HR certification: basic course

Transcription

1 HR certification: basic course What makes the program unique: It is a modular program covering all major areas of the integrated talent There are trainings for different levels of HR professionals (basic and advanced) It combines theoretical and practical training components Trainings are conducted by People Advisory Services team consultants with significant experience of implementing projects for Georgian and international companies To obtain certification participants must pass an examination for each module Training is conducted in English or Russian Teaching methodology Training is interactive and features a number of practical tasks Target audience HR specialists and managers, administrative personnel involved into HR matters, employees of other departments, planning to acquire HR knowledge Program objectives Help participants to systemize their theoretical HR knowledge Give the big picture of the HR system and its place in overall business Familiarize participants with practical tools and their application Introduce participants to leading international and local practices in integrated talent Teach participants how to use their knowledge to solve practical problems Organizational 3 sessions Performance Foundations and strategic perspectives of HR HR certification: basic course 5 modules / 13 sessions Talent 4 sessions Compensation

2 Module Foundations and strategic perspectives of HR Training Strategic perspectives of HR The place and role of HR in a company system Evolution of views on HR and the role of the HR department in a company Integrated talent system Key talent processes review of the leading international and local practices Organizational structure of HR department Regulation of HR function Measuring the effectiveness of the HR function: key metrics Advanced level Training HR within continuous improvement system Concept of lean and other continuous improvement frameworks New vision and strategy for lean HR. The profile of new HR professional skills and competencies Developing the lean culture in the organization Influence of lean on job design and job descriptions new competencies for leaders and all employees Development of HR processes and systems supporting the lean culture (recruitment, training and, performance, recognition and rewards) Change of support function responsibilities in view of lean implementation (IT, HR, quality assurance, accounting). Module Talent Training Workforce analytics and planning Goals and objectives of workforce analytics and planning Key stages of strategic workforce planning Determining quantitative and qualitative needs in personnel Models of human resource provision Rotation programs: program peculiarities of geographical and cross-functional rotation, mobile personnel, rotation process Key components and stages of competency modeling. Approach to competency model Training Recruiting and personnel on-boarding Strategic view on recruitment Employer branding concept, objectives and components of an employer brand. Employer branding process and its relation to a company and a product brand The components of a full recruitment cycle; organization of the selection, recruiting and onboarding process Personnel segmentation and of a differentiated strategy for attraction and retention Basic recruitment methods for different categories of employees. The role and participation of line manager in the recruiting process Concept of personnel selection by competencies Peculiarities of attraction and selection for mass positions Practical advice on search and recruitment, including the most common mistakes made during interviews Leading market trends in recruitment Measuring the effectiveness of recruitment: key metrics Training Personnel training and Goals and objectives of personnel training and Training and types and forms; complementary training programs (corporate university, leadership programs, internal production training programs, remote learning, mentoring programs) Organizing a company s training and process: determining needs, planning, realization, control and efficiency assessment

3 Integrated approach to employees training and towards creating a self-learning organizational culture Training during organizational changes Market trends in personnel training and Measuring the effectiveness of training and : key metrics Training Career and succession Goals and objectives of career and succession Basic approaches and career tools Successors pool: structure, levels, formation order, effectiveness evaluation criteria Personnel retention programs Global trends in career and succession Measuring the effectiveness of career and succession : key metrics Module Compensation Training Total reward and base pay The reward and compensation concepts Place of compensation in total reward Reward system key elements A company s compensation and benefits system a strategic approach to its and Basic principles of a compensation and benefits system ; compensation and benefits model Approaches to organizing a compensation and benefits system A compensation strategy and its relation to a business strategy Key assumptions in of a graded pay structure Methodology and key stages of a graded pay structure Allowances and social payments Use of regional coefficients Training Managing variable pay and non-monetary reward Role of variable pay in total reward Objectives and types of variable pay; the most common practices on the labor market Designing incentive pay systems and connecting a variable pay system with a personnel performance appraisal system and other talent systems Peculiarities of variable pay for certain categories of personnel: top managers, sales personnel, production personnel The goals, objectives and types of long-term incentive programs (LTIP) Georgian practice: main trends and peculiarities of variable pay use on the Ukrainian market The structure and purpose of a social package: basic benefit types The most common types of benefits on the labor market Approaches to developing a social package, including the benefits cafeteria and effectiveness analysis Non-material elements of total reward Module Performance Training Personnel performance Goals and objectives of personnel performance Key approaches to a company performance and their impact on personnel performance Connection of a performance appraisal system with other talent systems Approaches to a personnel performance appraisal system ; performance appraisal procedures

4 Management by objectives principles and basic tools of performance appraisal, approach to of KPIs within a performance appraisal system Management by competencies principles and basic tools of performance appraisal based on competencies Development of an integrated personnel appraisal system Constructive feedback as an important element of the personnel performance appraisal system Peculiarities of implementing a personnel performance appraisal system; possible difficulties and how to overcome them Peculiarities of developing a long-term action plan based on personnel performance appraisal results Advanced level Training Building a result-oriented organizational culture Theoretical concepts of a corporate culture The concept of an effective corporate culture in the context of high-performance organizations. Key differences between a corporate culture per se and an effective corporate culture A corporate culture typology. The peculiarities of diagnostics and assessment of a corporate culture Assessment and analysis of a corporate culture for compliance with an organization's goals. Visualization (profile construction) of the existing and the desired corporate culture Development of an action plan based on the results of diagnostics of a corporate culture The concept of employees engagement and its essence Key factors impacting employees engagement Principles and approaches to increasing employees engagement Measuring employees satisfaction and employees engagement Module Organizational Training Basics of organizational design Organizational theory and the typology of organizations Stages of an organizational Goals of an organizational design Basic types of organizational structures and their key peculiarities Formal and informal structure of an organization Analysis of business processes and the effective use of resources Types and characteristics of organizational changes: organizational adjustment, redesign, transformation Elements of an organizational design: vision and strategy, processes, structure, roles, communication flows Stages and tools of an organizational design Organizational performance metrics Training HR strategy Goals and objectives of strategic HR planning Factors influencing the of HR strategy Stages of an HR strategy An HR function maturity assessment as a tool for developing an HR strategy The budget as a financial plan; the budget s place in the of an HR strategy A budgeting cycle and process. Information necessary for budgeting and its source Scenario planning Procedure and methods of a budget calculation Planned/actual budget analysis

5 Training Change Goals and objectives of change Theoretical concepts of change Change scenarios depending on the nature of changes Assessment of an organization s readiness for change Assessment of the scale and complexity of changes Building a team to manage change Communications and their role in change Assessment of an impact of changes on the organizational activity Personnel training in preparation for change Ongoing change and the peculiarities of its How to apply? Register with: Miranda.Morchadze@ge.ey.com