“Seat at the table.” But to do so, HR must first understand the company’s business model, define what constitutes value, and know where and how this value is created.
HR must also engage in dialogue with business leaders—especially Finance—to raise awareness and knowledge about the impact of organizational learning and other human capital initiatives on business performance. Only then will HR be seen as a business differentiator who delivers timely HR business solutions, not HR programs.
“What is the most effective talent management strategy to improve organizational performance?” What is on the minds of business leaders at all times? While mobilizing talent is the role of organizational leaders, providing clear direction for how talent is best managed and leveraged to improve organizational performance is the role of HR in cooperation with the business.
This presentation will provide practical advice on how HR can put the onus on leaders to deploy only the HR solutions that drive measurable business results and use only the performance indicators that are truly meaningful.
The session will also cover how HR can work with the business to create an environment of “real world” learning that not only drives value for both employers and employees, but also helps meet the challenges of cultural transformation.
Ways to collaborate with the business to drive value creation in a volatile economic environment, including real-world learning innovations
The art of balancing ‘state-of-the-art’ with pragmatism
How to ensure that HR is fully integrated into the value creation process
Learn about the inevitable interdependencies among finance, learning and talent management
Tips for modeling the financial impact of human capital investment and its link to P&L