Making Human Resource Functions Central in Organizational Management: Aligning corporate and HR strategy

Program Overview:

Strategic decisions made by organizations can have a significant impact on staff as new hires, cutbacks or additional training may be required. All too often, senior HR professionals are put in a position of simply reacting to boardroom decisions. In order to contribute productively to high-level discussions of corporate strategy, HR leaders must have a firm grasp of the key concepts, models and language of their organization’s strategy. A knowledgeable HR executive working in partnership with an executive team can have a powerful impact on an organization’s success. as key organizational decisions have people implications.

FOR WHOM:

 Middle and senior level staff including: Managers, supervisors in human resource / personnel functions, including career development and training, Directors and senior managers concerned with the integration of HRM into their corporate strategy.

LEARNING OBJECTIVES:

At the end of the programme, participants will be able to:

• explain HRM concepts, practices and its application in modern day organizations;
• conduct a job analysis and apply this understanding to other HRM systems such as performance appraisal and compensation;
• list and explain basic HRM tools such as performance forms, and understand some of the technical HRM practices;
• evaluate the effectiveness of HRM policies, processes and procedures;
• explain the purpose and operation of key human resource practices in today’s organizations; and
• gain enhanced critical thinking skills to analyze human resource practices that can support a firm’s objectives and enhance long-term performance

COURSE OUTLINE:

Day 1: The Nature of Human Resource Management in Organizational concept

• SHRM in organizational management
• Central features of contract and employment relationship
• Models of HR strategy, control, resource and integrative management
• Levels of strategy formulation and links between business strategy and HRM
• Human Resource Management from a System Perspective
• Organizations as a dynamic system, • Organizational effectiveness and efficiency
• HRM Concepts and Practices
• New paradigms in HRM, • Concepts, tools, and instruments, • Strategic frameworks

Day 2: Personal Effectiveness

• Key traits of effective human resource managers
• Setting priorities, • Interpersonal communication, • Delegating tasks, • Personal growth and career development
• Motivation: • Motivation and organizational climate
• Performance and Quality Management
• Total quality management (TQM),
  • Consequences of total quality,
  • Management by objectives rather than

by tasks 

• Restructuring Work and Organization
• The Concept of work and Work Ethics, • Job design
• Recruitment and Selection
• Key requirements relating to recruitment and

selection,

Day 3: Performance Management and Appraisal

• Performance management, assessment and appraisal,
  • Model of performance management
• Approaches to assessment and appraisal,
  • Performance rating techniques
• Human Resource Development
• HRD within HRM
• Connection between HRD and strategy,
  • Ideas of workplace learning
• Knowledge management; The Challenges
• Health and Work Security
• Benefits of a health and wellness strategy,
  • Occupational safety, health and wellness
• HRM Processes
• Problem solving in daily HRM,
  • Planning in HRM
• Approaches to manpower planning

Training Methodology

Lectures, discussions, exercises, and case studies will be used to reinforce these teaching/learning methods.