To be relevant, HR needs to demonstrate that it makes a contribution at all levels. This involves ensuring that the management team is supported in their attempts to manage. At the same time HR has to ensure that employees are motivated, supported and developed. This can only be done through the management team.

The out of date approach says that HR is visible and controlling, requiring the rest of the organisation to follow policies developed within the HR function. The up to date approach is that HR facilitates and supports assisting the management team in efforts to improve productivity and commitment. HR is at the centre of change but change is handled by and through the management team. In this way, change is more effective and longer lasting.

Objectives:

At the end of this training course, you will learn to:

Understand the history and development of HR and Personnel Management practices

Maximise the benefits from effective human resource management

Apply the key HR and HRD strategies for improving organisational success

Work effectively with the line management team

Develop a response to the key issues surrounding HR e.g., career development, effective succession planning, making a success of performance management, etc.

Course Outline

DAY 1

HR In Transition

The current position in HR

The role of HR and the line manager

The rise of cloud-based HR systems and Enterprise systems

Organisation structures

Strategic HRM – the new HR Strategic Model

New roles in HR

The role of the HR Business Partner Part 1

DAY 2

Resourcing and Recruitment

What is the difference?

Resourcing and HRs role

Managing transition and change

Recruitment

Transitioning responsibility for recruitment from HR to line managers

What is involved

Competency based assessment

Structured interviewing and training line managers

The role of the HR Business Partner in Resourcing and Recruitment

DAY 3

Pay and Employee Reward

Trends in the Marketplace

Identifying stakeholder needs and managing these

The psychological contract

Organisational structures and managing reward across different structures

Structuring HR to cope with strategic reward, the pay review process, and communication

Ensuring the performance management essentials are in place

Effectively transitioning consistent decision making to the line manager

Reviewing the transitional issues – task/process and behaviour

DAY 4

Training, Learning and Development

The role of the line manager in training, learning and development

How HR needs to be structured to manage organisational training, learning and development

How organisational structure impacts training, learning and development

The 70% - What employees need. What line managers need.

Core competencies required of HR professionals.

DAY 5

The Future Of HR

Evolving models of HR

Enterprise systems and AI

Transition – the theory and the practice

Career development in HR – what choice points exist

Getting closer to the business – the next steps for attendees