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Human Resources Management

by on January 6, 2015
Posted in Human Resources

Workshop Outline

 

  • Background

 

  • The management challenge and the new work place
  • What is human resource management?
  • Traditional versus strategic human resource management
  • The evolving HR function
  • The hierarchy of needs
  • Organizational challenges
  • Managing in times of changing people and global turbulence
  • The importance of human capital
  • What does it mean to put people first?
  • The downward performance spiral
  • What a people-based strategy does
  • The seven practices of successful organizations
  • HR challenges at MTC/Bahrain – Group work
  • How to overcome these challenges? – Group work

 

  • Strategic HRM: A Model for Multiple Roles

 

  • HR roles in building a highly performing organization
    • Management of strategic HR
    • Management of organizational infrastructure
    • Management of employee contribution
    • Management of transformation and change
  • The new HR champion
  • Sample activities related to HR roles

 

  • Strategic Human Resource Planning and Job Analysis

 

  • What is SHRP?
  • Purposes and importance of HRP
  • Linking HRP to organizational strategy
  • Assessing current HR
  • Replacement charts
  • Supply and demand: SHRP process
  • Procedures ands steps for HRP
  • Job analysis
  • Relationships and aspects of job analysis
  • Purposes and importance of job analysis
  • Collecting job analysis information – methods for gathering information
  • Job descriptions
  • The pervasiveness of job analysis
  • Case study about performing job analysis

 

  • Recruitment

 

  • Definition
  • Overview of the recruitment process
  • Strategic issues in recruiting
  • Internal recruiting
  • External recruiting
  • Alternatives to traditional recruiting
  • Formal methods of external recruiting
  • Recruitment methods
  • Mean rated effectiveness of recruiting sources – survey results

 

  • Assessing Job Candidates: Tools for Selection

 

  • Benefits of careful and strategic selection
  • Order in which selection devices are used
  • Tests: Reliability
  • Tests: Validity
  • Paper-and-pencil tests of ability
  • Work sample and trainability tests
  • Personality tests
  • The interview: what can go wrong?
  • Structured interviews
  • Assessment centers
  • Comparison of selection devices
  • Benefits of proper selection systems

 

  • Job Evaluation

 

  • Definition
  • Goals of job evaluation
  • Elements of equity
  • Establishing internal equity: job evaluation methods
  • The point factor method
  • The job grading/classification method
  • The job ranking method
  • Criticism of job evaluation
  • Problems with job evaluation
  • Determining pay rates
  • Merit pay plans
  • Skill based pay
  • Role of the HR department
  • Case study: job evaluation for a specific job

 

  • The Effectiveness of Training and Development

 

  • What is training?
  • Training efficiency versus effectiveness
  • The contribution of training
    • Maintaining the skills pool
    • Preparing for new challenges
  • The training cycle
  • Training systems model
  • Models of training
    • The individual training model
    • Organizational effectives and the increased effectiveness model
    • Which model to use at Syriatel?
  • Training needs assessment: three levels of assessment
  • Why do subordinates fail?
  • Pause and think: training at MTC
  • The training phase
  • Some learning principles
  • Off-the job-training methods
  • The training policy document
  • How to evaluate changes due training? Four levels of evaluation
  • Assessment exercise: Effectiveness of training and development
  • Some HRD metrics

 

  • How to Plan and Conduct Productive Performance Appraisals (PA)

 

  • Defining the performance appraisal process
  • The PA: an exercise in job design
  • Importance of feedback
  • Dividing responsibilities of PA
  • How often should PA be given?
  • Problems with PA
  • Measurement of performance
  • How to minimize the effect of bias and error
  • Performance appraisal techniques:
    • Rating scales
    • Checklists
    • Critical incidents
    • MBO
    • Self-appraisal

 

  • Benchmarking, Measuring and Evaluating HR Results

 

  • Globalization and benchmarking
  • What is benchmarking?
  • Why to benchmark?
  • Measuring HR
  • Benchmarking benefits – Group exercise
  • Types of benchmarking
  • How to use benchmarking results
  • Avoid benchmarking mistakes

 

 

  • Participants Action Plan

 

  • General recommendations and conclusions
  • Individual action plan presentations

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