25 MAY 2021 - 1 JUL 2021
Duration:
6 WEEKS
TUESDAYS & THURSDAYS
6 PM PST / 9 PM EST
Get ready to rethink your role as an HR professional. Netflix's HR Business Partner wants to show you how to use HR best practices to make yourself an essential value creator for best-in-class tech organizations.
This course puts you in the driver's seat as you solve real-world organizational challenges for companies like Netflix, Google, Amazon, and Facebook. Then, you'll prep for your next big career move by workshopping your resumé and personal pitch.
Live and Personal
This is your chance to get live instruction and hands-on practice from Netflix's HR Business Partner and alumnus of Google, Amazon, and Facebook. Master the skills you need to rise within high-performing HR teams for tech, through a powerful combination of:
- Expert insights + 1 senior-level HR guest speaker
- 7 real-world case studies
- Weekly assignments and a final Talent & Acquisition plan
- Personal feedback on your final project and resumé
Professional Fast-Track
Learn how to be a driver of business value who top companies can't wait to hire. Bharath will teach you how to masterfully apply HR frameworks to solve for organizational problems faced by high-growth tech businesses.
You'll come away from this course with a polished resumé, your own mock HR plan, and a clear vision of your best fit in the HR landscape.
insights
Learn the expectations and opportunities of a career in HR — straight from the inside. Bharath will show you what he's learned in 16 years in HR roles at tech startups and top-grossing companies. You'll walk away from this course equipped to solve organizational challenges in:
- Hiring and onboarding
- Developing an equitable, high performance culture
- Talent retention and development
- Compensation management
learning
Get motivated and empowered to own HR responsibilities like Talent Acquisition, Talent Management, Learning & Development for innovative tech teams. You'll crystalize your learning by applying it every week to real-world organizational problems:
- Learn strategies to solve organizational problems on various HR topics and use those insights to inform your career
- Understand the relationship between business model and HR strategy across top tech companies
- Demo Workday software for a real-life HR workflow
- Go deeper into the material with Bharath during weekly office hours
Learn how to see beyond immediate HR needs to solve for an organization's long-term goals. Bharath walks you through common organizational challenges he's met working for Google, Facebook, Amazon, and Netflix and how you can solve them by smart application of HR best practices.
Every class asks you to take ownership of a different aspect of HR through real-world applications, culminating in a final project that will help you chart your own career in HR.
JAYARAMAN LinkedIn Profile
- Director and HR Business Partner for Netflix's fast-moving Content Engineering team
- 16+ years of experience in HR with high-growth startups and top-earning tech companies in North America, Asia and Europe
- Built and scaled talent initiatives for the biggest names in tech: Google, Facebook, Amazon, and Netflix
- Frequent contributor at FAST Company Magazine and sought-after speaker
- Contributing Member of the Forbes HR Executive Council
COURSE INTRODUCTION
The HR professional as "rules police" is out. Today, the role has evolved into a savvy mix of advisor and coach, specialist and generalist. In our first class, we'll look at the skills required to succeed as an HR professional in today's business world (and how others will grade you on them).
- Evolution of HR
- Key HR skills - Influence, Subject Matter Expertise and Thought Partnership
- The 5 HR functions in modern organizations
- What does ‘success’ look like for HR roles?
Assignment #1: Compare and contrast sample job descriptions for HR roles in 4 different organizations on focus area, strategic input, and success metrics.
The most obvious job responsibility of an HR professional is hiring. In this class, you'll learn strategies for identifying candidates with a high potential for job success. Then, I'll teach you how to measure and fulfill key metrics like candidate funnel and conversion ratios, time-to-fill, and hiring quality.
- Building a talent pool - Who to target and why?
- Talent Assessment - Using data to predict on-the-job success
- Candidate Experience - From candidates to brand ambassadors
- Candor and transparency while closing a Candidate
- Key metrics to measure
Assignment #2: (Case Analysis) Balancing execution with enabling decisions in Talent Acquisition. Recommend a process to hire for a Software Engineer role at a fast-growing tech startup and lay out your approach for the following:
- Building a candidate funnel
- Assessment process and candidate experience
- Realistic time-to-fill metrics
Onboarding is your most important window of impact on employees. This is your chance to set context for their role within the larger organization, as well as to provide enculturation. In this class, I'll teach you how to make the most out of this valuable opportunity and to set your new hires up for success.
- Understanding the onboarding process from two perspectives
- Helping managers set strategic onboarding goals
- Providing context for successful onboarding as HR manager
Assignment #3: (Case Analysis) Lessons from a poor onboarding experience. Analyze the reasons for a bad hire which resulted in attrition within 90 days from hire and recommend remedial actions for the hiring team.
In today's class, we'll learn how to set compensation and benefits frameworks. More than a numbers question, this is about organizational philosophy and deciding "what to reward". I'll show you how I implement best practices in Tech at Netflix, including balancing financial imperatives and talent acquisition, and how to align internal compensation philosophy with the job market.
- The role of compensation in long term engagement and retention
- Internal Equity : How to perform job analysis and leveling
- External Equity: How to benchmark internal jobs to the external market and “price” them
- Why does benefits need to be part of the overall rewards package and not standalone?
Assignment #4: (Case Analysis) The art and science of attracting and retaining top talent. Using the data provided, recommend an approach to build a compensation range for two jobs: Program Manager and Software Development Manager. Consider the following in your recommendation:
- Available labor market for the jobs
- Hiring and retention data for those roles
- Value and criticality of those roles to the organization
How do you manage and sustain employee performance in an HR role? Today, we'll look at mechanisms to measure and reward performance and how to support employees for success via education, feedback, and culture.
- Enabling a culture of growth through feedback
- Goal Setting, Continuous Feedback, Talent Mobility and Promotions
- HR's role in education, communication, and performance management equity
Assignment #5: (Case Analysis) Using different tools to align employee needs with business goals, recommend a “lightweight” performance management process for a mid-size technology company of 500 employees with 4 distinct businesses. Create a process that balances the need to reward high performance with the right behaviors.
"Employee development" is a phrase that really means building an environment in which employees become more valuable over time. Today, we'll start with the basics of talent management: analyzing, reporting, and predicting needed talent investment.
Then, we'll move on to learning and development. I'll teach you how to build your organizational capability by designing and deploying unique learning approaches to solve organizational learning needs.
- Talent Management - What it is and why it is essential
- Strategic Learning and Development (L&D) in the overall Talent Management plan
- Strategies for developing L&D programs
Assignment #6: (Case Analysis) Using diagnostics to assess and solve for future talent needs. Analyze the data provided to recommend learning programs that address the company’s critical talent needs in the next 18 - 24 month period.
Outstanding HR professionals know that "culture eats strategy for breakfast." In this class, you'll learn how to assess organizational culture, what to do when intentions and actions don’t match, and the relationship between organizational culture and business value.
- Best practices for defining “organizational culture”
- Assessing culture through behavior
- Recognizing the signs of culture going wrong
- Dividends of a great culture: Short-term vs. long-term play
Assignment #7: (Case Analysis) Using culture as a ‘clarifying’ force to make decisions.
Tools and ability to organize make or break your job as an HR professional. Today, I'll share some of my own best practices for record keeping and organizational housekeeping, as well as bigger picture things like workforce planning, attrition, talent mobility, and compensation planning.
- Elements of HR Ops and their relevance
- HRIS and how to use them
- Demo: Workday
Assignment #8: Study a screen from a sample HRIS workflow and evaluate the key metrics on the page related to the HR process.
HR for Tech has some very specific features. Today, we'll compare the business results of four tech giants (I happened to work at all of them) and talk about the role of their HR models in those results.
- How do some of the best-in-class tech companies do HR?
- Comparative analysis - Google, Amazon, Netflix and Facebook
- Why are they different?
Assignment #9: Review how 4 successful tech companies (Google, Amazon, Facebook and Netflix) approach hiring for a “Sr. Software Engineer” role. Then, analyze the pros and cons of each company’s approach.
The HRBP role is equal parts coach, advisor and employee advocate. Today, we'll look at who becomes an HRBP and how this role addresses organizational health, reorganization, and managerial capability.
- Role of the HRBP
- What does it take to become an HRBP?
- Frequent topics that HRBPs address
Assignment #10: (Case Analysis) Helping business leaders make ‘good’ people decisions. Help the VP of Product Management at a mid-size tech company (1,000 employees) decide whether to promote one of his employees based on the data provided regarding their performance, the business need, as well as other considerations like composition of the current team.
Now it's time to be back on the other side of the table: the job interviewee seat. Today, I'll give you some pointers (and bust some myths) on resumé writing and show you how to stand out to hiring managers. Then, you'll put our lesson into action by workshopping your resumés in pairs.
- Resumé hygiene
- What do hiring managers look for in a resumé?
- Practice Session: Provide feedback on (anonymized) resumés
Assignment #11: Create or edit your resumé (anonymized) based on the guidelines discussed in the class and provide feedback in peer groups.
For our last class today, an accomplished guest speaker will discuss what success looks like in HR.
- What does a high-performing HR organization look like in the real world?
- What do HR leaders look for when they hire for their teams?
Assignment #12: What are your professional goals in the next 12 - 18 months and what actions do you plan to take to achieve them?
You've been hired as HR Manager for a new department of an established tech company. Apply what you've learned in Classes 2-10 to create a plan for hiring talent and sustaining growth.