OVERVIEW
The need for tactical human resources tasks will probably never go away, but this doesn’t mean that this is where the growth and value of HR ends.
In today’s competitive business environment, people management at all levels of an organization needs to be more strategic and evidence-based for organizational development. Now is the time for HR to rise above its role as the keeper of short-term, compliance-related duties and begin to intentionally contribute to the overall strategic success of their companies.
WHY SHOULD YOU ATTEND
Human resources is often perceived as a function that addresses the tactical, reactive, compliance-related, and short-term responsibilities of an organization like professional talent management, recruiting, payroll, etc. As a group, it is not taken seriously and is sometimes relegated to a party-planning role or an employee-facing entity charged with routine activities such as benefits enrollment, required training, and hiring/orientation.
Of ...
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OVERVIEW
The need for tactical human resources tasks will probably never go away, but this doesn’t mean that this is where the growth and value of HR ends.
In today’s competitive business environment, people management at all levels of an organization needs to be more strategic and evidence-based for organizational development. Now is the time for HR to rise above its role as the keeper of short-term, compliance-related duties and begin to intentionally contribute to the overall strategic success of their companies.
WHY SHOULD YOU ATTEND
Human resources is often perceived as a function that addresses the tactical, reactive, compliance-related, and short-term responsibilities of an organization like professional talent management, recruiting, payroll, etc. As a group, it is not taken seriously and is sometimes relegated to a party-planning role or an employee-facing entity charged with routine activities such as benefits enrollment, required training, and hiring/orientation.
Of course, these responsibilities are necessary and important in any company. However, potential exists for human resources to add strategic value – and the time to do so is now.
In today’s dynamic business environment, the need to lead and guide critical business strategic initiatives require innovative people-related strategies. These strategies must support and integrate with other departmental and the overarching business strategies.
• As you look towards the future growth of your company, are you clear on how to add strategic value by leveraging everything that HR knows and has to offer?
• Do you know what steps to take to achieve full strategic (and contributing) partner status within your organization?
Join the webinar to know.
AREAS COVERED
• Understand the current and future business environment and workforce dynamics that are impacting the need for more strategic HR
• Clarify the gap in value-added strategic HR vs. short-term, tactical HR
• Discover the differentiators of the 3 levels of HR value to organizations: HR management through strategic business partner
• Uncover the key obstacle that holds back HR practitioners from being taken seriously as a strategic business partners
• Enumerate 7 critical steps toward becoming a true HR strategic partner for organizational development
LEARNING OBJECTIVES
The path from tactical to strategic is not an easy one. We as HR practitioners need to get out of our own way, put together a clear vision for where and how we can best contribute, and deliver business value in ways that we have not done so before. Join us for this course to understand how to transition from tactical to strategic HR, including the steps to get you there.
WHO WILL BENEFIT
• Human resources leaders and professionals (all levels)
• Human resources leaders that know, want and need to become more strategic in their respective roles
• Talent management professionals, including recruiters
• Executive-level leaders who desire a more robust and value-added HR function in their organizations
SPEAKER
Years of Experience: 17+ years
Areas of Expertise: Human Resources Operations and Leadership Development
Melveen Stevenson is the CEO and founder of M.S.Elemental, LLC, a human resources and business advisory firm based in Los Angeles, California. As a certified HR professional with a background in accounting and finance, she helps companies to navigate the human resources “jungle” of compliance, human capital, and leadership challenges. By using an encompassing business approach, she helps to strengthen the infrastructure of organizations from the inside out, specifically through leadership development, operations, training, employee engagement, and career coaching.
Over the last 17 years, Melveen has held leadership positions in human resources operations, supply chain, and talent management at international companies in food manufacturing, medical devices, and consumer products. She has also worked internationally.
Melveen began her career in accounting and international banking. With an inspired desire to support and drive organizational success through human capital, she redirected her career and obtained her MBA at Michigan State University’s Eli Broad Graduate School of Management.
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