EMAGISTER CUM LAUDE
EMAGISTER CUM LAUDE
London Business Training & Consulting

Advanced Human Resource Management

London Business Training & Consulting
À London (England)
  • London Business Training & Consulting

4558 
HT
*Prix indicatif
Montant original en GBP :
£UK 4095
FORMATION À LA UNE

Infos importantes

Typologie Short course
Lieu London (England)
Durée 2 Weeks
Début 04/02/2019
autres dates
  • Short course
  • London (England)
  • Durée:
    2 Weeks
  • Début:
    04/02/2019
    autres dates
Description

Are you interested in increasing your knowledge in Human Resources? If your answer is “yes” then you should join this Advanced Human Resource Management Course, by London Business Training & Consulting, that Emagister.co.uk has added to its catalogue.

This training is suitable to 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 organisations; small-business owners and managers responsible for the people function within their organisations.

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 strategy in terms of multiple stakeholders; 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.

Don't miss this chance and enroll in this course now. Contact London Business Training & Consulting through Emagister.co.uk. You will receive all the information needed to take a step further in your career!

Infos importantes
Quels sont les objectifs de la formation?

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 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.

Cette formation est-elle faite pour moi?

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 organisations; small-business owners and managers responsible for the people function within their organisations.

Installations (1)
Où et quand
Début Lieu
04 févr. 2019
10 juin 2019
07 oct. 2019
London
Seven Pancras Square 7 King’s Boulevard Kings Cross London N1C 4AG, London, England
Voir plan
Début 04 févr. 2019
10 juin 2019
07 oct. 2019
Lieu
London
Seven Pancras Square 7 King’s Boulevard Kings Cross London N1C 4AG, London, England
Voir plan

Qu'apprend-on avec cette formation ?

Management
Leadership
Corporate Social Responsibility
Consulting
HRM
Resource Management
HR Practices
Talent Management
Training planning
Training
HR organisational development

Programme

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
  • 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 centres 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
  • Leadership
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
  • Performance management systems
  • Induction and employee socialisation
  • 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
  • Reward management in context
  • Types of payment scheme
  • Job evaluation
  • Equal value considerations
  • Non-pay benefits as part of the package