Programs Executive Education Open Enrolment HR Strategies for Growth

HR Strategies for Growth

6 - 8 December, 2016

Iran’s economy is in the midst of an important transition that challenges the traditional role of human resource departments. Growth strategies of companies and the impending competition for talent recruitment has put people-priorities in to focus. Executives in-charge of Human Resource functions are expected to assume a strategic role in shaping their company’s future which requires newer competencies and more importantly, a new perspective.

The objective of this intense, three-day program is to provide participants with a framework for understanding the new, expanding role of human resources, as well as building HR functions that can provide a sustainable competitive edge to companies.

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Program Benefits

On this program, you will learn six specific skills:

  • Developing an HR strategy that is aligned with your business’ needs – where do you need to focus, given where your organisation is in the transition process?
  • Designing a compelling employee experience – appropriate for the business, but also designed to attract, retain and motivate the talent you need for success
  • Creating talent management processes that match your business’ needs
  • Influencing your business partners by framing your arguments in the language of financial returns
  • Providing effective coaching to senior executives and high potential talent
  • Planning for the futur

Representative Block Schedule


This program is specifically designed for HR Directors / Managers of large Iranian and multinational corporations and business leaders (CEOs, Managing Directors, and Country Heads) of mid-sized businesses wanting to build best-in-class Human Resource departments. The program will be delivered in English. Simultaneous translation shall only be provided to facilitate in-class conversations and delivery of lectures.

Teaching Methodology

Participants will be challenged to identify the multiple roles of human resources, based on evaluating the needs of diverse businesses described in short vignettes. A provocative lecture on the future of work will reinforce the need for new human resource skills going forward. Practical frameworks and hands-on exercises will give participants new skills in some of today’s most important HR capabilities.

Faculty Profile

Tamara J Erickson

Tamara J. Erickson is a McKinsey Award-winning author, a leading expert on generations in the workplace, and a widely-respected authority on leadership, the changing workforce, collaboration and innovation, and the nature of work in intelligent organizations. She has three times been named one of the 50 most influential living management thinkers in the world by Thinkers50, the respected ranking of global business thinkers.

Erickson is an Executive Fellow, Organisational Behaviour, at London Business School, where she has designed and co-directs the school’s premier leadership programme for senior-most executives, Leading Businesses into the Future. She is the founder and CEO of Tammy Erickson Associates,, a research-based firm of renowned thought leaders and senior business leaders committed to developing insights into the challenges that today’s businesses are facing and offering a specific set of services that help companies reshape their organizational practices.

She has co-authored four Harvard Business Review articles: “It’s Time to Retire Retirement” (March 2004), winner of the McKinsey Award, “Managing Middlescence” (March 2006), “What It Means to Work Here,” (March 2007), and “Eight Ways to Build Collaborative Teams,” (November 2007), as well as the book Workforce Crisis: How to Beat the Coming Shortage of Skills and Talent, published by Harvard Business School Press (2006). She has also co-authored an MIT Sloan Management Review article, “Bridging Faultlines in Diverse Teams,” (Summer 2007). Tammy is the author of one of Harvard Business Review’s Breakthrough Ideas for 2008, “Task, Not Time,” (February 2008), one of HBR’s Forethoughts on Unconventional Wisdom in a Downturn, “‘Give Me the Ball’ Is the Wrong Call,” (December 2008), and the HBR Case Study “Gen Y in the Workforce” (February 2009).

Tammy recently completed a trilogy of books on how individuals in specific generations can excel in today’s workplace. Retire Retirement: Career Strategies for the Boomer Generation and Plugged In: The Generation Y Guide to Thriving at Work were published by Harvard Business Press in 2008. What’s Next, Gen X? Keeping Up, Moving Ahead, and Getting the Career You Want was published in 2010. Her blog “Across the Ages” is featured weekly on HBP Online (

The research initiatives she and colleagues have undertaken include Demography is De$tiny, exploring the implications of current demographic changes on human resource practices, The New Employee/Employer Equation, developing new and powerful approaches to increasing employee engagement through segmentation, and the Cooperative Advantage, done in collaboration with a team at London Business School, exploring the working practices of over 50 teams in 15 multinationals, representing the most extensive academically-grounded study of industry-based team working ever conducted. Her current research is focused on the implications of social enterprise software on the way we work.

Tammy is also a respected authority on technology and its implications for business and coauthor of the book Third Generation R&D: Managing the Link to Corporate Strategy, a widely accepted guide to making technology investments and managing innovative organizations.

Tammy is a former member of the Board of Directors of PerkinElmer, Inc., a Fortune 500 company competing in advanced technology markets, and a former member of the Board of Directors of Allergan, Inc.

She holds a Bachelor of Arts degree in Biological Sciences from the University of Chicago and a MBA from the Harvard Graduate School of Business Administration where she was the recipient of the James Thomas Chirurg Fellowship.

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