The Organisational Context
- Characteristics of organisations
- What should an HR practitioner achieve?
- Organising the HR function
- Trade unions
- Jobs with repetitive activities
- Administrative and technical work, and delivery of services
- Professional and managerial jobs
- The organisation chart
- Job evaluation
Recruitment and Selection
- Workforce planning
- The recruitment and selection process
- Making the appointment
- Performance management vs. performance appraisal
- Interviewing skills
- Pay systems and structures
- Linking pay with performance
- Non-pay rewards
- Making pay decisions
- Handling grievances
- Employee voice and employee engagement
- The psychological contract
Learning and Development
- The learning cycle
- Levels of learning needs analysis
- Learning and development plans
- Implementing learning and development activities
Information and Communication Technology in HR
- Why are records important in HR
- Manual and computerised records
- Information and consultation
- Confidentiality, openness, and social media
Change in Organisations
- Approaches to change
- Managing change
- The impact of change on individuals
- Supporting employees through change
- Negotiating, influencing and persuading
- Emotional intelligence, empathy and resilience
- Continuous professional development
- HR officers and managers who are newly appointed to the role and who lack previous generalist experience.
- HR assistants, administrators and PAs who support more senior HR staff.
- Employees working for new but rapidly expanding organisations who acquire responsibility for establishing and formalising HR policies, procedures and practices.
- Staff who work in HR-related areas.
- Staff who work in specialist areas of HR practice, such as training, employee relations or job evaluation, who wish to progress into or have more knowledge of generalist roles.
- Line managers or supervisors who have responsibility for HR activities.
- Owners or managers of small businesses who have overall responsibility for the ‘people element’ within them.
Upon completion of this course, you will be able to understand:
- The broader aspects surrounding the HR function, as well as the wide range of activities involved in its execution.
- The importance of good job analysis in relation to HR activities.
- The processes of recruitment, selection, making an offer, induction and evaluation.
- The broader concept of performance management.
- Why reward is such an important issue.
- The changing nature of employee relations.
- The stages of the learning cycle, starting with the identification of learning needs and proceeding through the stages of planning, implementing and evaluating.
- The implications of information and communications in HR.
- Why change is important and why organisations needs to change.
- The variety of skills necessary for effective performance in an HR role.
£5075 + VAT