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Program Starts: Winter 2010
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This program consists of two courses that connect seamlessly. A systems model is utilized across both courses to structure the exploration and discussion of organizational effectiveness and the influence of Human Resources on organizational success. Many models, assessments and methods are referenced and reverse engineered for their core essence and usefulness.
Classes meet select Fridays and Saturdays as listed below; at the UW Extension Downtown, Seattle.
Winter Course
Strategy, Structure and Organizational Capability
Schedule: Select Fridays and Saturdays, Jan. 23 and 29, Feb. 6 and 26, March 6 and 19, 2009, 9-5 p.m.; $1,995; 4.2 CEUs.
Instructors: Bob Hargadon, Dick McPherson, Steve Steckler, Norm Tonina
This course lays out the systems model that will underpin the program. HR's role in vision/mission and business strategy and tools, such as SWOT, are modeled and utilized. Identifying and defining the business measures that matter most and using strategic mapping to connect and align business results, value creating processes and intangible assets. Explore structure with emphasis on HR's role in both structuring the formal organization and leveraging the informal organization. Utilize process mapping and its ties to quality and productivity, including identifying which HR processes deliver most value. You will perform an analysis of your own organization and draft a change management process for improvement.
Spring Course
Leadership, Talent and Culture
Schedule: Select Fridays and Saturdays, Apr. 10, 24 and 30, May 15 and 21, June 5 and 18, 2009, 9-5 p.m.; $1,995; 4.9 CEUs.
Instructors: Bob Hargadon, Dick McPherson, Steve Steckler, Norm Tonina
This course completes the systems model by exploring leadership, talent and culture. Explore why culture matters, how to frame the future culture and how to develop a road map to get there. Profiles and assessments of leadership competencies form the basis of discussion of the challenges in growing leaders in today's organization and what HR must do to keep the pipeline full. Analyze effective and dysfunctional leadership teams. Study how HR practices effect people attraction, development and retention. Discuss what levers HR can use to increase employee engagement and what HR metrics illuminate this. You will define or refine the Employee Value Proposition for your organization and present a final change management plan.
