SOAR (Survive. Opportunities. Adapt. Resources.) Programme

Synopsis
Ability to develop and review human resource (HR) policies and procedures against organisational needs, and in compliance to legislative, ethical and regulatory standards. This skillset will enable learners to align organisational human resource (HR) policies with national strategic HR initiatives and legislation.

Learning Outcomes
1. Identify National Manpower Initiatives applicable to organisation
• Methods for accessing information on national HR policies
• Prioritise national policies and laws that impact organisation’s HR standards and guidelines

2. Review organisational implications of implementation of National Manpower Initiatives
• Drive further refinements to HR policies for greater alignment with national initiatives and legislation
• Evaluate impact of changes to labour policies and legislation on the business
• Models and methods for analysing gaps in HR policies
• Secure buy-in for HR policy changes from internal and external stakeholders
• Methods to conduct stakeholder analysis
• Types of networking techniques

3. Incorporate National Manpower Initiatives in relevant Human Resource policies and procedures
• Devise strategies to implement and incorporate National Manpower Initiatives in HR policies
• Drive the development and revision of HR policies according to National Manpower Initiatives
• Range of privacy and confidentiality considerations when handling sensitive national policies
• Evaluate effectiveness and business impact of HR policies

4. Communicate the National Manpower Initiatives
• Communicate the impact of national HR initiatives to internal and external stakeholders
• Coach stakeholders on change management for relevant HR policies

Synopsis
Ability to proactively seek opportunities to engage people, develop their capabilities and enhance their ability to perform by sharing leadership and empowering others.

Learning Outcomes
1. Identify and groom successors
• Develop succession management strategies in consultation with the human resources function and other relevant personnel to facilitate succession planning
• Identify critical roles and feeder positions to provide opportunities to groom successors
• Work with managers and identified successors to create and implement development and retention plans
• Review effectiveness of succession management approaches to identify areas for improvement
• Legal and ethical considerations relating to succession planning and organisational learning and development
• Organisational policies and procedures relating to succession planning and organisational learning and development
• Implications and impact on employees and the organisation arising from succession management processes, learning and development processes and engagement activities
• Relationship between engagement and performance
• Concepts and theories of succession planning and employee engagement
• Market trends and developments in relation to succession management, employee engagement, talent management and learning and development
• Human capital strategies
• Relationship between talent management strategies and the development and implementation of business plans and processes to support their implementation
• Professional or industry codes of practice and standards relating to talent management

2. Support Organisational Learning and Development
• Consult stakeholders to identify learning and development issues and review existing learning and development systems and processes to identify areas for improvement
• Prioritise learning and development programmes to support employees in the development of their professional, technical and managerial competencies
• Legal and ethical considerations relating to succession planning and organisational learning and development
• Relevant professional or industry codes of practice and standards relating to learning and development
• Market trends and developments in relation to succession management, employee engagement, talent management and learning and development

3. Engage All Employees
• Promote engagement strategies to improve organisational performance
• Support senior managers and all employees in helping them develop their professional, technical and managerial competencies
• Empower senior managers to demonstrate independence and responsibility for their personal development
• Assess the emotional climate of the organisation towards learning and development programmes and exercise organisational awareness to address employees’ concerns
• Legal and ethical considerations relating to succession planning and organisational learning and development

Synopsis
Ability to demonstrate self-awareness and commitment to self-development to capitalise on strengths and address weaknesses. Ability to promote organisation values and ethics by role modelling desired behaviours. This skillset will enable learners to persuade and positively influence others through effective communication.

Learning Outcomes
1. Promote Organisation Through Effective Communication
• Lead stakeholders to develop strategic priorities for organisational communication
• Promote the organisation using appropriate communication channels
• Review effectiveness of organisational communication to identify areas for improvement
• Legal and ethical considerations relating to organisational communication
• Implications and impact of Organisational communication processes on stakeholders
• Market trends and developments in relation to communication techniques and channels

2. Persuade and Influence Stakeholders to Support Organisation
• Lead the communication of organisational strategic priorities, directions and plans to stakeholders to influence and garner their support and buy-in
• Underlying issues and trends that may affect stakeholders’ decision making
• Relationship between high-level organisational strategies and the development and implementation of business plans and processes at business units or divisional level
• Relevant professional or industry codes of practice and standards guiding the definition of values and behaviours

3. Lead Decision Making with Integrity
• Maintain awareness of market trends and organisational environment to lead appropriate strategic responses
• Seek and encourage inputs from senior management and technical experts to develop innovative approaches and responses to emerging issues
• Maintain integrity of self and organisation throughout decision making and problem-solving processes in accordance to organisational code of conduct
• Communicate decisions and ensure they are implemented accordingly to meet intended business outcomes
• Implications and impact of decision-making processes on employees and the organisation

Synopsis
Ability to set an inspiring vision for the future and align their organisation culture with the vision. This skillset will enable learners to create commitment and chart a course of action that will fulfil the vision.

Learning Outcomes
1. LU1 Identify and Lead the Development of Vision, Culture and Strategic Priorities for an Organisation
• Relationship between vision and values and how they contribute to the development of an organisational culture that actively pursues strategic objectives
• Relationship between high level strategies and the development and implementation of business plans and processes
• Identify trends and factors of strategic value to the organisation to support strategic planning
• Consult with stakeholders to define mission, objectives and strategic priorities for the organisation to support strategic planning
• Theories and concepts relating to culture within organisations
• Impact of defined organisation vision and culture on employees
• Develop and review processes to effectively engage stakeholders in the development and review of organisational values and vision to drive organisational vision and culture
• Organisation’s vision, mission and values
• Methods to demonstrate service delivery in line with the organisation’s vision, mission and values
• Techniques to promote and cultivate organisation’s values

2. Modelling of Leadership
• Model leadership and behaviours to demonstrate application of organisational values, behaviours and governance priorities in all actions
• Identify values and beliefs which underpin organisational vision and support strategic priorities to drive organisational vision and culture
• Engage employees to develop plans to operationalise strategic priorities
• Communicate organisational vision, values, strategic priorities and plans to influence stakeholders and build commitment to the organisation
• Assess the emotional climate of the organisation and demonstrate openness to address stakeholders’ concerns
• Engage in regular self-reflection to identify own areas for improvement in leading organisational strategic planning
• Define criteria for evaluating success of strategies to determine achievement of strategic priorities
• Improve own organisational strategic planning skills by subscribing to diverse learning channels and participating in peer discussion platforms to enhance workplace performance
• Communication techniques
• Characteristics of a leader
• Characteristics of a role model

3. Provide Direction and Governance to the Organisation
• Legal and ethical considerations relating to corporate governance and social responsibility
• Relevant professional or industry codes of practice and standards relating to corporate governance, social responsibility and leadership roles
• Address corporate governance and social responsibility obligations to ensure organisational compliance

Synopsis
Ability to establish and maintain a wide and relevant network of colleagues and strategic partners. This skillset enables leaders to promote the development of positive working relationships, respect diversity and develop team cohesiveness.

Learning Outcomes
1. Create and foster strong organisational relationships to provide strategic value to the organisation
• Policies and procedures which provide clarification or assistance in relation to diversity within the organisation
• Relevant professional or industry codes of practice and standards
• Identify and prioritise networks which may provide strategic value to the organisation or the individual to facilitate networking decisions
• Identify and review the constraints that may affect participation in networks to develop appropriate responses
• Communicate expectations of cross-cultural awareness throughout organisation

2. Develop strategic leadership networks, creating a diverse and cooperative work environment
• Manage relationships so that cross-cultural cooperation results in positive outcomes for individuals, teams and the organisation
• Legal and ethical considerations relating to workplace diversity
• Implications and impact of strategies to encourage diversity on employees and the organisation
• Understand relevant local, regional and international networks
• Common barriers to developing a diverse and cooperative workplace
• Keep abreast of organisational diversity management practices by subscribing to diverse learning channels and participating in peer discussion platforms to enhance own knowledge for workplace application
• Lead the development of strategies that support diversity and cooperation at all levels of the organisation

3. Support team building initiatives
• Understand team dynamics and group behaviours
• Pursue collaborative opportunities to support mutually beneficial outcomes
• Identify innovative approaches to support team building
• Encourage and support senior management to build stronger teams across the organisations
• Participate in team building activities with senior management team to develop instrumental relationships required to lead the organisation
• Adjust interpersonal style to the social and cultural business contexts
• Facilitation methods for encouraging employee participation in processes