Strategic Partnership with Human Capital

HR Management for Executive Managers

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day 1
From Manager to Strategic Talent Management Partner
    • Content: Redefining the manager’s role in the employee lifecycle. Introduction to the “Manager-HR Partnership Model,” which clearly defines the roles and responsibilities of the manager versus the HR department at each stage (recruitment, development, performance, retention).
    • Activity: Analyzing cases of common conflicts between managers and HR, identifying flaws in the partnership model.
day 2
Partner in Attracting and Recruiting Exceptional Talent
    • Content: The manager’s active role in defining the ideal employee profile (behavioral and technical competencies). The art of crafting an attractive and accurate job description. Conducting Competency-Based Interviews using the “STAR” (Situation, Task, Action, Result) technique.
    • Activity: Workshop simulating recruitment interviews with an advanced focus on assessing behavioral competencies.
day 3
Partner in Performance Development and Skill Building
    • Content: The manager’s primary role in daily feedback and coaching. How to conduct effective coaching sessions for performance improvement. Analyzing the team’s training needs and presenting them as a partner to HR.
    • Activity: Role-playing exercises for coaching sessions based on various performance scenarios.
day 4
Partner in Performance and Reward Management
    • Content: Leading the goal-setting process (e.g., OKRs) and conducting fair performance reviews. How to objectively link performance outcomes to reward and promotion systems. Managing difficult conversations about performance.
    • Activity: Exercise on cascading departmental goals into individual goals, followed by simulating an annual performance review session.
day 5
Partner in Containing Human Crises and Building Team Culture
    • Content: The manager’s role as the first link in containing conflicts and addressing morale issues. The manager’s responsibility in building and shaping a positive sub-culture within their team. Early warning indicators for retention problems.
    • Activity: Developing a personal action plan for each manager to enhance their partnership with HR and build their team’s culture, including concrete implementation steps.

Overall Objective: To transform the role of department managers from recipients of HR services into active strategic partners in managing and developing the human capital within their teams, thereby maximizing team performance and directly contributing to operational and strategic goal achievement.