Seminar or Course Number 261, Strategic and Operational Human Resource Management in an International Context Course, Leading to Diploma - Postgraduate - in Strategic and Operational Human Resource Management in an International Context, Double-Credit, accumulating to a Postgraduate Certificate, with 120 additional Credit-Hours, and a Postgraduate Diploma, with 330 additional Credit-Hours.  Course contents include: 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;  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.

Seminar or Course Number 261, Strategic and Operational Human Resource Management in an International Context Course, Leading to Diploma - Postgraduate - in Strategic and Operational Human Resource Management in an International Context (Double Credit), Accumulating to a Postgraduate Diploma. Click to download the PDF Brochure for this Course.

Course Co-ordinator

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

Daily Schedule: 9:30 to 4:30 pm.

Location:  Central London and International Locations

Seminar or Course Number 261, Strategic and Operational Human Resource Management in an International Context Course, Leading to Diploma - Postgraduate - in Strategic and Operational Human Resource Management in an International Context (Double Credit), Accumulating to a Postgraduate Diploma. Click to download the PDF Brochure for this Course.

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.

Seminar or Course Number 261, Strategic and Operational Human Resource Management in an International Context Course, Leading to Diploma - Postgraduate - in Strategic and Operational Human Resource Management in an International Context (Double Credit), Accumulating to a Postgraduate Diploma. Click to download the PDF Brochure for this Course.

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.

Seminar or Course Number 261, Strategic and Operational Human Resource Management in an International Context Course, Leading to Diploma - Postgraduate - in Strategic and Operational Human Resource Management in an International Context (Double Credit), Accumulating to a Postgraduate Diploma. Click to download the PDF Brochure for this Course.