Human Capital Risks: Managing Enterprise Risk Across the Organization
Greg Chartier is Principal of The Office of Gregory J Chartier, a Human Resources Consulting firm and is a well-known management consultant, educator and speaker and author of the recently published What Law Did You Break Today? His practice is based on the Business Partner Model of Human Resources, which places its’ emphasis on outsourcing, the use of technology to gain efficiencies and the improvement of managerial skills.
Greg is a thought-provoking professional speaker and his wisdom and insights into management and leadership make him an electrifying speaker and seminar leader. His seminars are customized to reinforce company mission, vision, values and culture and the content is practical for team leaders, managers, supervisors and executives. His philosophy is simple: management is a skill and you can be a better manager by developing your skills.
He has a Bachelors Degree from The Citadel, the Military College of South Carolina, an MBA from Rensselaer Polytechnic Institute and his Ph.D. in Human Resources Management from Madison University. Greg is certified by the Society for Human Resources Management (SHRM) as a Senior Professional in Human Resources (SCP) and as both a Senior Professional and a Global Professional in Human Resources (SPHR and GPHR) by HRCI, the Human Resource Certification Institute.
He is a former Board Member of the Business Council of Westchester, where he was the Chair of the Human Resources Council and a member of the Executive Committee. He is a national member of SHRM and a local SHRM chapter, the Westchester Human Resources Management Association. He was also a member of the Board of the Child Care Council of Westchester.
Greg is involved in the Certification Program for Human Resources Management at Pace University, which includes the preparatory program for the Human Resources Professional Examinations and the Essentials in Human Resources Management Program and well as the Continuing Education Programs including HRCI and SHRM recertification. He is also a member of the faculty of the New York Medical College in Valhalla, NY.
This webinar has been approved for 1.00 HR (General) recertification credit hours toward aPHR™, aPHRi™, PHR®, PHRca®, SPHR®, GPHR®, PHRi™, and SPHRi™ recertification through HR Certification Institute® (HRCI®). Please make note of the activity ID number on your recertification application form. For more information about certification or recertification, please visit the HR Certification Institute website at www.hrci.org
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Because people touch the many aspects of an organization, a focus on human capital risk is an important part of an effective risk management and compliance program.
Yet it is also because of this ‘human factor’—the complex involvement of people in the many aspects of the business—that ownership of human capital risk management can end up ill defined. In fact, many organizations today face major challenges in this area due to a lack of clarity around roles and responsibilities assigned to human capital risk management.
Whether the risk and compliance challenges are those directly related to running a Human Resource (HR) organization (e.g., legal requirements of ERISA, FLSA and ADEA regulations) or some of the more strategic risk and compliance issues that have human capital at their core (e.g., designing talent strategies, aligning rewards, promoting fraud prevention and ethical behavior), sorting out who specifically is responsible for identifying, assessing, prioritizing, managing and monitoring those risks is no easy task.
Human capital risks include:
- Critical Skills shortage
- Insurance and data
- Ethics and behavior
- Intellectual property risk
- Compliance and Regulation
- Supply Chain Risk
This webinar will highlight:
- Methods to develop, implement and oversee formal and routinized processes for monitoring the organization’s internal and external environments to identify potential risks.
- Monitoring and evaluating macro-level labor market, industry and global trends for their impact on the organization.
- Communicating critical information about risks and risk mitigation to senior-level employees and external stakeholders.
- Evaluating the anticipated level of risk associated with strategic opportunities.
- Developing plans for crisis management, contingency and business continuity for the HR function and the organization.
Course Level - Intermediate to Advanced
Who Should Attend
Anyone with employee responsibilities will benefit from this webinar but HR Managers, Directors, and Supervisors will particularly benefit.
Why Should You Attend
When it comes to human-related risks, organizations typically focus on a narrow set of workforce risks the potential risks that human workers pose to the business.
These risks include operational concerns such as worker turnover, poor efficiency, difficulty acquiring and retaining talent, and compliance with regulations.
Their primary focus, if they have a focus at all, has been on the financial and operational impact of these risks. C-suites and boards have only occasionally expanded their focus to include their reputational implications and, more rarely, their human effects.
Yet all risks have a significant human element. Some have an outsized effect on humans. Others are affected and driven to some degree by humans.
As such, we refer to these as human risks because they affect humans’ professional and personal lives in discernable ways, in addition to the impact they have on your organization’s short-term performance, long-term viability, and reputation and brand.
Given the criticality of these human risks, they require the same attention and investments as traditional measures of risks. However, recent surveys that this level of emphasis on human risks is lacking across several dimensions.
Over the past few decades, HR leaders have begun to recognize the effect of risk on their organizations’ strategic success and, even, its survival. The ability to identify risks, especially emerging risks, is a critical competency of HR leaders, especially when linking it to HR’s mission of supporting better senior management decisions and more effective decision making.
At the same time, organizations are most effective at dealing with regulatory compliance and less effective at dealing with the strategic aspects of risk and, most importantly, connecting risk management to strategic success.
To be effective, risk management must have a broader approach, to include strategic planning risks and the risks created by daily operations. A constant in today’s corporate culture is change. With change comes an increase in risk. It is imperative that today’s HR professionals have an awareness and understanding of these risks.