Certification Program

Day 1 – Adopting an Analytics Mind-set

Day one provides participants with the background knowledge required for successful implementation of human capital analytics projects.

• Introduction and course overview
• State-of-the-art analytics: where are we today?

This section examines current best practices in human capital metrics.

• The value of human capital

This section introduces the following concepts:

• Why it is key to assign financial values to both your workforce and HR activities
• The concept of people (rather than technology or capital) as the last refuge of competitive advantage
• The fundamental human capital mindset: how to view employees as assets rather than expenses.
• The organisational costs and risks of miscalculating employee value.

• Five organisational strategies for investing in human capital metrics

This section will examine five fundamental strategies for investing in the development of human capital. 

Day 2 - Implementing HC Analytics

Having examined the importance of human capital analytics, day two presents participants with practical approaches for using and implementing analytics initiatives in their organisations.

• Measuring the impact of HR strategy and investments

This topic discusses the advantages and disadvantages of various approaches used for measuring the value of human capital and HR initiatives.

• Accountability of the new HR

Many organisations are already experiencing an increase in the demand for a financial evaluation of their people assets and HR initiatives from senior management. But who should be accountable for calculating and delivering this value? HR, the line, external consultants, or some combination of these? This topic examines practical solutions to this question.

• The structure of an individual human capital projects

This topic provides a methodology for structuring “one-off” human capital projects including alignment with business strategy and building the business case.

• Embedding human capital analytics in your organisation

While individual human capital projects are useful, the real value of analytics emerges once it becomes embedded in the organisation’s culture as a standard process. This topics provides a methodology for achieving this including the roles, capabilities and structures required for maximising analytics effectiveness.

• Assessing your organisation's readiness for human capital analytics initiatives

Because every organisation is unique, it must therefore tailor its analytics programmes to both its culture and analytical maturity to ensure success. This topic provides participants with tools and techniques for assessing their own organisations in this light.

Overview

Employee salaries and HR programmes frequently account for close to half of many organisations operating expenses. One reason for this high level of investment is the recognition that people are the ultimate source of innovation and competitive advantage. In order to leverage maximum employee value and potential, many leading organisations are turning to human capital analytics to gain a deeper understanding of their workforces, and improve the quality and credibility of HR decision-making.  This two-day programme run by leading HR analytics experts provides an in-depth introduction to HR analytics and enables you to develop the skills to initiate a human capital analytics journey by providing tools and methods for:

• Linking HR and business strategies
• Assessing organisational readiness for analytics initiatives
• Building the business case for analytics
• Demonstrating the credibility and value added by HR
• Using analytical insights to improve talent management processes
• Defining the roles, capabilities, and structures required to maximise analytics effectiveness. 

Learning outcomes

By the end of this course, you will be able to:

• Define human capital analytics
• Understand the importance of HR analytics as an evidence-based decision-making tool
• Describe the most common human capital strategies used by organisations
• Describe  the evolution of HR analytics
• Describe a typical analytical process used to measure the impact of HR programmes on organisational outcomes
• Explain the accountability of HR in the context of human capital analytics
• Explain the importance of valuing human capital
• Explain the changing accountability of HR in the context of human capital analytics
• Learn how to assess an organisation’s readiness to implement a human capital analytics initiative
• Understand the criteria for selecting between strategic and tactical analytics initiatives
• Understand the steps required to implement human capital analytics
• Measure the value of a learning and development program

Resource Person: Mr. Joel Farnworth  MAML, Chartered Fellow CIPD.  EGTF.

Based in Bangkok, KF&A deliver a range of Strategy, Leadership and Advanced HR Services to clients in the Asia Pacific and MENA regions.

Currently the Managing Partner, Joel previously enjoyed a 22 year international HR career with HSBC, predominantly in Asia and including roles such as:

• Global Head of Talent, Learning and ODD
• Head of HR for Thailand, India and MENA
• Asia Pacific Training Adviser
• He has worked in 30+ countries with 50+ nationalities.

In both his permanent and consulting HR roles he has significant time in, and experience of, working with CEOs and Top Teams developing regional and local HR resources to deliver impactive services to international standards. Predominant focus on improving services that impact sustaining competitive advantage and business success – Strategic Advice, Performance, Rewards, Talent and ODD management. Emphasis also on the creation of appropriate key metrics to track progress and identify/action further improvement steps required.

Essentially an agent and facilitator of change with an eye always on the output and impact of proposed and implemented improvements. Aided by his significant international and multi-cultural exposure, this has made him a sought after HR adviser across the Asia region and beyond.

On the Leadership and Strategy front his multi industry and geographic experience, combined with constantly updated research, has given him a proven approach to the development of today’s and next generation leaders. Whether as a guest speaker or coaching 1:1 his incisive views of effective leadership and his counsel as to how this can be achieved continue to be requested from new and repeat clients alike.

In addition to his MA in Management Learning, he holds Chartered Fellow status with CIPD and has had the benefit of significant personal development at such institutions as Michigan Business School and Roffey Park. He is accredited in the use of a number of assessment and development tools including De Bono’s Six Thinking Hats, OPQ, PAPI and Myers-Briggs.

Bangkok School of Management is a major client for whom he conducts a range of workshops from participants throughout Asia.