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Advanced Certificate in Strategic HR Management

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Advanced Certificate in Strategic HR Management

Certicate Overview
The role of todays HR manager has grown beyond the traditional job function in human resources. The profession now demands broader responsibilities that include organizational leadership. As the profession evolves, HR departments are being called upon to make bigger-picture decisions, execute well-defined HR strategies, and align with and positively impact larger organizational strategies.

Description
To keep pace with the expanding role of HR, you need up-to-date, in-depth instruction in core areas like talent development, diversity and inclusion, succession management, departmental restructuring, employee engagement, retention, performance metrics and much more. The six courses in this program focus on getting you to think as an organizational leader from within the HR department and transforming human resources into a strategic business unit. You will learn how to measure and communicate HRs impact on business outcomes, recommend strategies to influence company leadership, and launch initiatives to achieve bottom-line results.

Who Should Enroll in This Certicate?

This certificate program is designed for HR managers, directors or supervisors who want to make a more meaningful organizational impact by strengthening and expanding the strategic reach of the HR department.

Certicate Information
This certificate program is comprised of 6 online courses: ILRHR551: Human Resources Leadership ILRHR552: Aligning HR Strategy with Organizational Strategy ILRHR553: Diversity and Inclusion for Bottom-line Performance ILRHR554: Building a Talent Management Culture ILRHR555: Measuring HR's Impact ILRHR556: Employee Engagement

Accreditation
Learners who successfully complete this program receive an Advanced Certificate in Strategic HR Management Certificate from Cornell University.

HRCI Recertication
The courses in this certificate series have each been approved for six (6) Strategic Management recertification credit hours toward SPHR and GPHR recertification and six (6) recertification credit hours toward PHR, SPHR, and GPHR recertification through the Human Resource Certification Institute. Please contact the Human Resource Certificate Institute (HRCI) for further information about certification or recertification.

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Courses
Human Resources Leadership ILRHR551
Description
Effective HR leaders look beyond managing the HR function. They don't stop at building the talent pool of the organization; they operate at the most senior levels and play a strategic role in the organization. They influence the strategic planning process to ensure alignment with the goals and values of the organization, while managing the process to ensure superior outcomes.

Authoring Faculty
Patrick M. Wright, Ph.D., William J. Conaty GE Professor of Strategic Human Resources

Sponsoring School
School of Industrial and Labor Relations

Total Learning Time This course is based on the research and industry expertise of Patrick M. Wright, PhD, Professor and Director of the Center for Advanced Human Approximately 5-6 hours over a 2-week period. Resources Studies (CAHRS) at Cornell University. It introduces Dr. Wright's SELF Model of Human Resources Leadership that defines the leadership and influencing competencies needed to balance the tradeoffs present in the formation of organizational strategy. The SELF Model focuses on HR's role in guiding strategy development to ensure that it will result in the expected Strategic, Ethical, Legal, and Financial outcomes for an organization. This course also introduces the Human Frailties framework, a tool for managing the interpersonal dynamics at the most senior levels of the organization in order to produce the most positive results. Who Should Take This Course?
This course is designed for manager-, director-, and executive-level HR professionals who are charged with improving HR's ability to contribute to organizational strategy and success. It is also appropriate for HR professionals seeking the strategic skills required for advancement to management and leadership positions.

Benets to the Learner

Participants who complete this course will be able to: Describe three major roles you can play as an HR leader. Effectively influence business strategy as an HR leader. Discuss factors that may derail leaders and strategy. Implement guardrails to keep derailment from happening.

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Aligning HR Strategy with Organizational Strategy ILRHR552

Description
A thorough understanding of your organization's value creation model and ability to develop competencies through processes, technology, and people are essential to ensuring that the HR organization is aligned vertically and horizontally to produce superior results. With this understanding, HR will be able to articulate how it can improve processes, people and customer outcomes, and financial results.

Authoring Faculty
Christopher J. Collins, Ph.D., Associate Professor and Director of Center for Advanced Human Resources Studies

Sponsoring School
School of Industrial and Labor Relations

Total Learning Time This course, based on the research and expertise of Christoper Collins, PhD, Associate Professor and Director of Executive Education for Cornell Approximately 5-6 hours over a 2-week period. University's School of Industrial and Labor Relations, develops the skills needed to assess how organizations create value and to align the HR function to execute the organization's strategy. Participants analyze the Balanced Scorecard approach as a means of vertically aligning the HR system with organizational objectives. They learn how to create a vertical-alignment strategy and use it to improve HR decisionmaking, people outcomes, processes, customer outcomes, and financial results. And they learn the skills required to plan and assess horizontal alignment of HR systems and practices. Finally, the course discusses best practices related to workforce partitioning, performance variability, value identification, and employee impact. Who Should Take This Course?
This course is designed for manager-, director-, and executive-level HR professionals who are charged with improving HR's ability to contribute to organizational strategy and success. It is also appropriate for HR professionals seeking the strategic skills required for advancement to management and leadership positions.

Benets to the Learner

Participants who complete this course will be able to: Discuss how an organization delivers value through coordinating people, processes, and technologies. Develop a plan to structure an organization's people, processes, and technologies to create maximum value for stakeholders. Use human resources alignment to maximize employee performance. Apply the balanced scorecard to improve HR decision making.

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Diversity and Inclusion for Bottom-line Performance ILRHR553

Description
The management of diversity and inclusion has evolved from handling day-to-day compliance issues to leveraging diversity for competitive advantage. Organizations that no longer see diversity as a legal or moral requirement, but as a competitive advantage, have an opportunity to improve performance at the financial, employee, customer, and community levels.

Authoring Faculty
Quinetta M. Roberson, Ph.D.

Sponsoring School
School of Industrial and Labor Relations

Total Learning Time

Diversity and inclusion practices must be embedded in an organizational Approximately 5-6 hours over a 2-week period. culture to make a positive impact on performance. This course summarizes the evolution of diversity and inclusion management; outlines key management practices for improving performance, contextualizes diversity in terms of current challenges, and provides direct linkages between diversity and the bottom line at the organizational and functional levels. Dr. Roberson's model of strategic approaches to diversity and inclusion provides a comprehensive toolkit for strategic diversity management, implementing next generation high-involvement practices, and ensuring stakeholder alignment with strategic objectives. The linkage between bottom-line performance and diversity is explored through the varying lenses of legal outcomes, customer and employee outcomes, and business metric improvements. In addition to measuring diversity's impact, and being able to create a diversity dashboard, learners discuss the future of diversity and inclusion and the complex relationships between diversity and organizational reputation, business practices, strategic capabilities, and financial performance.

Who Should Take This Course?

This course is designed for manager-, director-, and executive-level HR professionals who are charged with improving HR's ability to contribute to organizational strategy and success. It is also appropriate for HR professionals seeking the strategic skills required for advancement to management and leadership positions.

Benets to the Learner

Participants who complete this course will be able to: Summarize the history of diversity and inclusion practices. Cite examples of successful diversity and inclusion practices. Explain how diversity can affect an organization's bottom line. Outline best practices for diversity and inclusion, and recommend how to implement those practices throughout an organization.

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Building a Talent Management Culture ILRHR554

Description
As the existing "war for talent" intensifies and becomes increasingly global, organizations must develop strong talent-management practices that are tightly aligned with business strategy. Successful organizations build talent management cultures to take advantage of their human capital. They focus on attracting top talent, identifying and developing future leaders, and retaining the best prospects in the high-potential talent pool.

Authoring Faculty
Christopher J. Collins, Ph.D., Associate Professor and Director of Center for Advanced Human Resources Studies

Sponsoring School
School of Industrial and Labor Relations

This course focuses on developing a strategic approach to managing core talent. Total Learning Time Such an approach begins with the development of an employment brand in Approximately 5-6 hours over a 2-week period. order to attract the best talent to the organization, promote the organization as a preferred employer, and produce superior recruiting outcomes. Organizations must then identify and implement an integrated marketing and communication strategy to build brand awareness. The complexity of managing employee retention and engagement includes understanding the root causes of talent-retention problems. The course identifies practices and solutions for increasing the likelihood of top talent remaining with the organization and becoming its future leaders.

Who Should Take This Course?

This course is designed for manager-, director-, and executive-level HR professionals who are charged with improving HR's ability to contribute to organizational strategy and success. It is also appropriate for HR professionals seeking the strategic skills required for advancement to management and leadership positions.

Benets to the Learner

Participants who complete this course will be able to: Develop a model for talent management that attracts and retains talent. Revise your employment brand when internal and external changes to the organization diminish its effectiveness. Improve your organizations retention and reduce turnover.

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Measuring HR's Impact ILRHR555

Description
HR leaders have the ability to drive business performance by defining, designing, developing, and delivering competitive advantage through people. A key component of their ability to do so is a solid understanding of the organization's business drivers and a demonstrable competence in matching human capital to strategic initiatives. Metrics enable HR to demonstrate its competence in terms of its business literacy and adopt a data-driven approach to management and leadership.

Authoring Faculty
Patrick M. Wright, Ph.D., William J. Conaty GE Professor of Strategic Human Resources

Sponsoring School
School of Industrial and Labor Relations

Total Learning Time

Approximately 5-6 hours over a 2-week period. This course focuses on identifying and developing key measures of HR's impact on business outcomes. It distinguishes between business metrics and HR metrics and relates them in terms of how to measure and communicate HR's value. Metrics must support the organization's business model. This course provides models for matching metrics to organizational outcomes and developing business-based metrics including the use of the balanced scorecard tied to financial, customer, process, and people outcomes. This course also provides frameworks for categorizing and analyzing metrics according the business value they measure, analyzing HR metrics, and building a model to link metrics to organizational goals and priorities.

Who Should Take This Course?

This course is designed for manager-, director-, and executive-level HR professionals who are charged with improving HR's ability to contribute to organizational strategy and success. It is also appropriate for HR professionals seeking the strategic skills required for advancement to management and leadership positions.

Benets to the Learner

Participants who complete this course will be able to: Use metrics to make better HR decisions. Account for the limitations of metrics for analyzing and managing the HR function. Use the balanced scorecard to measure financial, customer, process, and people outcomes. Avoid the potential misuses of metrics. Categorize and evaluate metrics to make better use of them.

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Employee Engagement ILRHR556

Description
Employee engagement can be broadly defined as employees consistently acting in the best interests of the organization. Linked to critical outcomes including absenteeism, turnover, customer satisfaction, operational performance, and financial performance, employee engagement is a vital driver of an organizations bottom-line performance.

Authoring Faculty
Christopher J. Collins, Ph.D., Associate Professor and Director of Center for Advanced Human Resources Studies Patrick M. Wright, Ph.D., William J. Conaty GE Professor of Strategic Human Resources

This course focuses not only on why employee engagement is important and valuable, but also on how to foster and measure employee engagement and link Sponsoring School it to key organizational metrics and outcomes. It examines the business case to School of Industrial and Labor Relations pursue employee engagement as a strategic initiative and evolve beyond the transactional approach of traditional employee relations to a strategic approach Total Learning Time focusing on relationship-oriented and emotional measurements of employee Approximately 5-6 hours over a 2-week period. commitment. It also develops the competencies necessary to build employee engagement in your organization, the risks involved, and the implications for the HR professional in adopting this approach. This course is based on the research of Cornell ILR School Professors Patrick M. Wright, Director of the Center for Advanced Human Resource Studies, and Christopher J. Collins, Director of Executive Education.

Who Should Take This Course?

This course is designed for manager-, director-, and executive-level HR professionals who are charged with improving HR's ability to contribute to organizational strategy and success. It is also appropriate for HR professionals seeking the strategic skills required for advancement to management and leadership positions.

Benets to the Learner

Participants who complete this course will be able to: Define and measure the value of employee engagement. Link employee engagement to organizational success. Build a plan to create employee engagement at your organization. Manage the risks associated with executing an employee engagement strategy.

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