Human Resources Training and Development Management

HRODC Postgraduate Training Institute
In Paris, France (France) andCentral London (England), Doha, Qatar (Qatar)

Higher than Rs 100000

Important information

  • Intensive course
  • At 3 venues
  • 360 hours of class
  • Duration:
    3 Months
  • When:
    Flexible
Description

Limited Objectives: By the conclusion of the specific learning & development activities, delegates will be able to: Be able to position the training department within organisational corporate structure. Be able to design appropriate in-course evaluation. Design appropriate assessments and assessment strategy of award-bearing components of training programmes. Effectively structure training courses to incorporate formal presentations, delegate activities and evaluation.
Suitable for: HR Practitioners. HR Generalists. HR Managers. Trainers. Consultants. Business Owners. Supervisors. Senor and Middle Managers. All those responsible for HR Management Decision-making. Other Professionals who would like to develop their internal consulting skills

Important information

Requirements: Degree or Work Experience

Venues

Where and when

Starts Location
Flexible
Central London
Carburton Street, W1W 5EE, London, England
See map
Flexible
Doha, Qatar
Al Wahda Street, 25500, Doha, Qatar
See map
Flexible
Paris, France
Rue de Valois, 75001, (75) Paris, France
See map

What you'll learn on the course

Management
Evaluation
Budgeting
Appraisal
Motivation
Investment
Benefits
Accounting
IT
Performance
Design
Accounting MBA
Planning
systems
Performance Appraisal
IT Development
IT Management
Skills and Training
Human Resources
Human resources training and development

Course programme

The short content of the course:

- The rationale for human resource planning (HRP).
- The link between HRP and corporate planning.
- The investigation and forecasting processes-understanding contextual influences

- Career management: career theory, career development, management and succession planning:
- Management succession charts
- Psychometric testing

- Managing poor performance
- Managing absence
- Dealing with harassment
- The effective management of retirement, redundancy, dismissal and voluntary turnover.
- Evaluating the mechanisms available for preventing or alleviating poor performance

- Learning And Memory.
- Conditions Conducive To Learning And Memory.
- The Taxonomy Of Educational Objectives.
- Establishing Learning Objectives.
- Value Of Varied Learning Experiences.
- Determining The Content Of Training Programmes.
- Designing Delegate Activities, In Line With Established Objectives.
- Effective Oral Presentations.
- Designing Training Courses.
- Designing Icebreaker And Closure Activities.
- Creating An ‘Ideal' Setting

- Directing Or Leading.
- The Concept of Motivation.
- Theories of Motivation.
- Content Theories & Some of Their Contributors.
- Maslow's Hierarchy of Needs.
- Analysis of Maslow's Claims.
- McClelland's Studies. 
- Taylor: Money & Motivation.
- Motivator-Hygiene Factor: Hertzberg's Contribution.
- Process Theories.
- Equity Theory.
- Goal-Setting Theory.
- Expectancy Theory.
- Equitable Reward Systems.
- Reinforcement Theories.
- Reinforcement Theory.
- Motivation & Contingency Theory.
- Designing An Effective Motivation Strategy.
- The collectivist Vs the individualist perspective of motivation.
- Common trends in Motivation theories.
- Intrinsic and extrinsic values of motivation.
- Motivation and worker behaviour.
- The extent to which salary or wages inducement motivate workers.
- Performance Related Pay (PRP).
- Productivity Bonuses.
- Efficiency Gains.
- Profit Share.
- The contingency approach to motivation.
- Social differentiation in motivation.
- Culture differentiation in motivation.
- Wealth as a factor in motivation.
- Class as an issue in Motivation.
- Individual expectation and motivation.
- Individual preferences as a motivating factor

- Rationale For and Definition of Training Needs Analysis (TNA)
- Organisational Training Needs Analysis
- Subsystem Training Needs Analysis
- Individual Training Needs Analysis
- Approaches, Methods and Techniques of Training Needs Analysis.
- Approaches to and Methods of Training Needs Analysis
- Approaches to Training Needs Analysis
- Methods of Training Needs Analysis 
- Focus Groups
- Action Learning
- Learning By Doing; 
- Experiential Learning; 
- Reflecting On Practice; 
- Being Open; 
- Sharing Ideas; 
- Collaborating

- Methods of Training Needs Analysis continued.
- Action Learning -
- Synergy; 
- Learning To Learn; 
- Life-Long Learning; And 
- Learning In The Workplace. 
- "Improved Strategic Thinking Ability; 
- Understanding Group Processes And Organisational Change; 
- Improved Understanding Between Sections Of The Organisation; 
- Development Of New Skills (E.G. Leadership, Problem-Solving, Communication, Questioning. Presentation And Process Facilitation Skills); 
- Ideas For Future Projects And Programs; 
-  A Concrete Outcome Of Benefit To The Organisation And Program Participants; And 
- High Proven Returns On Investment In The Action Learning Program". 
- Action Research
- Process Management
- Assessment Centres
- TNA 2000
- Techniques of TNA
- Sources of Information for Training Needs Analysis (TNA)
- Strategic Plans
- Tactical Plans
- Operational Plans
- Strategic Operational Review
- Human Resource Plan
- Succession Plan
- Human Resource Audit
- Critical Incident Reports
- Individual Performance Appraisal Reports
- Personnel Deployment Charts
- Business Plans
- Strategic Plans
- Job Evaluation or Job Tasks and Role Analysis
- Client or Customer Feedback.
- Throughput Accounting
- Throughput Accounting: An Introduction
- Determining whether a Programme or event Increases Throughput
- Effect of Reducing Investment (Inventory) (money that cannot be used) in B siness and Non-Business Organisations 
- Reducing Operating Expense

- Efficiency Gains
- Defining Efficiency Gains
- Measuring Efficiency Gains
- Improving Efficiency Gains 
- Substituting the concept of ‘Efficiency Gains', in Throughput Accounting, for the Concept of Net Profit in Training Departments, as in:
- Net profit (NP) = Throughput - Operating Expense = T-OE 
- Return on investment (ROI) = Net profit / Investment = NP/I 
- Productivity (P) = Throughput / Operating expense = T/OE 
- Investment turns (IT) = Throughput / Investment = T/I 
- Difference Between Education, Training and Development
- Training and ‘Opportunity Cost'
- Calculating Rate of Return From Training Investment
- Investors In People (IIP): The British Model

- Organisational Control
- Organisational Control Systems
- Operational Control
- Loading - 
- Sequencing - 
- Detailed Scheduling:
- Other control mechanism include:
- Inventory control
- Cost control
- Quality control
- Budgeting As an Control Mechanism
- Budgeting and the Controlling of Organisational Resources
- Traditional methods of resource allocation.
- Modern Approaches To Resource Allocation - Based on Assessment of the Potential of Subsystem to Succeed, In relation to prevailing environmental situation

- Revenue centres, 
- Expense or cost centres, 
- Profit Centres 
- Investment centres
- Managing Organisational Resources
- Relationship Between Strategic Management And Resource Management

- The Functions of Management
- Planning As A Function Of Management
- Strategic Plans
- Tactical Plans
- Operational Plans
- Standing Plans
- Co-ordinating as a Function of Management: Training and Development Modification 
- Co-ordinating through Mutual adjustment 
- Co-ordinating through Direct supervision
- Co-ordinating through Standardisation of work Process
- Co-ordinating through Standardisation of input - skills, knowledge and attitudes
- Co-ordinating through Standardisation of output
- Costing and Cost-Benefit Analysis
- Activity-Based Costing
- Policy Planning and Budgeting Systems (PPBS)
- Zero Base Budgeting
- Paradigm-Based Budgeting
- Process-Based Budgeting
- Priority-Based Budgeting 
- Performance-Based Budgeting 
- Activity-Based Budgeting
- Efficiency Gains
- Defining Efficiency Gains
- Measuring Efficiency Gains
- Improving Efficiency Gains 
- Substituting the concept of ‘Efficiency Gains', in Throughput Accounting, for the Concept of Net Profit in Training Departments, as in:
- Net profit (NP) = Throughput - Operating Expense = T-OE 
- Return on investment (ROI) = Net profit / Investment = NP/I 
- Productivity (P) = Throughput / Operating expense = T/OE 
- Investment turns (IT) = Throughput / Investment = T/I Difference Between Education, Training and Development
- Training and ‘Opportunity Cost'
- Calculating Rate of Return From Training Investment
- Investors In People (IIP): The British Model

- Performance appraisal: A definition
- Objectives of performance appraisal
- Why some managers are afraid to appraise
- Performance and the halo effect
- Performance appraisal and the thorny effect
- Organisational benefits and performance appraisal 
- Individual benefits of performance appraisal
- Subsystem benefits of performance appraisal
- The appraisal cycle
- Systematising performance appraisal
- Some problems with performance appraisal
- Punitive aspects of performance appraisal
- Some popular appraisal systems
- Graphic rating scales
- Ranking
- Paired comparison
- Self appraisal
- Critical incident
- Management by objectives (mbo)
- 360 degree appraisal
- The appraisal setting

- Reward management strategies: provide support for corporate values
- Reward management derived from business strategy and goals 
- Reward management and its links to organizational performance
- Reward management and the driving force for individual behaviour 
- Reward management and its relationship to leadership styles 
- Reward management and competition
- Reward management and the attraction to high calibre personnel
- Encouraging positive and effective organisational culture
- Culture and organisational values 
- Level and type of motivation customer or clients, product or service, 
- Degree of learning that is encouraged and general identity
- Remuneration systems:
- Factors affecting remuneration systems:
- Government' reduced or increased spending
- Increased or decreased labour force availability
- Organization's expansion, contraction or diversification plans
- Increased competition
- Increased demand for quality
- Remuneration packages, including salary and welfare benefits and payments
- Pay or remuneration structures
- Pay structures, purpose, criteria and types
- Performance related pay (PRP)

Additional information

Payment options: Payments need to be made two weeks prior to course start.