In this article from CRF’s third issue of Progress, online e-magazine, John Whelan, HR Director at BAE Systems, identifies what makes an effective HR Business Partner. Download the article to read more of John’s tips.
Did you know that CRF also runs HR development programmes? Here, you can find the details of our most popular programme - “HRBP – Business Catalyst”. The upcoming programme is a development course aimed at existing HR Business Partners, specialists moving into the role or HR managers ready for a more strategic position. The programme will examine the attitudes that differentiate great HRBP’s and by working through CRF’s Strategic HR framework, enhance attendees’ capabilities in a range of areas to increase effectiveness in their role and enhance their career.
This definitive report examines fully the essential aspects of business partnering, the role of HR Business Partners and their work. Guided by interviews with senior HR leaders and experiences in several organisations, a key finding is that many organisations struggle with the Ulrich model, or to make business partnering work effectively – mainly because of interpretation, understanding, preparation, capability and implementation issues.
Here, you can download and view the report’s executive summary. The full report is accessible for CRF members only. To find out more please contact Harry Cloke, Business Development Executive on email@example.com or on +44(0)34572640
What are the characteristics of consistently successful businesses? Is it the ability to innovate and to launch a regular flow of new products and services? Is it the ability to attract and retain high quality talent? Is it about creating new markets and to increase market share?
Of course, all these factors are critical. But in the business world, the defining criterion is companies’ ability to achieve superior financial performance and to deliver outstanding shareholder returns especially in the longer term over, say, 5 and 10 year periods.
The report, aimed at HR practitioners, provides practical guidance on commercial acumen and how it should be applied in the business.
The preview of the report available here, gives users access to the first chapter of the report. The full report is available to CRF members only. To find out more please contact Harry Cloke, Business Development Executive on firstname.lastname@example.org or on +44(0)34572640.
In today’s rapidly changing business environment, it's more important than ever for HR to be commercial, close to the business, and clearly aligned to business strategy. However, the reality for many organisations is that HR is often disconnected from business priorities, and HR's contribution to critical strategic and commercial objectives is not always clear.
CRF’s research report considers the current state of the HR function, and looks at the role HR should play in helping develop and execute strategy, and how HR can become more business-relevant. This executive summary examines the key findings from the research. Full research report is available to CRF members only. To find out more please contact Harry Cloke, Business Development Executive on email@example.com or on +44(0)34572640.
The world of L&D is changing, with disruptive developments and trends that have considerable implications for organisations.
Employees are becoming increasingly self-directed with regard to their learning. Technology-enabled approaches allow them to access content at a time that suits them, and learn ‘on-the-go’. Bite-sized learning is becoming increasingly important for the busy learner, who is expecting quick, innovative and engaging learning solutions. This includes the concept of informal learning.
Download this research to find out more about the trends.
Ninety six percent (96%) of respondents to a recent CRF survey believe that an organisation’s capacity for learning can be a source of competitive advantage. And yet surveys consistently show that the proportion of business leaders who are satisfied with their Learning function’s performance remains stuck at around 20%. Learning should play a leading role in enabling growth and building capacity for innovation and change. However, CRF’s research has found that the Learning function is often underpowered, lacking business credibility and struggling to show how its activities improve business performance.
This executive summary provides overview of the research. The full research report is available to CRF members only. Should you wish to find out more about the research, please contact Harry Cloke, Business Development Executive on firstname.lastname@example.org.
From April 2017, all UK employers with a wage bill greater than £3 million are subjected to an apprenticeship levy of 0.5% of total pay bill. This is to fund the training of Apprenticeships. Employers are required to pay the full levy regardless of whether they subsequently draw apprenticeship funds. Business Services companies need to understand what their financial contribution is and, more importantly, how to go about maximizing return on their apprenticeship levy. Read the full article by KMPG to understand the process and necessary steps.
In this video, Professor Geoff Bird, Associate Professor in Experimental Psychology at University of Oxford discusses the principles of adult learning and the ways leaders can help motivate their employees. Listen to this short CRF video to learn more about adult learning, the neuroscience behind it and some motivational strategies for your organisation.
In the second article from "Progress", CRF's e-magazine, we look at learning from a different perspective – a crisis. Matt Nixon, Principal at Disraeli Group, shares his tips on what to look out for when a crisis breaks to learn from it and survive the next. Matt also provides tips for HR professionals.
In this article from "Progress", CRF's e-magazine, Amy Edmondson, Novartis Professor of Leadership & Management at Harvard Business School discusses the importance of failure in learning and innovation and why leaders must encourage it in their organisations.
The re-humanization of leadership has become one of the most pressing issues of our times. Read this article from Duke CE's "Dialogue" to examine the VUCA challenge for leaders, what traps leaders fall into when dealing with complex problems and how to move forward and make good decisions.
The ultimate purpose of leadership development is to deliver strategy over the long term. Fit-for-purpose leadership development needs to be thoroughly grounded in business strategy, and based on a robust analysis of needs. It also needs to be designed in line with how adults learn, which primarily means learning from experience rather than in the classroom. Read the executive summary of CRF’s popular research report to find out how to develop fit-for-purpose leadership development programmes.
The unparalleled pace and scale of change today is creating seismic global shifts across social, economic, and political systems. These shifts, in turn, are converging rapidly to transform an already volatile and complex ecosystem into a powerful vortex that has the potential to destroy organisations. The key to avoiding the strengthening pull of the VUCA vortex lies in organisations being able to develop a leadership system that operates in a perpetual state of readiness for the unexpected. Read this article from Duke CE to find out how to develop this type of leadership network in your organisation.
When was the last time you learned something that really made a lasting impression? Odds are, it relates back to a particular experience, situation or interaction that continues to shape your thinking. Experience is the best teacher and we humans are built to learn from our experiences. As a CLO, HRD or a top executive focused on learning within your organisation, it is vital to instil this experiential component into your learning and development offerings to achieve your objectives. This article from Duke CE discusses experiential learning and its uses in organisations.