Strategic Human Resource

Course details

Most problems that any company can have are ultimately people-problems. Human resources management (HRM) is therefore critical to the success of any company, especially as environments in which companies operate are becoming more competitive. The fundamental objective of this course is to bring delegates to understand how to harness the human capital a company has to achieve its goals.

Course Overview:

• Discover the field of HRM and understand its relevance to managers and employees in work organizations
• Conduct a job analysis and apply this understanding of job requirements to other HRM systems such as selection, performance appraisal, and compensation
• Recognize basic HRM tools such as performance appraisal forms, and understand some of the technical details of HRM practices
• Evaluate the effectiveness of HRM processes and practices
• Understand the purpose and operation of key human resource practices in today’s organizations
• Gain enhanced critical thinking skills to analyze how human resource practices can support a firm’s strategic objectives and enhance long-term performance.

Course Outlines

Introduction

• People and problems
• How to associate problems and people
• The value of people – human resources
• Managerial leadership

The Nature of Strategic Human Resource Management (SHRM)

• SHRM in organizational management
• Central features of contract and employment relationship
• Theoretical issues surrounding HRM
• Models of HR strategy, control, resource and integrative management
• Levels of strategy formulation and links between business
• strategy and HRM

Human Resources Management from a Systems Perspective

• The evolving corporate environment
• Organizations as dynamic systems
• Organizational effectiveness and efficiency
• Failures within corporations due to narrow thinking

HRM Concepts and Practices

• New paradigms in HRM
• Concepts, tools, and instruments
• Strategic frameworks and thinking
• Learning and problem solving
• Centering employees and employee values
• Developing a HRM plan

Personal Effectiveness

• Key traits of effective personnel managers
• Setting priorities
• Interpersonal perception
• Interpersonal communication
• Delegating tasks
• Personal growth and career development
• Techniques of good time management

Motivation

• Motivation and organizational climate
• The dynamics of achievement motivation
• The dynamics of power and affiliation motivation
• Decision making in groups

Recruitment and Selection

• Key legal requirements relating to recruitment and selection
• Nature of attraction in recruitment
• Effectiveness of selection interview
• Value of psychometric testing
• Recruit or promote decisions
• Management turnover and succession
• Management training

Performance Management and Appraisal

• Performance management, assessment and appraisal
• Model of performance management
• Approaches to assessment and appraisal
• Employee development
• Performance rating techniques

Human Resource Development

• HRD within HRM
• Connection between HRD and strategy
• Ideas of workplace learning
• Development in knowledge management and e–learning

Health and Work Security

• Benefits of a health and wellness strategy
• Occupational safety, health and wellness
• Physical and psycho-social hazards in the modern workplace

HRM Processes

• Problem solving in daily HRM
• Reducing the time between decisions and actions
• Learning from your and others’ mistakes
• Planning in HRM
• Approaches to manpower planning
• Flexibility and diversity management

Performance and Quality Management

• Total quality management (TQM)
• The TQM axioms
• Costs of total quality
• Valuable tools for quality
• Management by objectives rather than by tasks

Restructuring Work and Organization

• Explaining the meaning of work
• Job design
• How work design and different organizational designs affect HRM