HR Skills Training
Created by , Mon 28 May 2018
HR Management(HR Skills Training)
HR Skills Training
A comprehensive guide to update and extend your knowledge in the basics of HR Management and HR Development
- 1. Establish a thorough understanding of Human Resource Management (HRM) and its impact on your organisation
- 2. Learn how to develop and adopt effective policies and procedures into your organisation
- 3. Discover the importance of training and development and its impact on your organisation’s bottom line
- 4. Examine performance management and its links with improving organizational performance
- 5. Participate in practical exercises to apply your learning
Knowledge confirmation and personal assessment to include:
- Team tasks and discussion
- Team presentation
- Individual written exercises
- Individual knowledge demonstration
The programme will move in a supportive learning atmosphere by looking at HR needs in various organisations as well as how to audit and evaluate HR, with an additional focus on strategic issues. You will examine the most up-to-date HR concepts which will help you to improve your performance, at the same time enabling you to offer advice to managers regarding HR operations.
There will be time to examine leading edge thinking in HR across a multitude of key topic fields:
- Putting HR into context in modern organisations
- The evolving role of HR as a ‘business partner’
- Changes to work attitudes and the psychological contract
- Human capital management
- Integrated performance management
- The “Talent War” in recruitment
- Policies and procedures
- Training and development
- Performance management
- Pay and reward
The programme will progress in steady steps, covering the technical areas of HR as well as some personal management and supervisory training. You will leave this course fully equipped to excel in your role as a 21st century HR practitioner.
Who Should Attend?
Directors, Senior Managers, Chief Executives, General Managers, Departmental Heads and Managers of:
- . Human Resources
- . Leadership Development
- . Executive & Career Development
- . Succession Planning
- . Training and Development
- . Recruitment & Staffing
- . Organisational & Strategic Planning
- . HR Policy
- . Employee Relations
- . Talent Management
This programme will be highly interactive, with a mix of theory and practical sessions. You will have the opportunity to share your experience, learn from others through group discussions and you will develop your skills through a series of individual and group exercises.
Human Resources Today
- HR’s place in organisations
- How external and internal happenings affect HR
- The background to good HR practice
– Culture of the organisation
- Different organisations means different approaches to HR
– Private sector
– Public utilities and Government
– ‘Third Sector’ – charities and support organisations
– Where do you fit?
– What is your organisation’s structure and what does that mean for HR?
- Resources available and how each is viewed
What is happening in the region to change HR
What is your organisation’s culture?
How do you conduct your HR?
- What is HR’s job?
- Cost of employees – asset or liability
- Getting a return on your investment in people
- Risk-taking in HR
- How to generate a high Quality of Working Life (QWL)
- High QWL equals increased productivity
- What are reasonable expectations of HR
- Basis of an HR plan
‘The Management Challenge’
Review and comment on a paper written by your course leader, designed to provoke discussion to consider what is best practice HR Management.
Building professional working relationships with line managers
What goes wrong in HR and what can we do about?
What will start the thinking towards modern HR practice?
Leadership In HR
- Study and comment on John Adair’s practical steps to
- effective leadership
- The ‘Helicopter Effect’ in leadership
- The effect line managers have on HR outcomes
- Responsibilities of line managers for HR Management – “Whose job is it anyway?”
- What can your organisation expect from HR?
Differences in leadership styles
What is your style?
Which leaders do you admire and why?
What do differences in leadership mean for HR?
- HR’s role in motivating staff
- Motivation theories and ideas -Maslow – MacGregor – Ardo
- What motivates staff and what does not
- Management and Leadership – the differences
- How motivation fits together with leadership and management
Three case examples
Self-analysis – Are you a motivator?
- De fining competencies
- Competencies in measuring performance, job description, and reward
- Using competency to standardise reporting in appraisal and performance management
Defining competency at five levels
Communicating to staff how their work is measured
Fitting competency to reward
- Applying problem solving techniques to HR
- SWOT – Force Field Analysis – Fishbone diagrams
Practise the techniques applied to HR problems
- Bene fits – financial and non- financial
- Relating performance to pay – Performance Related Pay (PRP)
- Reward as a motivator and a de-motivator
- Basis of financial reward – introduction to: pay, allowances, savings schemes, bonus, increments, End of Service Benefits (EOSB)
Discussion – HR’s role in Reward Management
Improving Communications – Staff As Customers Of HR
- Plan to improve personal communications
- Lines of communication
- What are job holders’ needs?
- The demands, restrictions and choices in jobs
- Customer care in HR – Staff as customers of HR
Completion of personal ‘Role Maps’
Audit Of HR
- Getting high quality management information and using it
- Real costs of employees
- Choosing critical HR functions/areas to examine
- Age curves and planning
- All in-house or outsource?
- Preparing a three-stage planned approach
Discuss ways of getting and presenting Management Information
SWOT the HR function
Preparing your plan
Recruitment And Placement
- Designing competency-based job descriptions
- The Person Specification – (Prof. Alec Rogers)
- Interview techniques – focused interviewing – seeking
- Types of question and how to put them to candidates
- Securing the ‘Five Rights’ – Person – Place – Time – Role –
- Induction (On-boarding) – placing selected staff correctly
- Introduction to Assessment/Development Centres
Interview questioning practice
Assessment centre practice
“The Way Ahead"