Outlines

Introduction:

• Where is HRM ‘coming from’?
• Hard and soft HRM
• The role of HRD in organizational change

The role of communication in HRM Job analysis and design:

• Principles of job-analysis
• Methods of analysis
• Job descriptions and person specifications
• Job families or job design
• Who should contact the job analysis
• The use of charts • Methods of data collection

Specific quantitative technique Recruitment:

• Ways of attracting the right staff
• A word on application form
• Entrance test
• Background inquiries
• Realistic job previews
• Final interview
• Alternative to recruitment
• Cost-Benefit analysis of recruiting

Competence-based recruitment Selection:

• A diagnostic approach to the selection process
• Who makes selection decisions?
• The selection process
• The selection techniques o Interviews o Ability test o Personality test o Bio data o Assessment centre
• Selection of managers
• Cost-Benefit analysis of for the selection decision

Competence-based selection Performance Management and Human Resource Development:

• What is performance management?
• The effectiveness of performance management
• Format of evaluation • Selected evaluation techniques
• Potential problems in performance evaluations
• The feedback interview

Performance appraisal Compensation:

• Objective of Compensation
• Compensation and motivation
• The building block of reward process o Basic pay o Contingent pay o Allowances o Employee benefits o The medical insurance
• External influences on Compensation
• Internal influences on Compensation
• Compensation decision
• Current approaches to reward
• Prevailing reward structure

Incentives and bonuses Measures to retain staff The line manger’s role in HR planning and staff retention Employees’ rights and discipline:

• Categories of difficult employees
• The discipline process
• Approaches to discipline
• Administration of discipline
• The disciplinary interview:

A constructive approach Orientation and training:

• Introduction to orientation
• Introduction to training
• Who is involved in training?
• Managing the training program o Individual technique o Group technique
• Evaluation of training and development Workplace Diversity and Training – More Than Fine Words:
• Equal opportunities and managing diversity – what is the difference?
• The business case

Training for diversity Managing the Human Resource Development Function:

• Management and leadership of the HRD function
• Control and facilitation – coaching and supportiveness
• Principles and values
• Strategic VS operational decision-making

Further points for managers of a team of HRD professionals Evaluation the HRM functions:

• The HR manager: A last look
• The HRD manager in the third millennium

 

 

Who Should Attend

• Newly appointed Senior Staff in HR & CT who are carrying out HR duties or embarking on a career in HR or CDT.

 

Duration

5 Days