CEOs: Is your HR Shop moving you forward or holding you back?
Directors/Managers: Are the people problems killing your productivity?
HR Professionals:  Does management understand what you do for the company?


Thinking Like Your CEO: Evaluating Your Function from a Business Perspective
Seminar Workshop

For Managers, Supervisors, and Human Resource Professionals*

8:00am - 5:00pm

    June 29, 2009   Warrenton, VA



*HRCI precertified for 7.5 Strategic Management recert credits to PHR/SPHR/GPHR

For Managers, Supervisors, and Human Resource Professionals*

 

 

Costs:

Regular Price SHRMA Member
$697 per person per day
$597 per person for one day
$497 per person per day for both days
$447 per person per day if 2 or more people from 1 co. register

Ready to Register?

Warrenton, VA Events
Regular
Thinking Like Your CEO
June 29, 2009   
Thinking Like Your CEO plus
Change Management Seminar
June 29 & 30, 2009   



*HRCI precertified for 7.5 Strategic Management recert credits to PHR/SPHR/GPHR

In today’s chaotic, unstable business environment, strategic initiative falls to every level of organization leadership, not just the CEO. Therefore, it is imperative that company leaders, especially Human Resources professionals, make the successful transition from an operational focus to strategic thinking early in their careers.

This session on CEO Thinking provides a framework for Human Resource professionals and Managers to rethink their contribution to the organization from a business perspective. By applying deeper business knowledge to the HR function, Human Resource professionals earn their credibility and their place at the senior leadership table.

You'll get:

Better Developed Business Acumen - be conversant in Your Organization’s operations at the strategic level
Strategic Leadership Thinking - Identify cultural barriers that discourage strategic thinking; encourage positive drivers of strategic goals

Strategic Relationships with Senior-Level Leaders - influence organizational decision-making

Strategic Measurements for HR Results prove concrete results in the areas of Economic Value Added, Customer Value Added, and People Value Added

Workshop leaders are Charlyne A. Meinhard, M.A./HRD, and Dorothy Erlanger, M.B.A/Finance , seasoned Consultants and Independent Business Owners. Both have deep experience working with CEOs, COOs, CFOs and other Senior Executives on company-wide and division-based inititatives. They bring complementary and unique perspectives on the business intelligence needed in today’s organizations. In addition, they will share lessons learned from conversations with CEOs, line Directors, and HR Directors in the Central Virginia area.

Your Seminar Leaders

Charlyne Meinhard Chief Results Officer, Next Level Consulting

Charlyne has a passion for promoting from within!

She uses a proven system for identifying potential leaders and getting them the right knowledge and skills to be promotable.
Charlyne’s clients include public, private, and non-profit organizations—all her work marked by measurable performance improvement at the executive, management, supervisory, and workgroup levels.  In addition, her work improves motivation and retention.   Careful organization assessment finds the “diamonds-in-the-rough” among their employees.  Focused training/development prepares the next level employee to step up to management. 


Education
- Master of Arts, Human Resource Development, The George Washington University, Washington, DC.
- Bachelor of Fine Arts, Outstanding Graduating Senior, Fashion Design, Virginia Commonwealth University, Richmond, VA.
- Highest Honor Graduate, Virginia Bankers School of Bank Management, University of Virginia, Charlottesville, VA.
- Certifications in Criterion-Reference Instruction, Activity Vector Analysis, Myers-Briggs Type Indicator, 360° Feedback, Seven Habits of Highly Effective People.

Selected Professional Highlights
- Chief Results Officer, NEXT LEVEL Consulting. (2005-present)
- Principal, Organizational Effectiveness Group, LLC, (2003-2004)
- Organization Development Practice Leader, Center for Organizational Effectiveness, J. Sargeant Reynolds Community College, (2000- 2003)
- Vice President/Human Resources and Employment Manager, Senior Organization Development Consultant, Wachovia/Central Fidelity Bank, (1991-2000)
- Divisional Vice President, Corporate Training and Development, Thalhimers Department Stores, (1981-1991)

Specific Experiences
- Lead consulting projects that transform organizations and win awards for excellence in management. 
- Provide executive coaching for senior management through supervisor level in the areas of leadership, management skills, goal attainment, performance management, career and staff development.
- Designed, delivered and maintained four levels of management training for 700 managers over a four-year period.
- Provided leadership and project management for dozens of change management processes, including, performance improvement initiatives, cultural change, and mergers and acquisitions.
- Custom-designed and led strategic initiatives in customer service, sales, performance improvement, feedback and reward systems, team development, consultation skills, presentation skills, personal financial planning.


Dorothy Erlanger, CEO, Erlanger Inc.

Dorothy Erlanger has over 30 years of business acumen and consulting experience gained in a corporate setting for ten years and as an independent consultant since 1984.  She brings to her top-ranked global clients a unique blend of consulting and training experience coupled with her capability as an outstanding group facilitator whose programs provide a strong emphasis on actionable results.  A hallmark of Ms. Erlanger’s considerable consulting success is her ability to take overall business concepts and customize their application to a client’s product line, profit goals and corporate culture.

During her consulting career, she has completed a broad range of assignments including corporate-wide and region-specific marketing personnel development programs as well as market feasibility studies and market entrance assistance, strategic plan development and the creative use of metrics in research and development project management and in strategic plan implementation.  In all of these, she works with C-suite management to translate overall strategies for business growth into implementable and measurable initiatives. 

A few of Dorothy’s clients include CB Fleet & Co., SunTrust Bank,  J&J, Case, Abbott Laboratories and Bausch & Lomb.  You can learn more about Erlanger Inc and Dorothy in specific by visiting www.erlanger-inc.com.

Ms. Erlanger is a graduate of the University of Chicago and also earned an MBA in Finance from Seton Hall University.  She has published articles on product marketing and metrics and is sought after as a speaker on marketing and health care management topics at regional and international meetings.

 

Ready to Register?

Warrenton, VA Events
Regular
Thinking Like Your CEO
June 29, 2009   
Thinking Like Your CEO plus
Change Management Seminar
June 29 & 30, 2009   

 

 
Thinking Like Your CEO

TOPICS YOU’LL GET DURING THE DAY:

  • CEO-Level Thinking

  • Company Performance Indicators—Building Business Acumen

  • CEO Skills and Challenges
  • What is the Value-Added of My Function? EVA, CVA & PVA

  • Anticipating,  Planning, and Leading on PVA

  • Communicating within the C-Suite

  • Tips to Build Credibility with Senior Management

RESULTS THAT YOU WILL CARRY BACK TO YOUR JOB:

  • Analyze your function within the organization through the eyes of your CEO

  • Better develop your business acumen by becoming conversant in your organization’s operations at the strategic level-- financial/accounting, marketing, operations, information technology, and workforce issues

  • Establish strategic relationships with CEO and Senior-level leaders to influence organizational decision-making

  • Identify cultural barriers that discourage strategic thinking and positive drivers of strategic goals in your organization

  • Attach measurements to strategies to produce concrete results in Economic Value Added, Customer Value Added, and People Value Added for your unit.

Topics covered during the day:


I. CEO Think vs HR Think
     A.  Transactional to Transformational HR
     B. Identify Challenges of Perception in Own Organization
     C.  My Goals for Today

II.  Gaps and Pitfalls between HR and CEO’s World
     A. Statistics from Deloitte survey-
     B. CEO-Level Thinking
     C. CEO Competencies--

 

III. What Is The C-Suite Looking At?
      A. Company Performance Indicators—
        1. Income statement (or equivalent funding and budget)
           a-  reading & understanding
           b- applying to HR costs and issues
        2. Balanced scorecard approach
           a- setting goals using this approach
           b- applying to HR goals

 

     B. Building Business Acumen

  1. Operating Divisions--

        2. Management comments in annual report
        3. Industry Standards
        4. External Benchmarking 

IV. Case Studies from Real Life—HR Statistics and Value-Added  Measures

A.  Best Practices for Strategic HR Metrics that Gain CEO Credibility-- Guest speaker/s to cover
    
B.    Individuals add to own Action Plan

 

V.  HR Adding Value to the Business: PVA, EVA, CVA
    A.  People Value-Added  (PVA)
B.  Economic Value-Added (EVA)
C.  Customer Value-Added (CVA)
D.  Individuals add to own Action Plan

VI. Communicating within the C-Suite (CEO, CFO, COO, CIO, CMO, etc.)
      A. Plan for Communicating Upward
      B.  Develop Recommendation for CEO’s approval
      C.  Role Play with Your “CEO”

 

VII. .  Strategic HR Thinking—What Should Be Our Priorities to Be Ready for the Future?
A. Help your CEO  achieve results and drive through the org
B.   Identify barriers
C.  Individual Action Plans

WHY COME?

“The business executives (in the study) don’t see HR and HR leaders as driving the people agenda in business today.” Jeff Schwartz, co-director of study “Aligned at the Top”

“When you ask them how HR is doing, barely 4 % of business executives describe their company’s HR as world class.” Jeff Schwartz, co-director of study “Aligned at the Top”

“More and more CEOs see the significance of HR being a competitive weapon. As a result of that, expectations are really up.” Fred Foulkes, professor of organizational behaviour at Boston University

“As a shareholder, I have an expectation that if I’m going to make an investment in people, I ought to be able to measure that level of investment.” Randy MacDonald, HR Chief, IBM .

 

   HR Professional Development Double-Header


 

 

In Only Two Days, Get your SHRM-Required 15 hours of Recertification Credits in Strategic Management, Precertified by HRCI

Designed Especially for SHRM Members by

 

►THINKING LIKE YOUR CEO: Evaluating Your HR Function
From A Business Perspective 
*HRCI precertified for 7.5  Strategic Mgt recert credits to PHR/SPHR/GPHR


►LEADING CHANGE IN DIFFICULT SITUATIONS:
For Info about This Workshop:www.ChangeManagementSeminar.com
 *HRCI precertified for 7.5 Strategic Mgt.  recert credits to PHR/SPHR/GPHR  

 

Costs:
Regular Price SHRMA Member
$697 per person per day
$597 per person for one day
$497 per person per day for both days
$447 per person per day if 2 or more people from 1 co. register

Ready to Register?

Warrenton, VA Events
Regular
Thinking Like Your CEO
June 29, 2009   
Thinking Like Your CEO plus
Change Management Seminar
June 29 & 30, 2009   

Fax, Mail or Phone Orders click here


refund policy

THINKING LIKE YOUR CEO
HOW TO EVALUATE YOUR HR FUNCTION FROM A BUSINESS PERSPECTIVE

HRCI Body of Knowledge Covered:
Strategic Management
Developing, contributing to, and supporting the organization’s mission, vision, values, strategic goals, and objectives; formulating policies; guiding and leading the change process; and evaluating HR’s contributions to organizational effectiveness.

Responsibilities:

01 Interpret information related to the organization’s operations from internal sources, including financial/accounting, business development, marketing, sales, operations, and information technology, in order to contribute to the development of the organization’s strategic plan.
 
04 Establish strategic relationships with key individuals in the organization to influence organizational decision-making.

05 Establish relationships/alliances with key individuals and organizations in the community to assist in achieving the organization’s strategic goals and objectives.

06 Develop and utilize metrics to evaluate HR’s contributions to the achievement of the organization’s strategic goals and objectives.

 

Next Level Consulting
Charlyne Meinhard -(804) 559-1567
PO Box 263 Mechanicsville VA 23111 - info@NextLevelForYou.com