Strategic Human Resource Management

INTRODUCTION

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The out-of-date approach says that HR is visible and controlling, requiring the rest of the organisation to follow policies developed within the HR function.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.

However, this approach requires a new type of HR function with new practices and a series of new skills within the HR team. This Human Resources Development & Personnel Management training course will give you the confidence to develop a new sort of HR function; show you a new approach and help you with learning the new practices and skills.

OBJECTIVES

• 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 behavior

DAY 4

• Training, Learning and Development
• Is the 70/20/10 model the default position?
• 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