Alfa & Omega NBS development programmes
1. Purpose of the programmes
Leadership development should always focus on people, emphasising the importance of “how” a leader leads and manages to execute the organisation strategy – the “what”. Structures, policies, processes and procedures provide the boundaries, guidance and route to follow; it is however people that carry the organisation towards the successful achievement of what is aimed at in the strategy. Employees will furthermore succeed in executing the business strategy (the “what”) in direct relation to the climate (the “how”) created by leaders. A positive climate ensures fully engaged employees, happy and loyal customers and ultimately a profitable and sustainable business.
The purpose of our development programmes are therefore to develop leaders at all organisation levels to excel at both the “how” and the “what” of the leadership role.
2.1 Vast experience
Our approach is backed by many years of experience in the HR and related fields, via our studies as well as by our involvement in leading and managing generalist and specialist HR functions in large national and international organisations. Our experience furthermore includes lecturing at universities to post graduate students, writing and publishing on the topic, owning small businesses and consulting to large, international and small organisations on HR practices, organisation strategy and leadership solutions.
2.2 Design principles
To ensure a positive business outcome our programmes adhere to the following design principles:
- Programmes are aligned to organisation strategy, language and work practices; ensuring quick comprehension, and transfer of learning to the workplace
- The business impact of the programmes are measurable
- Programmes support both the “what” (strategy and business objectives) and “how” (positive climate and employee engagement) of the leadership role
- Programmes improve the organisation’s unique employee value proposition (UEVP)
Delegates are assessed against leadership competencies, ensuring focussed individual development. Delivery of content is done mainly via face to face dialogue sessions, enhanced by sound theory combined with practical exercises and personal coaching.
|Programme||Population||Aim||Content – includes practical exercises & role plays|
|Leadership||Senior/top management||Competence to apply both the “What” and the “How” of the leadership role||7 Modules: A-team, performance accelerators, the Mike conversation, motivational reward, a positive vibration & integration|
|Management & supervisory||Middle management and supervisors||Competence to manage (fulfilling the managerial role) people & same language throughout the org||7 Modules: Role profile writing, structured competency based interviews, performance management, reward management, industrial relations, conducting effective meetings & integration|
|HR Practitioners||All HR practitioners||Competence to implement and guide the management of the entire HR value chain||3 Themes and 15 modules: HR compliance: Legislation, HR practice strategies, policies, processes, writing role profiles & structuring. HR management: Workforce planning, recruitment, reward and performance management, learning & development, employment relations, exit management. HR automation: Payroll administration, human capital management system (HCMS or HRIS), interactive centre (IAC)|
|Other programmes:||Population||Aim||Content – includes practical exercises & role plays|
|1. Performance Management||Managers & HR||Improved individual and organisation performance||Principles, performance accelerators, writing quality performance objectives (KPAs, KPIs & targets), performance feedback & tools|
|2. Reward management||Managers & HR||Motivate the desired behaviour (motivational reward)||Reward principles, strategy, options/solutions and motivational criteria, model, practices to avoid, policy & tools|
|3. Employment relations (IR)||Managers & HR||Positive climate & reduce penalties||LRA, disciplinary code, substantive/procedural fairness, CCMA & hearing|
|4. Recruitment||Managers & HR||Employing A-players||Workforce plan, role profile, competency and candidate selection & SCBI|
|5. Role profile writing||Managers & HR||Quality role profiles||Orientation, theory, approach and process to write quality role profiles|
|6. Effective meetings||Managers & HR||Meetings that add value||Managing meeting objectives, agenda, time, body language & conflict|
|7. Job evaluation (Paterson)||Managers & HR||Accurate job levels (grades)||Introduction to SST and theory of job evaluation and practical application|
|8. Managerial role||Managers & HR||Ability to execute the role||Generic managerial role, self-assessment & individual development plan|
|9. Unique employee value proposition||Managers & HR||Retention of high performers||Talent, appreciation, development, reward & engagement-profit chain|