 |
|
 |
All Masterclasses are run, in person, by Paul Kearns.
Please note that all Masterclasses described in outline here have already been run many times both on a public and in-house basis - contact us now for availability and dates for forthcoming public events.
Masterclass -
Evaluation and ROI (Quote ref. PK101EVR)
Developing Learning Maturity
Installing a Business Framework
Asking Critical Questions
Calculating Added Value
Adopting the Baseline Evaluation Model
Producing a business case using the ROI formula
Applying the PDCA quality system
Creating a Performance Curve
Using the 3 Box System for budgets and priorities
Contracting for training with the 10 Step System
“I thought Paul was great, and I got so much from the workshop. … I'm now confident that I can not only prove ROI for me going on this workshop, but can thoroughly use Paul's ideas in very real terms to increase our Training Team's profile in the organisation.”
“It had to be the most practically useful training session I've attended in quite a while! You must try to go next time, and keep an open mind about his model until you get all the details! I'd definitely recommend Paul's workshop.”
|
 |
Masterclass -
Employee Performance Measurement & Management (Quote ref. PK102PMM)
Get the most out of your performance management system
Use performance measurement as a motivational tool
Produce your own performance curve
Analyse the causes of poor employee performance
Enhance your appraisal and performance review process
Link personal development plans to measured business objectives
Integrate training with balanced business scorecards and other performance models
Make a clear connection between individual development
and performance
Make training and development a key contributor to
organisational performance
Start to develop a performance culture
“Paul is very knowledgeable and presents his ideas in a clear, common-sense way”
|
 |
Masterclass -
Developing Learning Strategy (Quote ref. PK103LS)
Getting ready for learning strategy
Putting a significant value on learning in £'s
Winning commitment - both the hearts and minds of senior management for a learning strategy
Creating a strategic role for the learning function
Strategy, structure, systems, processes and culture - the glue of learning strategy
Translating learning strategy into workplace practice
'Very, very interesting and enjoyable. At times I thought about detail in terms of training/blended learning methods within strategy, but was always able to pull back
to higher, strategic level.'
‘Loved discussing element – Paul very professional loved his pragmatic approach.'
|
 |
Masterclass -
Human Capital Measurement & Management
(Quote ref. PK104HCM)
Why has Human Capital become such a hot topic?
Where did the idea come from?
What exactly is Human Capital Management?
As an HR professional what do I need to know?
How can it help me in my job?
How does it apply to me if I work in the public sector?
Provide your organisation with best advice on HCM
Demonstrate the value of Human Capital practices
Set up a Human Capital Report
Assess your organisation's Human Capital Rating using
the Newbury Index.
|
 |
Masterclass -
Developing your role as an HR Business Partner
(Quote ref. PK106HRBP)
Define and illustrate, with practical examples, the differences between
the role of HRBP and traditional HR
Articulate the value that HR can add at both a strategic and
operational level
Introduce senior managers to the new role of HRBP and its focus
on value
Apply diagnostic tools to translate business plans into HR solutions
Identify the skills required to undertake a consultancy role as an HRBP
Translate high level HR actions into workable HR policies and practices
for more junior HR team members
HR as business partner
Asking business questions
Developing questioning and analytical skills
Installing a measurement framework
Defining our terms for better understanding
HR data collection
|
|
 |
Masterclass -
HR Measurement & Benchmarking (Quote ref. PK105HRB)
How mature is your organisation and the HR function?
Benchmark your HR function on the HR scale of maturity
Changing perceptions of HR's role
Choosing the right HR measures
Linking HR practices with business success
Measuring added value and return on investment (ROI)
Identify business measures for critical HR activities
Demonstrate greater added value from the HR function in £££'s
“Excellent ideas very simply expressed with great energy and enthusiasm.”
“Excellent. The event delivered what "it said on the tin”.
|
|
 |
Masterclass - HR Strategy (Quote ref. PK107HRS)
HR strategy formulation - where do you start?
Linking HR strategy to business strategy
HR strategy measurement - correlation or causation?
HR strategy indicators and evidence
Performance measurement and management as a key element of
HR strategy
Developing a strategic HR function. The role of HR
Reconfiguring the organisation to a systems model
Organisation design
HR strategy influencing business strategy
Human capital management - a completely different perspective on human potential and organisational performance
Paul also teaches HR strategy at MBA level and frequently facilitates strategic meetings.
“I have to tell you that you are setting a new standard for teaching at (the business school). These are indeed excellent evaluations, the best I have seen in our program
(in fact the best I have seen in any of our programs). The students are extremely happy with the course, which they state is highly relevant (not only for HR types) … Some suggest this should be a core course in our program. I want to thank you for your valuable contribution to the MBA program.” Director of MBA & Executive Education - January 2006 |
