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Oxford Management Centre

The art of Human Resource Management: Creating & Developing an Effective Personnel Function

Jul 7—11
5 days
Dubai, United Arab Emirates
USD 4950
USD 990 per day

How it works

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Description

INTRODUCTION

The HR function has to be the bridge between the workforce and the organisation. It also has to be the eyes, ears and sometimes the conscience of the organisation. This seminar will show you how to build that bridge and how to create an HR function that meets the needs of employees and the organisation.

The seminar will cover:

  • The essential component parts of an effective HR (or Personnel) function
  • Ideas for developing the function beyond the essential parts
  • The distinctions between the role of line supervisors/managers and the HR function
  • Who does what for example with
  • Handling change
  • Recruitment
  • Handling performance issues
  • Use of disciplinary procedure
  • The application of the theory of the Psychological Contract (how to get the best from the workforce)

ILM CERTIFICATION

Event Management Specialist is a fully endorsed programme and upon completion of the seminar and assessment, successful applicants will also be awarded a Certificate from the ILM.

OBJECTIVES

By the end of the seminar, participants will be able to:

  • Describe the role or purpose of the HR function and the contribution the HR function makes to the achievement of organisational goals
  • Explain the key principles and practices involved in
  • HR strategy
  • Recruitment and Selection
  • Induction
  • Retention
  • Employee Relations
  • Apply an effective performance management process
  • Understand and use competencies for recruitment and performance management
  • Know how to handle disciplinary issue
  • Apply some of the key personal skills needed to succeed in HR

TRAINING METHODOLOGY

The training methodology used is designed to encourage maximum participation by all delegates. The presenter will suggest ideas and theories to the delegates and then encourage them to test out the ideas by the use of discussion, small group work, exercises and feedback. Each day of the seminar will end by delegates completing their own record of what has been learned on the day and considering how the ideas might be transferred back to the workplace.

ORGANISATIONAL IMPACT

The purpose of this seminar from an organisations point of view is to develop an effective approach to Human Resource Management. As a result, an organisation which applies these ideas will:

  • Know how to get the best from their greatest asset – their workforce
  • Know how to handle change effectively from an HR point of view
  • Know how to increase productivity
  • Know how to improve morale
  • Know how to improve motivation
  • Have an HR function which closely and in a mutually supportive way with the full line management team including Supervisors and Team Leaders

PERSONAL IMPACT

As a result of attending this seminar, delegates will

  • Be effective in a range of circumstances encountered by HR professionals
  • Be confident in their approach to HR management
  • Be confident in their dealing with line managers, Supervisors and Team Leaders
  • Know how an effective HR function is structured
  • Know how to handle a range of employee relations issues
  • Be able to define a clear purpose and role for the HR function and to develop and implement an HR strategy

Agenda

Day1 - HR as part of the business

It is essential for an HR department to be a strategic influence over the business not an administrative function. This means that an HR professional must be aware of the needs of the business. This in turn requires an understanding of the socio-economic issues in your market place.

Key Behaviours

  • Business Awareness – understanding the key business issues that affect the profitability and growth of the organisation.
  • Market Awareness – Understands external forces and pressures in the wider environment. Understands how these impact on the organisation and the market place
  • Strategic Thinking – turning strategic thinking into effective, delivered actions
  • Capability Development – prepared to invest in own development not just rely on external input
  • Change Leadership – recognises change as an opportunity

Topics to be covered

  • Understanding the context
  • Establishing the Socio-Economic developments
  • Creating an HR department that lives the organisation’s brand values and HR and Culture
  • Change management practices – changing the shape of the change curve
  • Business awareness for HR professionals

Day2 - The Component Parts of the HR Function

Establishing the expectations of the line management team. Finding the balance between the contribution made by line management and that made by HR. Creating an effective role for HR in the key functional areas.

Key Behaviours

  • Interpersonal Understanding – Displays a range of active listening and questioning skills
  • Reads individual and group behaviours
  • Capability Development – Identifies capability required to implement future strategies successfully
  • Relationship Building – takes an interest in others can see the perspective of others
  • Teamwork – able to work as a member of a team even in circumstances where there is no direct self interest
  • Organisational Awareness – able to contribute to the success of the organisation as a whole

Topics to be Covered

  • Recruitment and Selection – avoiding the common mistakes
  • Using Competencies; establishing positive and negative descriptors within competencies
  • Asking competency-based questions
  • Matching Induction to Recruitment
  • The role of the Employee Relations function within HR
  • Handling Disciplinary and Grievance Issues – case studies
  • Day3 - Refinements
  • Key Behaviours
  • Partnership Building – establishing relationships with others inside and outside the Organisation which are constructive and which facilitate the delivery of Organisation objectives.
  • Capability Development – respects and harnesses dissimilarity
  • Diversity Awareness – Actively challenges intolerant and/or insensitive actions or behaviours in the workplace
  • Performance through People – obtains high levels of performance from own team and contribute to high levels of performance amongst organisation as a whole
  • Achievement Orientation – Identifies measures for evaluating goal achievement and ensures that these are understood

Topics to be Covered

Creating the practices that develop the contribution of the HR function. Developing the policies to support best practice. Making it happen for real.

  • Making the links to precedent
  • The HR department and labour law
  • Developing Employee Relations policy to respond to socio economic conditions
  • Understanding Equality Diversity and Discrimination
  • Case studies and policy implications
  • How to design and implement a performance management system that impacts on the whole organisation

Day4 - The Psychological Contract

Creating the conditions in which all employees can give their best. Finding the balance between employee’s rights and obligations. Understanding ambition; the need for career planning and personal development.

Key Behaviours

  • Organisational Awareness – understands the culture of the organisation
  • Empowerment – Exercises judgement over capability of individuals, recognising variations in ability and potential
  • Capability Development – actively pursues development opportunities for staff
  • Capability Development – Sees the importance of development to the future of the Organisation and appropriately supports and/or develops policy initiatives
  • Planning and Organising – able to establish efficiently an appropriate seminar of action for self and/or others to accomplish a goal or goals

Topics to be Covered

  • Becoming an Employer of Choice
  • Policies to create job Satisfaction,
  • Practices to improve Retention
  • Identifying the Key Players
  • Succession Planning and matching performance with potential
  • Developing a Continuous Learning Culture

Day5 - The Way Forward

Moving forward into the new roles for HR professionals. Developing the role of the manager. Changing the nature of HR to reflect the new reality.

Key Behaviours

  • Results Focus – able to see the importance of results, be motivated about the achievement of results and to take the action necessary to achieve those results in the short and longer terms
  • Leadership – able to use personal skills to guide individuals and/or groups towards achieving individual, group or organisation goals
  • Relationship Building – builds win win relationships
  • Impact and Influence – able to persuade and influence others, taking the needs of others and the situation into account
  • Integrity – is able to take actions based on own judgement

Topics to be Covered

  • Understanding Motivation and avoiding a simplistic approach
  • Where pay and reward fit with motivation
  • The Messages for Leaders
  • Evolution of HR from Tactical to Strategic
  • Employee Relationship Management
  • The personal skills needed for the new roles

– Influencing Skills

– Managing Conflict

– Assertiveness

Certificates:

  • A Certificate of Completion from Oxford Management Centre will be issued to all participants who attend the programme from the beginning to the end.
  • Upon completion of the optional assessment, successful participants will also receive a certificate from the ILM.

Who should attend

  • Managers or Supervisors acquiring responsibility for the HR or Personnel Function
  • HR or Personnel Generalists
  • Specialists returning to, or moving to, a generalist role
  • Established HR Professionals wishing to obtain new ideas
  • Newly appointed HR professionals
  • Managers or Supervisors or Team Leaders who wish to improve their knowledge of professional HR

Next dates

Jul 7—11
5 days
Dubai, United Arab Emirates
USD 4950
USD 990 per day

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