- Course Code: HR102
- Duration: 2 weeks
- Fee: £4095
HRM, Strategy and Corporate Social Responsibility
- The meaning of human resource management
- Business and corporate strategies
- Stakeholders and corporate responsibility
High-Commitment HRM Policy and Practice
- An outline of high-commitment HR policies and practices
- Bundles of human resource practices
- Is high-commitment HRM universally applicable?
Aligning HRM with Organisational Goals
- Contingency theory and best fit
- ‘Best fit’ HRM
- Limitations of best-fit / contingency models
- The resource-based view of HRM and the ‘architecture’
- Applying RBV and architecture models to HRM
The Role of the HR function in Changing Times
- The development of HR as a specialist function
- Analysing the role of the HR function
- New forms of delivery: outsourcing, shared service centers and E-HRM
- Assessing the contribution of the HR function
Line Managers, Leadership and HRM
- Increasing the line management responsibility for HRM
- Problems with devolving HRM to line managers
- Developing line managers to provide effective HRM
Resourcing and Talent Management
- Human resource planning, turnover, and retention
- Talent management
- Defining jobs and creating person specifications
- Recruitment methods
- Differing paradigms of selection
- Performance management systems
- Induction and employee socialization
- Performance review
- Reinforcing performance standards
Learning and Knowledge Development
- The process of learning
- The training cycle
- A review of some contemporary L&D interventions
- Managing knowledge
Employee Involvement and Participation: Creating Engagement and Voice in the Workplace
- The meaning of employee involvement and participation
- From direct EIP to employee engagement
- Representative participation
- The links between informal and formal EIP
- Embedding EIP at work
- Reward management in the context
- Types of payment scheme
- Job evaluation
- Equal value considerations
- Non-pay benefits as part of the package
- HR managers and executives
- Heads of HR functions
- HR business partners and advisors
- HR professionals and practitioners
- Senior HR officers and assistants who wish to understand and contribute to the development and implementation of HRM within their organizations.
- Small-business owners and managers responsible for the people function within their organizations.
Upon completion of this course, you will be able to understand:
- The multiple meanings of HRM, the relationship between strategy and HRM, and the value of seeing the strategy in terms of multiple stakeholders.
- The principal theoretical frameworks used in HRM – the universalist high-commitment paradigm, the contingency best-fit approach and the resource-based view of the firm.
- The distinctive roles played by HR professionals and line managers, as well as the alternative forms of HR service delivery through external consultants and shared service operations.
- The concept of leadership – whether it is different from management or not.
- All components of HRM.
- A range of contemporary issues, such as talent management, recent views on knowledge development, the push for employee engagement, and multiple ways in which employees can be rewarded at work.
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Last updated September 22, 2018
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