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For Whom This Course is
Designed
This Course is Designed
For:
Business Consultants;
Employee Development
Managers;
Experienced Managers who
are new to Human Resource Management;
Human Resource (HR)
Consultants;
Human Resource (HR)
Directors;
Human Resource (HR)
Executives;
Human Resource (HR)
Generalists;
Human Resource (HR)
Managers;
Human Resource (HR)
Planners;
Human Resource (HR)
Professionals;
Human Resource (HR)
Recruitment Specialists;
Human Resource (HR)
Strategists;
Human Resource
Development (HRD) professionals;
Human Resource
Development (HRD) Specialists;
Human Resource Management
(HRM) Specialists;
Human Resource Managers;
Human Resource
Professionals;
Human Resource
Specialists who need to expand their knowledge and
expertise in all aspects of human resources management;
Junior Managers;
Line Managers;
Middle Managers;
Organisational
Development Specialists;
Senior Mangers;
Small business owners who
do not have in-house professional Human Resource
Management expertise;
Talent Management
Officials;
Training Coordinators and
Administrators;
Training Managers;
Venture Capitalists;
Those considering
entering the field of Human Resource Management Early-
to mid-career professionals who need to manage the
increasing complexity of interpersonal or organizational
dynamics in their jobs;
All others who are
desirous of mastering the Employee Resourcing Process.
Specifically, those who are concerned with Workforce
Planning; Human Resource Recruitment; Human Resource
Selection; Human Resource Strategising.
Course Duration:
10 Days
Cost:
£10,000.00 Per
Delegate
Cost includes:
Free Continuous snacks throughout the
Event Days;
Free Hot Lunch on Event
Days;
Free City Tour;
Free
Stationery;
Free On-site Internet Access;
Diploma – Postgraduate – in
Strategic and Operational Human Resource Management in
an International Context (Double Credit);
or
Certificate of Attendance and
Participation – if unsuccessful on resit.
HRODC Postgraduate
Training Institute’s Complimentary Products include:
HRODC Postgraduate Training Institute’s
Leather
Conference Folder;
HRODC Postgraduate Training Institute’s
Leather Conference Ring
Binder/ Writing Pad;
HRODC Postgraduate Training Institute’s
Key Ring/ Chain;
HRODC Postgraduate Training Institute’s
Leather
Conference (Computer – Phone) Bag
– Black or Brown;
HRODC Postgraduate Training Institute’s
8GB USB Flash
Memory Drive,
with Course Material;
HRODC Postgraduate Training Institute’s
Metal Pen;
HRODC Postgraduate Training Institute’s
Polo Shirt.
Daily Schedule:
9:30 to 4:30 pm.
Strategic and Operational Human
Resource Management in an International Context
Leading to Diploma – Postgraduate
– in Strategic and Operational Human Resource Management
in an International Context (Double Credit)
Course Objectives
By the conclusion of the
specified learning and development activities, delegates
will be able to:
Calculate the Return on Investment (ROI)
in Education, Training and Development;
Demonstrate a heightened knowledge of how
training needs might be devised from Strategic Plans;
Demonstrate an appreciation of the importance of welfare
in the development of Personnel Management and Human
Resource Management;
Demonstrate an awareness
of the importance of Delegation in Human Resource &
Organisational Development;
Demonstrate awareness of
the importance of communication in the process of Human
Resource Management;
Demonstrate their ability to conduct a
Human Resource Audit;
Demonstrate
their
ability to design an effective Employee Resourcing
Strategy;
Demonstrate their ability to determine
the type of commitment that motivate particular
individuals to join an organisation;
Demonstrate their ability to lead a
recruitment and Selection Team;
Demonstrate their ability to manage
recruitment and selection within a ‘resourcing context’.
Demonstrate
their
understanding of distinction between Personnel
Management and Human Resource Management;
Design a Job Description;
Design a Personnel
Specification;
Design and Weight a
Candidate Assessment Form (CAF);
Determine the factors
influencing Human Resource Planning;
Determine the factors
that Delegatees should ascertain before delegating
tasks;
Determine the links between corporate planning and human
resource planning;
Determine the organisation’s opportunity
costs in providing Education, Training and Development
for its Employees;
Determine the resources
necessary to enhance individual and team performance;
Determine the support
that Delegators should give to their Delegatees, during
their performance of the specified tasks.
Determine when there is a need to review an organization
human resource plans;
Develop a Strategy to
manage poor performance.
Discuss the major issues associated with
Delegation;
Discuss, with confidence,
the factors that are associated with poor performance;
Distinguish between Education, Training
and Development;
Elucidate the benefits of
Delegation to Delegatees;
Elucidate the concerns of managers in
delegating;
Exhibit confidence in
Delegating;
Exhibit their ability to
take appropriate measures to improve Individual and Team
Performance;
Explain the process and value of Human
Resource Audit;
Explain the underlying concept of
Investors in People (IIP);
Illustrate, vividly, how the Political,
Economic, Social, Technological, Environmental and Legal
(PESTEL) Factors impinge on Employee Resourcing,
incorporating Human Resource Planning;
Indicate the significant aspects in the Development of
Personnel Management and Human Resource Management;
Link
Employee Resourcing with Business and Organisational
Development;
Locate Performance
Management in an appropriate context;
Suggest
the importance of Human Resource Planning in
Organisation Management.
Course Contents, Concepts and
Issues
Part 1: From Personnel to Human
Resource Management: A Strategic Development
A
Distinction between Personnel Management and Human
Resource Management;
The
advent of Welfare Management;
The
role of Joseph Rowntree in Industrial Welfare
Development;
The
Development of Professional Personnel and Human Resource
Management;
Concerns of Personnel Management:
Recruitment and Selection;
Workers’ Welfare and Benefits;
Industrial Relations;
Staff
Appraisal;
Training and Development.
The
strategic significance of Human Resource Management;
Concerns of Human Resource Management:
Recruitment;
Selection;
Motivation;
Human
Resource Planning;
Workforce Management Strategy;
Flexible Working Strategy
The
rationale for Human Resource Planning (HRP);
The
link between HRP and Corporate Planning;
Human
Resource Forecasting (HRF);
Designing, implementing and reviewing the effectiveness
of HRP;
The
role of Employee Resourcing in Corporate Strategies and
Goals;
The
role of internal and stakeholders in the Employee
Resourcing process;
Emergent and Contingency Approaches to Employee
Resourcing;
The
role of Employee Resourcing in Business and Subsystem
Strategy;
The
role of Employee Resourcing in the Development of
Organisational Strategy;
Organisational Strategy and Employee Resourcing Strategy
Compatibility.
Part 2: Strategising Employee
Resourcing
Logicalising Internal and
External Selection Processes;
Internal and External
Selection Processes as an Organisational Development
Phenomena;
Rationalising Internal
Selection as a Process;
Staff Turnover and its
Negative and Positive Impact On the Organisation;
Recruitment and Selection
as a Resourcing Activity;
The Importance of Human
Resource Forecasts;
Methods of Forecasting
Human Resource Needs of the Organisation;
The Political, Economic, Social,
Technological, Environmental and Legal (PESTEL) Factors,
in the External Uncontrollable Environment and how they
impinge on Employee Resourcing, incorporating Human
Resource Planning;
Strategic Operational
Review’ (SOR) As Prerequisite for Human Resource
Forecasting;
Importance of Human
Resource Audit;
Conducting Human Resource
Audit;
Personnel Deployment
Chart (PDC);
Management Succession
Chart (MSC);
Job Analysis;
Job Description;
Personnel Specification;
Market Targeting;
Designing and Placing
Advertisement;
Designing a Candidate
Assessment Form (CAF);
Weighting and Using a
Candidate Assessment Form (CAF);
Non-Conventional
Personnel Selection;
Short Listing Candidates;
Conducting Selection
Interviews;
Part 3: Motivation in Human
Resource Management (1)
Directing or Leading:
Setting The Stage;
The Conceptual Bases of
Motivation;
Theoretical Bases of
Motivation: An Overview;
Distinguishing Between
Knowledge and Skills;
Competence and
Performance: A Conceptual Exploration;
Is there a Definitive
Relationship between Competence and Motivation?
Content Theories and Some
of Their Contributors:
Maslow’s Hierarchy of
Needs;
Analysis of Maslow’s
Claims;
McClelland's Studies;
Taylor: Money and
Motivation;
Motivator-Hygiene Factor:
Herzberg’s Contribution.
Process Theories;
Equity Theory;
Goal-Setting Theory;
Expectancy Theory;
Equitable Reward Systems;
Reinforcement Theories.
Part 4: Motivation in Human
Resource Management (2)
The Extent to Which
Salary or Wages Inducement Motivate Workers;
Performance Related Pay (PRP);
Productivity Bonuses;
Efficiency Gains;
Profit Share;
Social Differentiation in
Motivation;
Culture Differentiation
in Motivation;
Wealth as a Factor in
Motivation;
Class as an Issue in
Motivation;
Individual Expectation
and Motivation;
Individual Preferences as a Motivating
Factor;
Designing an Effective
Motivation Strategy.
Part 5: Diversity Management and
Its Importance in Human Resource Management (1)
The Concepts of Equal Opportunities and
Diversity Management;
Equal Opportunities in
Employment and the British Legislation;
Exploring Workforce Diversity;
Cultural Diversity, Generally;
Gender Diversity;
Racial Diversity;
Ethnic Diversity
Age Diversity;
Perceptual and Mental Diversity;
Physical Diversity;
Sexuality Diversity;
Sentience as a Basis for Racial, Ethnic
and Gender Discrimination;
Racial, Ethnic and Gender Discrimination:
The Social Identity Perspective;
Gender
and Sex Discrimination;
Age Discrimination
(Ageism and Reverse
Ageism);
Disability
Discrimination;
Racial
Discrimination;
Discrimination as Social
Identity;
Understanding and Dealing
with Sentience;
Diversity Mismanagement
and Its Consequence for
Organisational Survival: Some Case Examples;
Beyond Equal
Opportunities: Towards Diversity Management;
Diversity
Management and Effective
Human Resource Utilization;
Constitution
of Committees and Task
Forces;
Gate
Keeping:
Avoiding ‘Resonation’;
Utilizing
Marketing Intelligence;
Activities Necessary for
an Effective Management of Organisational Diversity:
Managing Organisational Culture;
Ensuring Human Resource
Management System Is Bias Free;
Managing Diversity
through Recruitment, Training, Education & Development;
Managing Diversity in
Appraisal, Compensation and Benefits;
Promotion;
Creating a Higher Career
Involvement of Women: Eliminating Dual Career Routes;
Managing Diversity
through the Prevention of Subtle Sexual Harassment;
Managing
Racial, Ethnic and Gender
Diversity through the Elimination of the Opportunities
for Discrimination That Are Created by the ‘Complaints
System’;
Reducing Work-Family
Conflict;
Promoting Heterogeneity
in Race, Ethnicity, Nationality
Being Mindful of the
Effect of Homogeneity on Cohesiveness and Groupthink;
Effective Diversity
Management and Organisational Success;
Some
Effective Diversity
Initiatives;
Mummy Tracks;
Granny Crèche;
Employment of Older
People;
Example of Organizations
with Diversity-Enhanced Environments.
Part 6: Diversity Management and
Its Importance in Human Resource Management (2)
Wall Street Journal:
Lockheed Martin
Aeronautics Company;
Clairol;
Quaker Oats;
IBM;
Ciba-Geigy;
Pacific Telesis;
Mercedes Benz;
Levi Strauss;
Managing Cultural
Differences: Promoting An Understanding Of Sensitivity
Towards Differences Existing Among Workers, e.g. in:
Culture;
Gender;
Ethnicity;
Race;
Sexuality;
Age;
Disability;
Taking Advantage of the
Opportunities Which Diversity Provides;
Organisational Diversity
and the Issue of ‘Sentience’;
Relationship Management;
Diversity Management,
Workforce Flexibility and Flexible Working Practices;
Developing,
Monitoring and Enforcing Equal Opportunities and
Diversity Policies;
The
Adaptation of a
Leadership Style That Is Conducive To an Effective
Diversity Management System.
Part 7: Delegating For
Organisational Effectiveness
What is Delegation?;
Advantages of Delegation
to Delegates;
What Might Be Delegated?;
Benefits of Delegation to
Delegates;
Prerequisites for
Effective Delegation;
Support Necessary during
Task Performance;
Importance of
Communication in Delegation;
Importance of Power and
Authority in Delegation;
Problems of Ineffective
Delegation.
Part 8: Education, Training and
Development as Investment
Difference between Education, Training
and Development;
Education, Training and Development, and
‘Opportunity Cost’;
Education, Training and
Development for ‘Efficiency Gains’;
Defining Efficiency
Gains;
Measuring Efficiency
Gains;
Improving Efficiency
Gains;
Training as Investment;
Investors in People (IIP): The British
Model;
Evidence from
‘Investors-In-People’;
Calculating Return on Investment (ROI)
from Education, Training and Development.
Part 9: Human Resource and
Performance Management
Managing Poor
Performance;
Managing Absence;
Dealing with Harassment;
The Effective Management
of Retirement, Redundancy, Dismissal and Voluntary
Turnover;
Evaluating the Mechanisms
Available For Preventing or Alleviating Poor
Performance;
Working From Corporate
Mission and Strategy;
Performance Targets;
Tactical Performance
Targets;
Operational Performance
Targets;
Linking Performance Management with
Operational Processes and Systems;
Initiate Appropriate
Reward Systems;
Individual Development
Plans;
Performance and Reward
Cycle.
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