is not enough
  • Differences worth knowing when operating on the global stage
  • How you can make a difference

 



Jacqueline Brito

Balanced Scorecard

Faculty: Jacqueline Brito

You can’t manage what you don’t measure.  Human Resource practitioners who consistently strive to earn a seat at the table understand the significance of this management adage and its relevancy to the success of their business.  A balanced scorecard is the strategic planning and management system that can help organizations align existing processes to their mission, vision, and strategic plan.   A well-designed, carefully implemented scorecard can aid in improving internal and external communication, break down barriers that contribute to silos, minimize waste while improving efficiencies which will ultimately impact the organization’s bottom line.  During this session, we will provide the basic foundation to ensure that participants can design and implement a balanced scorecard for their own organizations. 

 



Robert Prescott

Creating HR Value - Metrics that Matter

Faculty: Robert Prescott, Ph.D., SPHR

Maybe you're proud of the sheer productivity of your HR department.  Perhaps your HR function is a lean, mean efficiency machine and delivers HR services faster than the speed of sound.  Good for you. There's just one problem.  Service delivery, by itself, is not nearly enough. 

So, what does all that activity get us?  Modern HR practices go further than mere exertion of energy – they create value for the organization through a comprehensive approach to the delivery of these services.  This comprehensive approach includes strategy integration, change management, data gathering and analysis with a keen focus on creating value via a return on investment approach.  If you want to create value, you need to measure, link, execute and then measure again.   We not only want to tell a well-analyzed and well-measured HR service delivery story, but that story needs to be one that matters and be logically connected to the mission of the organization. 

By attending this session you will gain: 

  • the definition of HR value
  • an understanding of the kind of data and information required to manage change
  • knowledge of how measures, metrics and analytics help manage change
  • the ability to utilize diagnostics to integrate HR strategies with business strategies
  • insight on how to measure the business impact of HR programs and services

 

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