Courses HR Training
may
202427mayAll Day31Strategic Workforce Planning
Course Details
Objectives • Define workforce planning within the context of human
Course Details
Objectives
• Define workforce planning within the context of human resources management
• Explain how HR planning is related to the overall strategic plan of the organization
• Identify the economic concepts of demand and supply and how they apply to the labor market
• Apply forecasting tools to the demand and supply of different types of human resources, both in terms of quantity and quality
• Recognize the relationship of HR planning to the staffing process
• Describe why an understanding of the external labor market is important in workforce planning
• Formulate staffing strategies to fill labor gaps whether shortages or surpluses
• Apply budgeting techniques for workforce planning
Outline
Introduction to Workforce Planning
• Strategic Workforce Planning
• Benefits of Workforce Planning
• The Difference between Workforce Planning and Succession Planning
• Potential Obstacles and Challenges
• Commonwealth Leadership and Stakeholders
• Agency Roles in Workforce Planning
obtain strategic direction and identify workforce-related operational challenges
• Use Agency Workforce Data
• Meet with Leadership and Senior Management
• Identify Workforce Planning Targets
Assess the Talent Gap
• Analyze the Current Workforce
• Identify Future Workforce Needs
• Establish the Talent Gap
Select Potential Mitigating Strategies and Develop an Agency Action Plan :-
• Identify Strategies Within the Control of the Agency
• Identify Strategies Outside the Immediate Control of the Agency
• Identify Expected Results and Measures to Assess Progress
• Develop your Agency Action Plan
• Debrief from the Workforce Planning Process
implement and Monitor the Agency Workforce Plan
• Develop a Project Plan
• Determine Impact of Anticipated Change(s)
• Implement the Project Plan
• Revise and Expand the Workforce Plan
Solution Toolkit: Strategies for Skill Development
• Cross Training and Job Rotation
• On the Job Training (OJT)
Solutions Toolkit: Strategies for Recruitment
• Internships/Fellowships
• Private/Public Co-op Programs
• Recruitment
Solutions Toolkit: Strategies for Retention
• Affinity Groups and Diversity Councils
• Alternative Work Options
• Career Planning
• Conducting EXIT Interviews
• Conducting Stay Interviews
• Mentoring and Coaching
Who Should Attend ?
Recruitment and workforce planning managers and specialists, HR professionals and strategy analysts, general HR management and business partners. This course is also useful to corporate planning managers who want to make sure their strategies are implemented successfully
Date
may 27 (Monday) - 31 (Friday)(GMT+03:00)
Venue
Singapore
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Health Guidelines for this Event
june
202410junAll Day14Advanced Selection, Interviewing & Recruitment Skills
Course Details
Objectives • Have mastered the new recruitment process and be
Course Details
Objectives
• Have mastered the new recruitment process and be able to explain it to others
• Be able to write recruitment criteria and precise score able interview questions
• Know and be able to explain to others the value of using different types of testing
• Have used a personality profile and be able to explain to others there value for recruiting and development.
• Be able to decode different types of body language, specifically when people are not telling the truth
• Have practiced interviewing to ensure the theory is put into practice and be able immediately upon returning to work to carry out or lead a professional interview.
Outline
Understand recruitment separating fact from fiction
• Course objectives and introductions
• The real cost of interviewing to the organisation
• First series of interviews
• Self-assessment of your current interviewing skills
• Completing the Personality profile
• Fact vs. fiction about interviewing
• Introduction to the recruitment process map
Mastering the Process
• Understand the job and the importance of the job description and criteria
• Writing key criteria
• How to write interview questions based on Criteria– understanding criteria
• How many questions do you need?
• Work needed to write the job advert
• Writing an advert to attract “winners not losers”
• How to write your interview questions
Testing, Personality profiling and references
• Shortlisting –a new approach to save time
• The history of testing
• Occupational ability testing – what’s new
• Ability testing – the DIY approach
• Semi medical tests – e.g. Colour blindness – practical demonstration
• The growth of mental illness and the impact on recruitment – the latest figures
• How Assessment centres work and their increasing use today
• Personality profiling – why we use it and what profilers are the best
• The importance of references
• Review and discussion
Finalising Pre written questions, Room set up and arrangements and understanding the vital role of body language
• Procedure for starting every interview
• Finalising your Interview questions – writing scene setters
• Refining knowledge based questions
• How to use probing questions
• How to score and who does the scoring
• Pre interview administration, from making all the arrangement including room set up tounderstanding body language and correctly decoding it
Practice and Practice
• Recap of the steps so far
• Putting the interview process into action
• Time table of the interviewing for the day
• The interview
• Role allocations for interview
• Review of interview and individual feed – back
Who Should Attend ?
HR and Training Personnel
Line Managers and Supervisors
Succession Planners & Developers
CEO’s and Directors
Department Heads
Date
june 10 (Monday) - 14 (Friday)(GMT+03:00)
Venue
London
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Health Guidelines for this Event
july
202408julAll Day12Strategic Change Management for HR Professionals
Course Details
Objectives • Priorities HR activities and identify what produces value
Course Details
Objectives
• Priorities HR activities and identify what produces value
• Take action to maximize manpower
• Have compiled and action plan that will produce significant organizational savings
• Master the new HR strategic model
• Master how to do predictive forecasting
• Reduce the cost and significantly improve the efficiency of succession planning
• Master business process reengineering and be able to apply the techniques both in HR and in other areas of the business
• Explain to others the 10 key areas where the Human resource can be significantly improved
Outline
HR as the Strategic Partner
• Introduction and Program Objectives
• The New Strategic process for HR
• The 10 input check list for Strategic HR
• The role of creativity in HR strategy
• How to translate Strategy into action – the value of Strategic Action Plans
• HR’s role in Matrix management and measuring results
• Review “Can the human resource really be improved at no extra cost?”. Ten areas where a real difference can be made
Making HR Effective – 10 Decisive Actions to Make a Difference
• The new shape of HR
• The internal structure needed for tomorrows successful HR departments
• Does added value apply to HR?
• Manpower Planning (1) – use of Manpower Projective Techniques
• Maximizing organizational structures to enhance productivity – how downsizing and right sizing work
• Understanding the new ratios for supervisors and managers
A New Look at Advances in Recruitment , Training and Techniques to Maximize Human Performance
• Recruitment(2) – The new approach to recruitment processes
• How testing and profiling can make a real efficiency difference
• How to improve the questioning process using the latest in behavioral techniques
• Tips and techniques used by interviewing professionals
• Professional interviewing in practice
• Training(3) – The new training efficiency model
• Techniques to determine which training provides value to the organization
• How to evaluate training
• Valuing and costing training and the use of a prioritizing system to get outstanding value from the training budget (specialist handout)
• Maximizing efficiency through pay and rewards (4)
• Concepts of value using the new talent model
• Two major improvements in efficiency – use of differentiation and bonus schemes
• Business examples – Case Studies
New Performance and Value Approaches to Performance, Competence, Appraisal and Succession Planning
• Understanding Performance (5) – Setting organizational performance standards
• Need for predictive forecasting
• Paying for performance
• Understanding how competencies (6) – are structured and how to realistically measure them
• Performance appraisal (7) – understanding the cost of appraisal and how to improve it
• Techniques to improve appraisal techniques and to maximize the value of training
• New approach – new results
• Software needed
• 5 Succession Plans (8) – what is the organization value of PDP’s?
• The three approaches to targeted succession planning
• Group exercise and report back
Business Process Re-engineering and How to Measure the Return On Investment on HR Activities
• BPR (9) – Understand the immense value Business Process Re-engineering offers
• What is BPR? – DVD and discussion
• IBM and Levis Case Study
• How to do BPR?
• Creating and Measuring value from HR (10)
• Practical examples
• The HR ROI formula
Who Should Attend ?
This course is designed for HR professionals who are responsible or are directly involved in leading strategic change and managing the process through the HR department.
Date
july 8 (Monday) - 12 (Friday)(GMT+03:00)
Venue
Spain
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Health Guidelines for this Event
202415julAll Day19Manpower Organization, Succession Planning & Trend Analysis
Course Details
Objectives • Use the key inputs to form a strategic
Course Details
Objectives
• Use the key inputs to form a strategic plan
• Be able to use the organisational change model to forecast organisational change and when restructuring is appropriate
• Master the new formulas and be able to dispense with those old formulas that no longer add value
• Be able to select form from design models for organisation design
• Use techniques for predictive forecasting using your existing data
• Master key succession planning, emergency planning, productivity management, workflow techniques and BPM
Outline
From strategy to Organisational design and working ratios
• Introductions and Program Objectives
• The key difference between Manpower planning and New Workforce Planning
• The importance of a strategic approach in workforce planning
• The use of the Organisational Maturity tool
• The critical inputs of workforce planning
• How organisations are designed
• The current types of organizational design
• Innovations in reporting ratios – what the future holds
Our role in organisational productivity
• What is productivity
• Collecting the information (you already do this) but some thing extra
• Understanding the ingredients – Competency and how to measure it
• Understanding and measurement of productivity information
• Reliability – what is it? How to measure and improve it
• Measurement of reliability – new tools –great results
• The value of time and people – essential calculations and information
• The value to the organisation of forecasting
Trends correlations and very useful new formulas
• What are trends
• Correlations
• Trend information for growth
• Trend information for contraction
• Formula for Rightsizing the organisation
Downsizing, right sizing & workflow management
• What is the difference between downsizing and rightsizing?
• Techniques for right sizing
• Downsizing the organisation
• Calculating the value of rightsizing
• Using workflow management to improve efficiency
• How much can you improve productivity by?
• Making the financial case – what is the added value here?
The Workforce planning dashboard – Business process mapping, succession and emergency planning
• Understand the value of the workforce planning dashboard
• Importance of staff satisfaction
• Why do we need business process mapping?
• What it has to offer
• How to draw business process maps & calculate the value of improvement
• Emergency planning – for people
• A new approach to critical succession planning
Who Should Attend ?
Professionals responsible for organisational design, forecasting or producing manpower information
Department Heads
HR personnel
Individuals responsible for providing workforce data
Strategic planners
Succession planners
Individuals interested in the measurement of the Human Resource
Individuals interested in transforming HR into a profit center
Personnel involved in manpower planning/ succession planning
Professionals seeking to significantly upgrade their skills and knowledge
Date
july 15 (Monday) - 19 (Friday)(GMT+03:00)
Venue
London