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Build credibility as an HR leader that

influences, impacts, and advances your
business

The Time is now!!!!

This is the Decade of HR, only if we make it so.
The business results are clear and unambiguous: it is the people processes that distinguish great
from average organizations. It is easy to replicate the tangible assets of an organization; it is
very,very difficult to mimic culture and people practices. These are the things that matter to
enduring success, and we know this because the business evidence is too great to continue to
ignore.

HR needs to get over its inferiority complex, stop apologizing and seize the opportunity. We need
to focus on the strategic role of the HRBP and realize that all the strategy and great thinking will
go for naught unless it works at the business unit level. We need to develop HRBPs and equip
them for success. And we need to develop an attitude and a bold point of view so that we are not
just partners but leaders in moving our organizations forward. Turn on the spotlight; it is time to
shine.
THERE ARE A MYRIAD OF PROGRAMS
OUT THERE – WHY LOOK AT OURS?

1 Our programs are RELEVANT and high value

– we work forwards from our clients organisational
strategies

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assessment and action based learning
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I n f o r m a t i o n & i n s i g h t s
The Strategic
HR Business Partner
Professional Development Certification Program 2020

Enhancing HR’s Strategic Role as Business Partner:

HR as a Key Enabler of Value Creation through HR Biz Partnering
Dates & Venues

April 23 & 24, 2020, The Royal Orchid Central Hotel, BANGALORE

May 06 & 07, 2020, The Pllazio Hotel, GURGAON

May 13 & 14, 2020, The Radisson Hotel, MUMBAI

 What makes a
True Strategic HR BP?
Quite possibly not what
you think.
The best HR Business Partners share:

SELF-BELIEF
A deep belief in the value of the HR function and their
personal ability to make a valuable difference to the
business.
RELATIONSHIPS
The ability to build deep, strong and trusting
relationships with their clients and HR colleagues
INDEPENDENCE
The confidence to have a point of view and be
courageous enough to express it even if it may prove
unpopular. BUSINESS RESULTS DELIVERY
A clear focus on delivering business outcomes through
harnessing the whole HR function’s capabilities and
being a strong role-model for the team
BUSINESS ACUMEN
Profound knowledge and understanding of the business
and its strategy and the ability to communicate in
business terms

These attributes all need to be present to produce exceptional performance, as together they form a virtuous
circle; a self-reinforcing system that generates ever-increasing credibility, influence and delivery of the right
results.

Researched & Developed by:

 Innovative, Practical
& Relevant
SAYEED SHEIKH
CEO, Inconnectiva & Programme Director

Build Credibility as an HR leader that influences, impacts, and advances your Business
Reality :

Without the right orientation , HR Generalists quickly get sucked into daily execution . What suffers is the ability to deliver on talent outcomes
which enable business results.

We believe future HRBP’s need to have 3 pronged approach .

• Business Acumen : understand how your business generates value

• Technical Expertise : Facilitate Right HR strategy design for your context
• Business Partnership : Influence without authority to evolve into a business driver.

Now lets look at some of the Gaps in HR Business Partner Readiness

• Most HRBP’s spend over 60% of their time on administrative activities

• Less than 15% of HR’s timer is spent on strategic initiatives
• 70% of Managers see HRBP’s as administrative support vs. owners of new HR services

OUR Perspective

HR Business Partners need to be able to :

 Act as owner for strategic HR initiatives and as a consultant to the business while foregoing most of their administrative responsibilities
 Understand business initiatives across talent supply , capability growth performance and rewards
 Drive the change roadmap around people ,initiatives

Welcome to the Brand New 2020, Strategic HR Business Partner (sHRBP) Professional Development Certification Program

Why Should You Attend?

Rapid-fire innovation. Market uncertainties. Talent shortages. These are just a few of the constant pressures of doing business in today’s world.
To thrive in this volatile environment, organizations need their people strategies to align clearly with the goals of the business.

As an HR professional, you need to enhance your skill sets and adopt a new strategic mindset to advance your career and your business. HCI’s
intensive 3-day certification program is designed to facilitate this transformation. You will be immersed in a highly interactive, hands-on learning
experience and equipped with processes and tools necessary to put ideas into action.

Companies with strategic HRBPs report superior positive outcomes in multiple business areas, including employee performance, employee
retention, revenue growth, and profit growth (CEB). The skills taught in HCI’s sHRBP program are the skills that will advance your career. You’ll
elevate your personal proficiency in the things that matter most to the business.

Learning Objectives

After earning your Strategic HR Business Partner certification with Inconnectiva, you will be able to

• Earn the credibility with their business partners that will allow them to work as trusted advisors
• Work with partners to co-create effective talent management solutions that accelerate business strategy
• Help their HR team/partners execute on business strategies through those solutions
• Sustaining solutions by evaluating impact and iterating so they can be used elsewhere in the organization
 MASTER CLASS AGENDA
08.30 – 09.00: Registration Followed by Breakfast
• Welcome and Opening Plenary
• Goals of the Day
• Workshop Style: energizing, interactive, compelling

01 PREPARE

CAPABILITIES ADOPTING A STRATEGIC MINDSET AND SKILL SET

MODERN BUSINESS PARTNERING BEST PRACTICE

(A) Understanding your existing strengths and development needs in the context of your role

HR business partnering is every changing and over the years has evolved, how do we benchmark with best and what is the best
in business? Baseline with the best helps you to access where are you in the HRBP business and how do we ensure to create a
action plan which will help us to become the best in times to come

By the end of the module, you’ll be able to:

• Understand the best and inspiring practices in HRBP domain

• Map you current state of HRBP on 10 dimensions
• Create a action plan for next 12 - 18 months
• Able to do your own SWOT analysis

(B) Understand the transition that HRBP has made and how that has changed perceptions of partnering

• Cost Centre vs. Profit Centre - where is HR?

• Exploring the strategic levers that need to be pushed to make this happen
• The change journey - transforming HR into a more effective business resource and profit contributor
• Sustaining the change - innovation and a peek into a futuristic HR model

(C) Explore key themes for HRBP’s today and why these have relevance

• If HR is not making relevance to business it is just a diversion

• HRBP with Business Acumen Mindset

• HRBP as Internal Consultants

• We are not in the business of people but in the People business

• HRBP as Culture Stewards & Engagement Champions

• HRBP as Workplace Architects

• Getting Future Ready Now and Here

• HRBP as Influencers
• myFuture myGamePlan
 MASTER CLASS AGENDA
CAPABILITIES BUILDING FINANCIAL AND ANALYTICS CAPABILITY

STRENGTHENING BUSINESS ACUMEN

• What does Value Creation means to Business
• What are the fundamentals of a HR Strategy Plan
• The Nuts and Bolts of a Strategy Plan (Steps / Process)
• What can be outsourced and what should not be?

 PRESENTING YOUR FINANCIAL PLAN AND IMPRESS THROUGH RETURN ON EXPECTATIONS

IMPROVING FINANCIAL LITERACY

• The Big Four: Revenue, Profit, Cash and Assets
• Understanding an Organization’s Financial Strength
• The Income Statement and Balance Sheet
• Justifying HR Initiatives
• Cash Flow
• Net Present Value and Internal Rate of Return

By the end of the module, you’ll be able to:

• Understand many of our proposals fail to impress

• Understand and appreciate the mistake we make while proposing new ideas
• understand the template in which we propose our ideas
• Understand the science of presenting ideas with financial data

BUILDING MEANINGFUL ANALYTICS

• Metrics that Are No Longer Good Enough
• Examples of Analytics in Action
• Analytics Value Chain
• Building Meaningful Analytics
• Key Outcome Measures
• Having Financial Conversations
• Assignments and Tools

 H AND S -O N E XCE R CI S E

Pre-Course Questionnaire
We are committed to delivering the highest possible standard of training and ensures that you achieve maximum benefit from this
training course. Therefore, after receiving your registration, you will be asked to complete a Pre-Course Questionnaire to be sent back
to us. This will include your specific interests, needs and objectives to help us serve you better.

Your Satisfaction is guaranteed!!!!

At Inconnectiva Training, we guarantee the quality of our training courses. It's that simple. More than 99% of our participants say that
they would come back and attend our events in the future. If the actual course content falls short of the course objectives and
outline as printed in the brochure, Inconnectiva will give you credit towards another course of equal value within the next 12 months.
Each participant will also receive a Certificate of Participation after attending this course.
 MASTER CLASS AGENDA –
02 PARTNER

CAPABILITIES NEW AGE HR BUSINESS PARTNER VALUE PROPOSITION

Determining how, for your specific business and role, you can best add value to those you
partner and to the HR function

(A) ENGAGING LINE MANAGERS

A. SKILLS & COMPETENCIES OF LINE MANAGER AS HRBP PARTNERS

 TOOLKIT FOR HRBP LINE MANAGER ASSESSMENT

B. SUPPORT AND CHALLENGE FOR THE LINE : BUILDING HR CAPABILITIES IN LINE

 CHECKLIST FOR IDENTIFYING THE BOTTLENECK

C. LISTENING TO THE LINE

 CHECKLIST FOR IDENTIFYING : WHAT DOES THE LINE WANT FROM HR BUSINESS PARTNERING

D. REWARDING AND RECOGNISING THE LINE MANAGER – GETTING THE ‘EQUATION’ RIGHT

 CHECKLIST FOR IDENTIFYING THE BOTTLENECK

(B) BUILDING WIN-WIN RELATIONS - THE CRITICAL SKILL’S

Business partnering implies that HR BPs should be close colleagues of managers at different levels in a peer, rather than
subservient relationship. They will have technical and managerial capability and a full understanding of the business area or
function being serviced.

The personal skills are crucial to making any relationship work, as is the need to collaborate around a common purpose – effecting
HR solutions to the line and related issues. The basis of any successful partner relationship is a clear delineation of roles,
expectations and accountabilities, with good communication between the parties concerned.

One of the major recurring themes in our interviews with line managers was the frustration they experienced in accessing
consistent, fit-for-purpose advice and support on transactional HR from shared services or from the intranet.

This may appear a low level concern if your focus is on the HR business partner’s strategic contribution to the business, but
quality issues in shared services will inevitably colour the line’s overall perception of HR and therefore its willingness to play ball at
a strategic level. Failure here might also leave the organisation exposed if HR standards slip as managers fail to follow policy and
best practice guidelines in their daily people-related activities.

 Removing the comfort Blanket

 Collaborating & Co-Creating with HRBP
 Top 10 Reasons why the Line Manager Hesitates in Collaborating with HRBP

Key Takeaways

 C H E C K LI ST F O R I D E N T I F Y I N G T H E BO T T LE N E C K
 MASTER CLASS AGENDA
(C) HR BP AS A CULTURE STEWARD: DESIGNING SIGNATURE CULTURES
Culture is the way decisions are made in organizations. It is what happens when no one is looking. Culture is certainly leader-
driven, but it does not have to be leader dependent; in fact, a culture so dependent on one personality or presence will likely not
survive. Every organization has a culture; the question is whether this default culture is what is intended or desired. Some believe
that culture is too big, amorphous and too difficult to change; but increasingly there is ample evidence of organizations that have
taken a very systematic approach to shaping the type of culture that matters to various constituencies, not just those in the
boardroom. Values have become more than just words on a poster and have been the beacons for making decisions, attracting
talent and creating a new compact with employees. HRBPs, in conjunction with their business unit leaders, need to shape the
context for a meaningful workplace. These “opt-in” cultures pay tremendous dividends,

• Culture Change: Enabling both an engaging and high performing culture

• Values: Why freedom within a framework, building confidence, resilience and personal awareness are the core
ingredients or success
• Organisation Design: How insights from neuroscience can transform your culture change programmes.

You will take away:

• ideas and inspiration of the core components to successfully enable cultural change
• simple and powerful approaches to bringing your organisational values to life
• examples on how to apply neuroscience to enabling motivation, learning and to embedding culture change

CAPABILITIES IMPROVING THE WORKPLACE THROUGH IMPROVED

ENGAGEMENT, COLLABORATION AND RETENTION (ECR)

The Strategic HR Business Partner as Workplace Architect

ECR DEFINED
With the workforce dynamics changing how can the workplace architect remain the same. What designs that worked yesterday
are no more relevant now, the definitions of engagement have changed with the new generations at workplace, the relevance of
engagement levers are changing each day. Engagement - Collaboration - Retention are the new pillars and each of them is
intertwined to create the new Relevant and Happening Workplace

• Impact of Generations at Workplace and their impact on Engagement Models

• The New Age Engagement Model
• The role of collaboration and co-creation eco system for building healthy workplaces

A FRAMEWORK FOR IMPROVING THE WORKPLACE AND WORKFORCE

The Foundations of Trust and Transparency
Procedural justice is often scarified in the zeal to manage business contingencies in short Business Value takes precedent over
Organisation Values. It is often observed in scenarios like these we knowingly or unknowingly build a ‘Dog eat dog’ culture which is
basically mercenary in nature and doesn’t help us. Trust and Transparency are hallmarks and foundations for a great workplace
architect

• Role of Procedural Justice

• Trust & Transparency and HR Architects - Processes, Policies and Practices (HR Conduct)

TURNING VALUES INTO OBSERVABLE BEHAVIORS: How do we know we are on track or no?
• Walk the Talk
• HR Audit
 MASTER CLASS AGENDA

CAPABILITIES CONSULTING AND EXECUTION SKILLS

CONSULTATIVE SKILLS FOR HRBPS

The Strategic HR Business Partner as Consultant and Change Agent
Human Resource (HR) professionals are being asked to be more “strategic,” or to act as “internal consultants.” Regardless of the
terms used, a common business imperative is that HR professionals must work with management to help move the business
forward. To perform this role successfully, HR professionals must possess strong consulting skills in addition to their traditional HR
skill and knowledge base.

KEY TAKE-AWAYS

• Develop and refine your consulting strategy.

• Clarify and utilize various consulting roles with customers.
• Conduct effective situation assessments and clarify customer needs.
• Identify and work through challenging situations.
• Establish clear expectations and win-win agreements.
• Form effective partnerships with line management.

 C H E C K LI ST F O R I D E N T I F Y I N G T H E BO T T LE N E C K

INFLUENCING SKILLS - The HRBP as Skilled Influencer - Perception, Trust & Personal Brand
Understanding & Influencing Stakeholders

• Who are the stakeholders for Leadership Development

• How stakeholders behave and why
• What is the difference between Power & authority
• Role of Credibility in Power
• How do we influence – Ideas that work
•
 G R OU P D I S CU S SI ON

DEVELOP BEHAVIOURS WHICH PROMOTE INFLUENCE AND IMPACT

• Analysing your approaches against key attitudes and behaviours that support your effectiveness as a
business partner
 MASTER CLASS AGENDA
03 PERFORM AGENDA – Day 2
CAPABILITIES SOLVING BUSINESS ISSUES BY IMPLEMENTING SOLUTIONS

• Recognizing the need for project management

• Implementing solutions

RASCI MODEL
The RASCI Matrix is a responsibility assignment matrix system that brings structure and clarity to assigning the roles
people play within a team. The RASCI grid describes the participation by various roles in completing action steps or
deliverables for a project or business process.
• Execution
• challenges

UNDERSTAND THE MOST ESSENTIAL COMPETENCIES OF HRBP’S AND MEASURE

PERSONAL EFFECTIVENESS AGAINST THOSE
• Knowledge and experience
• The ‘HR generalist’ – past or future?
• Personal characteristics
• Influencing skills
• Resilience
• Commercial acumen
• Personal values that intrinsically win respect
• Being strategic

KEY TAKE-AWAYS

 Qualities & Competencies of a Business HR Partner

 The Must Have and Nice to Have
 How do I Build Them

 B U I LD I NG YOU R I ND IV I D U A L D EV E LO PME NT P L AN ( ID P )

End of Workshop

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Dedicated to providing the highest quality in event planning, meeting and conference management, our goal is to
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OR events that you participate in? Benefits:-
From our event testimonials that we get show that the community of
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We have built our brand on delivering Interactive, Participative events. stories, you get to see what really happened
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 K. Srinivas Rao (Srini)
Srini is a human capital strategist, with considerable background in Human Capital Value Chain. He has worked
both as internal staff and external consultant to organizations of varying size across multi industries including
Manufacturing, IT, ITes, Banking & Financial Services, Aviation & Transport etc
About Your Expert Facilitator

He has over 21 years of expertise in the areas of leading » Core HR Function {Leadership development,
Performance Management including C&B, Employee Communication, HR Technology} » Change Management
{Organization design and development, Aligning Org. Cultural to Strategy, Organizational Effectiveness
Assessment} » M&A Integration, {Integration, Restructuring, Downsizing}

Srini has vast experience in developing Talent Management frameworks and blueprints from organization size
ranging from 100 to 100K employees. He has specialized in Talent Management framework for Hi Potentials
and Successors with considerable experience and expertise across industries.

He is currently Partner at the Global People Advisory & Research Firm ‘The Strategist’. Previous to this he was
heading Strategy - HR at Satyam Computer Services. He has held management roles at all levels in CATS
(Computer Associates-TCG), Baan Info Systems, Ernst & Young, Videocon International

A avid writer and guest speaker on the subject of Change Management and Human Capital, his writings
include “Managing HR Issues in a Merger” – Published in the Handbook of Business Strategy 2002– A annual
publication of Journal of Business Strategy – Thomson Financials USA (currently part of the Emerald
Publications) and “Principles and Practices of Management” – A text book for undergraduate students
recommended by State Government of Madhya Pradesh for Open University. He was invited to present a
paper at “M&A Summit 2002” – in Calgary, Canada. His new book titled “Whispers of a Devil in an Angel” – A
workbook for change manager and merger integration champions is on stands. Some of his other co-writing
include “Collective Independence” (Generalist and Specialist), “Enhancing Efficiency of HR function through IT
– Satyam Journey” (The battle between Hi Touch and Hi Tech.).

He holds dual Masters' degrees; he attended Indore School of Social Work where he topped the class of ‘93 &
received a Masters of Social Work with an emphasis in Human Resources and later went on to do Masters in
Military Sciences. Currently he is a Research Scholar at XLRI Jameshedpur. He was Awarded “HR Leadership
Award” in 2008~09 by Employer Branding Institute and member of the CII – Hyderabad Forum (Industry &
Employee Relation Panel) , He is currently The Editor – NHRD Newsletter

The Strategist is a Global 360° People Practices Consulting Firm. It specializes in the complete spectrum of people practices
ranging from Human Capital Strategy to.. Engaging Employees to.. Headhunting Senior Leaders to.. Optimizing HR
operations through outsourcing. The Strategist’s operating philosophy is to energize clients’ growth, by transforming the About The Strategist
people practices. Modelled on lines of some of the best in class firms, it has Partners with considerable experiences leading
Industrial verticals and domain solutions (Talent Acquisition / Human Capital Strategies / Employee Engagement etc.).

The Strategist believes that the best of any solution is a right mix of Theory, Research, Benchmarking and Client Centricity.
We at The Strategist don’t subscribe to the idea of ‘universal solutions’ as we believe that each client (partner for us) is
unique and so are the challenges within which they operate. We firmly believe in ‘solving’ the challenges with a long term
perspective and thus we rely on tried and tested theory and research backed actual business scenario study
(benchmarking).

Our team of professionals consists of industry experts who have served with some of the best known names and have
opted out to build this firm with a dream of ‘enabling our partners to fuel their dreams’. Our solutions also include
products like ‘WoW’ (Wholehearted to Work) an employee engagement tool, ‘HURRAY’ (Human Resources Alignment
Yardstick) a product that helps align HR to Business, ‘Hi” (Handy Information) a unique on-line and off line application
which aligns employees to the overall big picture of the organization. ‘Next Orbit’ an metrics driven business performance
measurement tool and…..

To know more about us visit us www.thestrategist.in or reach one of our partners at dreams@thestrategist.in
 The Strategic HR Business Partner
Professional Development Certification Program 2020

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