HR Skills for Banking & Finance

"With his considerable experience if HR in Banking & Finance, and direct exposure to many different nationalities and cultures, the course instructor always finds the way to impart information, ideas and concepts to others, whether individually or in groups, in a way that is especially effective in passing on his knowledge accumulated over many years and in many contexts." Past client, Standard Chartered Bank This 5-day course provides both a framework and a practical approach to using best practices in Human Resources to enable organisations to get the most from their investment in people. The programme will provide an overview of the contribution that high quality Human Resource practices can make to maximising an organisation’s substantial investment in its Human Capital – its people. This is supported by detailed examination of two possible frameworks for an HR approach and practical reviews of the major components of an HR framework. Uniquely there will also be the opportunity to examine the critical role of HR in mergers and acquisition, based on the instructor’s extensive personal experience in this area. Specifically, guidance – backed with real-life examples and case studies - will be provided on such issues as: Recognised best practice in Human Resources, focusing specifically on Banking & Finance Detailed examination of two possible alternative (and contrasting) frameworks for implementing HR best practice – with pros and cons of each approach The “building blocks” of a great HR function, and great HR practice, examining organisational, relational and product issues. What makes for a great HR practitioner, and a highly effective HR function A unique look at HR in what many view as its highest “value-add” role – as part of an M&A team. This course has been designed principally and specifically for middle and senior level HR practitioners to allow them to review and reappraise their own practices, and bench-mark them against current best practice, but will also be invaluable to line managers who wish to both critically assess the current Human Capital Management approach and processes within their own organisation, and to review opportunities for their own HR fucntions to “raise their game”. Who should attend Middle and senior level HR practitioners Line managers wishing to review HR practice within their own organisation Practitioners from HR and other disciplines who are about to/often work in multi-disciplinary, and especially cross-border project teams.
Day 1 What should be the expectations of a top-class HR function? How has “Human Resources” as a function evolved over time Early foundations in the areas of “welfare” Growing contribution during the eighties and nineties – driven by both IR demands and evolving management theory Coming of age in the new century – through business partner, employer branding, employee engagement – now seen widely as a strategic contributor. Theory & practice development in HR – the evolution of best practice A brief leap backwards – original thinking on motivation Key figures and thinkers in the development of today’s HR practice Key companies in developing HR practice first movers and experimenters Group Work/Case study: Basic expectations of an HR function Best practice in HR How and where does “best practice” HR diverge from “basic expectations”. Drivers of HR best practice Practitioners of great HR practice Measurement of great HR practice – focus on Investors in People Best practice HR in Banking & Finance Challenges and opportunities in the Banking & Finance field What are some of the key focuses for HR in Banking & Finance A first look at the challenges of multinational and multicultural HR Group Work/Case study: HR across borders – what stays the same, and what’s different Day 2 Building a 21st century HR function Framework & Structure How do we design an HR function capable of delivering “best practice” Understanding the business Look at Framework before Structure Two possible frameworks – pros & cons Group Work/Case Study: Building a HR framework Moving from Framework to Structure What skills do I need in my HR team? How do I structure my team to deliver best practice to my business? How big should my team be? Data, information and transaction processing HRIS considerations – selecting an appropriate system What about the engine room – a look at shared services/service centres. Group Work: Design an HR structure for “Global Bank PLC” Case Study : Real-life, complex example of building an HR function Our “product offering” – what should we be able to deliver Initial look at typical HR “product suite Group Work/Role play: Wearing the “HR product manager” hat Day 3/Day 4 Best practice through the “product” lens HR product offerings in detail – the function deconstructed Product-by-product review of expectations and best practice Putting it into practice – HR strategy & planning, and the annual calendar. Days 3 and 4 will give delegates the opportunity to review, and examine in detail, all of the principle “product” areas/offerings within a typical HR function e.g. recruitment. For each area, we will examine the basic requirements, and then look at current best practice both through theory and practice. As we approach each area, there will be the opportunity/requirement for some Group work and, in some cases, some role play work. Whilst we will ensure that there is coverage of all the principle HR products, there is flexibility built into the schedule to allow delegates to focus on/explore areas that are of particular interest to themselves. The second half of Day 4 will be interactive, where the delegates will work to build : An overall product “model”, highlighting the main interconnections between product areas, and A practical HR planning framework for “Global Bank PLC” which incorporates both the strategic and operational aspects of a high-performing HR function. Day 5 Morning – the HR function in the M&A process DEMANDS excellence in best-practice HR execution, often under acute time pressures PROVIDES the opportunity for HR to demonstrate and deliver very significant, high-profile added value to a business case REQUIRES unusual/uncommon HR skills (e.g. significant cultural considerations; unique retention challenges) Typical M&A life cycle “Due Diligence” - Do we want to buy this company? - If so, what’s it worth? - And what are the risks? - Gathering information – data rooms Integration Planning - The purchase – legal considerations, documentation, warranties, guarantees and waivers - Designing the “new” organisation – structural, positioning and ethical considerations - Cultural integration - ER issues – retention and redundancy planning - Your best friend – the “Q&A bible” “Day 1” - Many practical considerations - Signing authorities – external and internal - System integration – email, applications etc - Who’s my boss/where do I sit Integration execution - Delivering the value - Lessons learned Group Work/Case Study: Due Diligence on “Local Bank LLC” Case Study: Acquisition in the Line-of-Fire” – personal reflections on a challenging acquisition Afternoon: Bringing it all together Review of learning points Small group work – what are my key learning points, and what are the three things I will try to change/challenge/improve in my organisation when I get back Wrap-up