advanced certificate in strategic hr management ilrashrc1

eCornell CatalogInteractive, rigorous and relevant online professional educationfrom Cornell University.

Advanced Certificate in Strategic HRManagement

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Certificate OverviewThe role of today’s HR manager has grown beyond the traditional job function in human resources. The profession now demandsbroader responsibilities that include organizational leadership. As the profession evolves, HR departments are being called upon tomake bigger-picture decisions, execute well-defined HR strategies, and align with and positively impact larger organizationalstrategies.

DescriptionTo 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 metricsand much more.

The six courses in this program focus on getting you to think as an organizational leader from within the HR department andtransforming human resources into a strategic business unit. You will learn how to measure and communicate HR’s impact onbusiness outcomes, recommend strategies to influence company leadership, and launch initiatives to achieve bottom-line results.

Who Should Enroll in This Certificate?This certificate program is designed for HR managers, directors or supervisors who want to make a more meaningful organizationalimpact by strengthening and expanding the strategic reach of the HR department.

Advanced Certificate in Strategic HR Management

Certificate InformationThis certificate program is comprised of 6 online courses:

ILRHR551: Human Resources Leadership

ILRHR552: Aligning HR Strategy with OrganizationalStrategy

ILRHR553: Diversity and Inclusion for Bottom-linePerformance

ILRHR554: Building a Talent Management Culture

ILRHR555: Measuring HR's Impact

ILRHR556: Employee Engagement

AccreditationLearners who successfully complete this program receive anAdvanced Certificate in Strategic HR Management Certificatefrom Cornell University.

HRCI RecertificationThe courses in this certificate series have each been approvedfor six (6) Strategic Management recertification credithours toward SPHR and GPHR recertification and six (6)recertification credit hours toward PHR, SPHR, and GPHRrecertification through the Human Resource CertificationInstitute. Please contact the Human Resource CertificateInstitute (HRCI) for further information about certification orrecertification.

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Authoring FacultyPatrick M. Wright, Ph.D., William J. ConatyGE Professor of Strategic Human Resources

Sponsoring SchoolSchool of Industrial and Labor Relations

Total Learning TimeApproximately 5-6 hours over a 2-week period.

DescriptionEffective HR leaders look beyond managing the HR function. They don't stopat building the talent pool of the organization; they operate at the most seniorlevels and play a strategic role in the organization. They influence the strategicplanning process to ensure alignment with the goals and values of theorganization, while managing the process to ensure superior outcomes.

This course is based on the research and industry expertise of Patrick M.Wright, PhD, Professor and Director of the Center for Advanced HumanResources Studies (CAHRS) at Cornell University. It introduces Dr. Wright'sSELF Model of Human Resources Leadership that defines the leadership andinfluencing competencies needed to balance the tradeoffs present in the formation of organizational strategy. The SELF Modelfocuses on HR's role in guiding strategy development to ensure that it will result in the expected Strategic, Ethical, Legal, andFinancial outcomes for an organization. This course also introduces the Human Frailties framework, a tool for managing theinterpersonal 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 abilityto contribute to organizational strategy and success. It is also appropriate for HR professionals seeking the strategic skills requiredfor advancement to management and leadership positions.

Benefits to the LearnerParticipants 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.

Courses

Human Resources LeadershipILRHR551


Authoring FacultyChristopher J. Collins, Ph.D., AssociateProfessor and Director of Center for AdvancedHuman Resources Studies



DescriptionA thorough understanding of your organization's value creation model andability to develop competencies through processes, technology, and people areessential to ensuring that the HR organization is aligned vertically andhorizontally to produce superior results. With this understanding, HR will beable to articulate how it can improve processes, people and customer outcomes,and financial results.

This course, based on the research and expertise of Christoper Collins, PhD,Associate Professor and Director of Executive Education for CornellUniversity's School of Industrial and Labor Relations, develops the skillsneeded to assess how organizations create value and to align the HR function toexecute the organization's strategy. Participants analyze the Balanced Scorecard approach as a means of vertically aligning the HRsystem with organizational objectives. They learn how to create a vertical-alignment strategy and use it to improve HR decision-making, people outcomes, processes, customer outcomes, and financial results. And they learn the skills required to plan and assesshorizontal alignment of HR systems and practices. Finally, the course discusses best practices related to workforce partitioning,performance variability, value identification, and employee impact.



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.

Aligning HR Strategy with Organizational StrategyILRHR552


Authoring FacultyQuinetta M. Roberson, Ph.D.



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

Diversity and inclusion practices must be embedded in an organizationalculture to make a positive impact on performance. This course summarizes theevolution of diversity and inclusion management; outlines key managementpractices for improving performance, contextualizes diversity in terms of current challenges, and provides direct linkages betweendiversity 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 diversitymanagement, implementing next generation high-involvement practices, and ensuring stakeholder alignment with strategicobjectives. 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 tocreate a diversity dashboard, learners discuss the future of diversity and inclusion and the complex relationships between diversityand organizational reputation, business practices, strategic capabilities, and financial performance.



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 anorganization.

Diversity and Inclusion forBottom-line Performance

ILRHR553





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

This course focuses on developing a strategic approach to managing core talent.Such an approach begins with the development of an employment brand inorder to attract the best talent to the organization, promote the organization as apreferred employer, and produce superior recruiting outcomes. Organizationsmust then identify and implement an integrated marketing and communication strategy to build brand awareness. The complexity ofmanaging employee retention and engagement includes understanding the root causes of talent-retention problems. The courseidentifies practices and solutions for increasing the likelihood of top talent remaining with the organization and becoming its futureleaders.



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 organization’s retention and reduce turnover.

Building a Talent Management CultureILRHR554


Authoring FacultyPatrick M. Wright, Ph.D., William J. ConatyGE Professor of Strategic Human Resources



DescriptionHR leaders have the ability to drive business performance by defining,designing, developing, and delivering competitive advantage through people. Akey component of their ability to do so is a solid understanding of theorganization's business drivers and a demonstrable competence in matchinghuman capital to strategic initiatives. Metrics enable HR to demonstrate itscompetence in terms of its business literacy and adopt a data-driven approachto management and leadership.

This course focuses on identifying and developing key measures of HR'simpact on business outcomes. It distinguishes between business metrics and HRmetrics and relates them in terms of how to measure and communicate HR's value. Metrics must support the organization's businessmodel. This course provides models for matching metrics to organizational outcomes and developing business-based metricsincluding the use of the balanced scorecard tied to financial, customer, process, and people outcomes. This course also providesframeworks for categorizing and analyzing metrics according the business value they measure, analyzing HR metrics, and buildinga model to link metrics to organizational goals and priorities.



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.

Measuring HR's ImpactILRHR555



Patrick M. Wright, Ph.D., William J. ConatyGE Professor of Strategic Human Resources



DescriptionEmployee engagement can be broadly defined as employees consistently actingin the best interests of the organization. Linked to critical outcomes includingabsenteeism, turnover, customer satisfaction, operational performance, andfinancial performance, employee engagement is a vital driver of anorganization’s bottom-line performance.

This course focuses not only on why employee engagement is important andvaluable, but also on how to foster and measure employee engagement and linkit to key organizational metrics and outcomes. It examines the business case topursue employee engagement as a strategic initiative and evolve beyond thetransactional approach of traditional employee relations to a strategic approachfocusing on relationship-oriented and emotional measurements of employeecommitment. It also develops the competencies necessary to build employeeengagement in your organization, the risks involved, and the implications forthe 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.



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.

Employee EngagementILRHR556


advanced certificate in strategic hr management ilrashrc1

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