CRF Learning Programme: Commercial Thinking for HR
About this programme
All of the CRF Learning programmes focus on business impact, but this programme will go into greater depth about what this actually means. It will build on the high level views from the HRD and HRBP programmes in which much of the focus was on behaviour. Whereas this programme will focus entirely on the impact. Attendees will create a clear action plan for implementation in their own organisation that not only enhances individual competence but that makes a real impact on organisational performance.
The programme will help attendees appreciate what commercial acumen is, why it matters for HR and how HR can deliver real value to the organisation.
Delivered by Dr Rebecca Homkes, Teaching Fellow at the London Business School and Nick Holley, Director of CRF Learning, the programme will:
Explore the concept of commercial acumen and why it matters for HR.
Help you understand, analyse and take a balanced view of business performance grounded in commercial value creation, the tripple bottom line and business ethics.
Develop your confidence in demonstrating commercial solutions to deliver sustainable business success.
Examine the 'strategic context' and its implication for HR, as well as inspect how value is created.
To find out more about this unique programme and individuals modules, please view or download the informational flyer below.
In order to ensure an effective learning environment, the programme will be limited in numbers, so we recommend you reserve your place early. To find out more about CRF Learning or any of the programmes in 2017, please contact us on +44 (0) 20 3457 2640. Please note that CRF members are able to benefit from preferential pricing offer.
The Dirty Dozen: A Concise Measure of the Dark Triad
This article on the three dark aspect of personality - narcissism, psychopathy, Machiavellianism, also known as the 'Dark Triad' - was shared by our speaker, Oliver James. The paper, published by American Psychological Association, explores each of the traits and discusses a 12-item measure of the the 'Dark Triad' developed by the researchers.
This paper from the Journal of Management was kindly shared by our speaker, Oliver James. It defines characteristics and dimensions of political skills, as well as effects of political skills on self and others.
This issue of Progress, CRF's e-magazine, is fifth in the series and covers a range of topics from future of work to finding your next executive search firm. Progress was launched to assist in the development of your role, to support your career and broaden your awareness of the changing business environment we operate in.
Post-meeting review notes: Harnessing Innovation to Navigate a Bold but Uncertain Future
These post-meeting review notes summarise key messages and ideas from CRF's member meeting - 'Harnessing Innovation to Navigate a Bold but Uncertain Future', which was held in partnership with IMD Business School on 3rd and 4th April 2017. If you have missed this CRF member meeting, the notes will provide a detailed summary of all presentations, as well as practical ideas you can consider to encourage innovative thinking within your organisation.
Post-Meeting Review Notes: Thriving in Complex Systems
We are living in an age of complexity, with multiple, unrelated factors coming together in unpredictable ways to create situations where old solutions no longer work – they demand new ways of thinking, behaving and organising.
CRF's masterclass on 8 March 2017 set out to discuss the factors leading to this complexity and how to deal with it, becoming aware of the traps we can fall into, and building the capability to lead in new ways. Doing this in practice was illustrated through two case study organisations, Tesco and BP.
Executive Summary: Developing Commercial Acumen for the HR Function
HR often has to justify itself over its role, its output and its added value. In some cases this is deserved as we become involved in unsubstantiated opinion, fads and fashions, are reluctant to use data or are unable to evaluate our initiatives.