Online PG Course: Strategic and Operational Human Resource Management in an International Context

Our Contribution to the Global Response to COVID-19 (Coronavirus) Pandemic: Normal Cost: £6,700; £1,200 During Pandemic.

Online Seminar or Course Number 261, Strategic and Operational Human Resource Management in an International Context Course, Leading to Diploma - Postgraduate - in Strategic and Operational Human Resource Management in an International Context (Double Credit), Accumulating to a Postgraduate Diploma. Course contents include: A Distinction between Personnel Management and Human Resource Management; The advent of Welfare Management; The role of Joseph Rowntree in Industrial Welfare Development; The Development of Professional Personnel and Human Resource Management; Concerns of Personnel Management: Recruitment and Selection; Workers’ Welfare and Benefits; Industrial Relations; Staff Appraisal; Training and Development; The strategic significance of Human Resource Management; Concerns of Human Resource Management: Recruitment; Selection; Motivation; Human Resource Planning; Workforce Management Strategy; Flexible Working Strategy; The rationale for Human Resource Planning (HRP); The link between HRP and Corporate Planning; Human Resource Forecasting (HRF); Designing, implementing and reviewing the effectiveness of HRP; The role of Employee Resourcing in Corporate Strategies and Goals; The role of internal and stakeholders in the Employee Resourcing process; Emergent and Contingency Approaches to Employee Resourcing; The role of Employee Resourcing in Business and Subsystem Strategy; The role of Employee Resourcing in the Development of Organisational Strategy; Organisational Strategy and Employee Resourcing Strategy Compatibility;  Strategising Employee Resourcing; Logicalising Internal and External Selection Processes; Internal and External Selection Processes as an Organisational Development Phenomena; Rationalising Internal Selection as a Process; Staff Turnover and its Negative and Positive Impact On the Organisation; Recruitment and Selection as a Resourcing Activity; The Importance of Human Resource Forecasts; Methods of Forecasting Human Resource Needs of the Organisation; The Political, Economic, Social, Technological, Environmental and Legal (PESTEL) Factors, in the External Uncontrollable Environment and how they impinge on Employee Resourcing, incorporating Human Resource Planning; Strategic Operational Review’ (SOR) As Prerequisite for Human Resource Forecasting; Importance of Human Resource Audit; Conducting Human Resource Audit; Personnel Deployment Chart (PDC); Management Succession Chart (MSC); Job Analysis; Job Description; Personnel Specification; Market Targeting; Designing and Placing Advertisement; Designing a Candidate Assessment Form (CAF); Weighting and Using a Candidate Assessment Form (CAF); Non-Conventional Personnel Selection; Short Listing Candidates; Conducting Selection Interviews.

 

Click To Download PDF Brochure for Strategic and Operational Human Resource Management in an International Context Course

 

Course Co-ordinator:

Prof. Dr. R. B. Crawford is Course Coordinator. He is the Director of HRODC Postgraduate Training Institute, A Postgraduate-Only Institution. He has the following Qualifications and Affiliations:

Doctor of Philosophy {(PhD) {University College London (UCL) - University of London)};

MEd Management (University of Bath);

Postgraduate (Advanced) Diploma Science Teacher Ed. (University of Bristol);

Postgraduate Certificate in Information Systems (University of West London, formerly Thames Valley University);

Diploma in Doctoral Research Supervision, (University of Wolverhampton);

Teaching Certificate;

Fellow of the Institute of Management Specialists;

Human Resources Specialist, of the Institute of Management Specialists;

Member of the Asian Academy of Management (MAAM);

Member of the International Society of Gesture Studies (MISGS);

Member of the Standing Council for Organisational Symbolism (MSCOS);

Member of ResearchGate;

Executive Member of Academy of Management (AOM). There, his contribution incorporates the judging of competitions, review of journal articles, and guiding the development of conference papers. He also contributes to the Disciplines of:

Human Resources;

Organization and Management Theory;

Organization Development and Change;

Research Methods;

Conflict Management;

Organizational Behavior;

Management Consulting;

Gender & Diversity in Organizations; and

Critical Management Studies.

Professor Dr. Crawford has been an Academic in the following UK Universities:

University of London (Royal Holloway), as Research Tutor;

University of Greenwich (Business School), as Senior Lecturer (Associate Professor), in Organisational Behaviour and Human Resource Management;

University of Wolverhampton, (Wolverhampton Business School), as Senior Lecturer (Associate Professor), in Organisational Behaviour and Human Resource Management;

London Southbank University (Business School), as Lecturer and Unit Leader.

His responsibilities in these roles included:

Doctoral Research Supervisor;

Admissions Tutor;

Postgraduate and Undergraduate Dissertation Supervisor;

Programme Leader;

Personal Tutor.

 

Duration: 20 Days, Based on 3 Hours per Day Tuition

 

Normal Cost: £6,700.00  Per Delegate; Now: £344.00 Per Delegate, During Pandemic.

 

For Whom This Course is Designed

This Course is Designed For:

 Business Consultants;

Employee Development Managers;

Experienced Managers, who are new to Human Resource Management;

Human Resource (HR) Consultants;

Human Resource (HR) Directors;

Human Resource (HR) Executives;

Human Resource (HR) Generalists;

Human Resource (HR) Managers;

Human Resource (HR) Planners;

Human Resource (HR) Professionals;

Human Resource (HR) Recruitment Specialists;

Human Resource (HR) Strategists;

Human Resource Development (HRD) professionals;

Human Resource Development (HRD) Specialists;

Human Resource Management (HRM) Specialists;

Human Resource Managers;

Human Resource Professionals;

Human Resource Specialists who need to expand their knowledge and expertise in all aspects of human resources management;

Junior Managers;

Line Managers;

Middle Managers;

Organisational Development Specialists;

Senior Mangers;

Small business owners who do not have in-house professional Human Resource Management expertise;

Talent Management Officials;

Training Coordinators and Administrators;

Training Managers;

Venture Capitalists;

Those considering entering the field of Human Resource Management Early- to mid-career professionals who need to manage the increasing complexity of interpersonal or organizational dynamics in their jobs; 

All others who are desirous of mastering the Employee Resourcing Process. Specifically, those who are concerned with Workforce Planning; Human Resource Recruitment; Human Resource Selection; Human Resource Strategising.

 

Video-Enhanced Online Strategic and Operational Human Resource Management in an International Context Course

Our Video-Enhanced Online Mode of delivery of our courses is the same as being in a classroom – but virtually;

This Video-Enhanced Online mode of delivery is Revolutionary and currently unique to HRODC Postgraduate Training Institute;

The tutor will meet the group on Video and present the course, in the same way as though in a classroom;

Where there is more than one participant, they will be able to see and interact with each other, and with the tutor;

They will watch and discuss the various video cases and demonstration videos that form an integral part of our courses;

Assessment is structured in the same way as it is done in a classroom setting;

The Video-Enhanced Online mode of training usually starts on the 1st of each month, with the cut-off date being the 20th of the previous month. This cut-off date means that Admission should have been granted and fee payment received;

It will last twice as long as the classroom-based deliveries. For example, a 5-day (30 Credit Hours) classroom-based course will last 10 days, in Video-Enhanced Online mode. This calculation is based on 3 hours tuition per day, meeting the Institute’s required 30 Credit-Hours;

The cost of the Video-Enhanced Online mode is 67% of the classroom-based course;

For example, a 5-day classroom-based course, which costs Five Thousand Pounds, costs only Three Thousand Three Hundred and Fifty Pounds (£3,350.00) in Video-Enhanced Online Mode.

 

Delegates will be treated to a Selection of our Complimentary Products, which include:

 HRODC Postgraduate Training Institute’s Leather Conference Folder;

HRODC Postgraduate Training Institute’s Leather Conference Ring Binder/ Writing Pad;

HRODC Postgraduate Training Institute’s Key Ring/ Chain;

HRODC Postgraduate Training Institute’s Leather Conference (Computer – Phone) Bag – Black or Brown;

HRODC Postgraduate Training Institute’s 8GB USB Flash Memory Drive, with Course Material;

HRODC Postgraduate Training Institute’s Metal Pen;

HRODC Postgraduate Training Institute’s Polo Shirt.

 

Online Strategic and Operational Human Resource Management in an International Context, Leading to Diploma – Postgraduate – in Strategic and Operational Human Resource Management in an International Context (Double Credit)

 

Course Objectives

 By the conclusion of the specified learning and development activities, delegates will be able to:

Calculate the Return on Investment (ROI) in Education, Training and Development;

Demonstrate a heightened knowledge of how training needs might be devised from Strategic Plans;

Demonstrate an appreciation of the importance of welfare in the development of Personnel Management and Human Resource Management;

Demonstrate an awareness of the importance of Delegation in Human Resource & Organisational Development;

Demonstrate awareness of the importance of communication in the process of Human Resource Management;

Demonstrate their ability to conduct a Human Resource Audit;

Demonstrate their ability to design an effective Employee Resourcing Strategy;

Demonstrate their ability to determine the type of commitment that motivate particular individuals to join an organisation;

Demonstrate their ability to lead a recruitment and Selection Team;

Demonstrate their ability to manage recruitment and selection within a ‘resourcing context’.

Demonstrate their understanding of distinction between Personnel Management and Human Resource Management;

Design a Job Description;

Design a Personnel Specification;

Design and Weight a Candidate Assessment Form (CAF);

Determine the factors influencing Human Resource Planning;

Determine the factors that Delegatees should ascertain before delegating tasks;

Determine the links between corporate planning and human resource planning;

Determine the organisation’s opportunity costs in providing Education, Training and Development for its Employees;

Determine the resources necessary to enhance individual and team performance;

Determine the support that Delegators should give to their Delegatees, during their performance of the specified tasks.

Determine when there is a need to review an organization human resource plans;

Develop a Strategy to manage poor performance.

Discuss the major issues associated with Delegation;

Discuss, with confidence, the factors that are associated with poor performance;

Distinguish between Education, Training and Development;

Elucidate the benefits of Delegation to Delegatees;

Elucidate the concerns of managers in delegating;

Exhibit confidence in Delegating;

Exhibit their ability to take appropriate measures to improve Individual and Team Performance;

Explain the process and value of Human Resource Audit;

Explain the underlying concept of Investors in People (IIP);

Illustrate, vividly, how the Political, Economic, Social, Technological, Environmental and Legal (PESTEL) Factors impinge on Employee Resourcing, incorporating Human Resource Planning;

Indicate the significant aspects in the Development of Personnel Management and Human Resource Management;

Link Employee Resourcing with Business and Organisational Development;

Locate Performance Management in an appropriate context;

Suggest the importance of Human Resource Planning in Organisation Management.

 

Course Contents, Concepts and Issues

 Part 1: From Personnel to Human Resource Management: A Strategic Development

A Distinction between Personnel Management and Human Resource Management;

The advent of Welfare Management;

The role of Joseph Rowntree in Industrial Welfare Development;

The Development of Professional Personnel and Human Resource Management;

Concerns of Personnel Management:

Recruitment and Selection;

Workers’ Welfare and Benefits;

Industrial Relations;

Staff Appraisal;

Training and Development.

The strategic significance of Human Resource Management;

Concerns of Human Resource Management:

Recruitment;

Selection;

Motivation;

Human Resource Planning;

Workforce Management Strategy;

Flexible Working Strategy

The rationale for Human Resource Planning (HRP);

The link between HRP and Corporate Planning;

Human Resource Forecasting (HRF);

Designing, implementing and reviewing the effectiveness of HRP;

The role of Employee Resourcing in Corporate Strategies and Goals;

The role of internal and stakeholders in the Employee Resourcing process;

Emergent and Contingency Approaches to Employee Resourcing;

The role of Employee Resourcing in Business and Subsystem Strategy;

The role of Employee Resourcing in the Development of Organisational Strategy;

Organisational Strategy and Employee Resourcing Strategy Compatibility.

 

Part 2: Strategising Employee Resourcing

Logicalising Internal and External Selection Processes;

Internal and External Selection Processes as an Organisational Development Phenomena;

Rationalising Internal Selection as a Process;

Staff Turnover and its Negative and Positive Impact On the Organisation;

Recruitment and Selection as a Resourcing Activity;

The Importance of Human Resource Forecasts;

Methods of Forecasting Human Resource Needs of the Organisation;

The Political, Economic, Social, Technological, Environmental and Legal (PESTEL) Factors, in the External Uncontrollable Environment and how they impinge on Employee Resourcing, incorporating Human Resource Planning;

Strategic Operational Review’ (SOR) As Prerequisite for Human Resource Forecasting;

Importance of Human Resource Audit;

Conducting Human Resource Audit;

Personnel Deployment Chart (PDC);

Management Succession Chart (MSC);

Job Analysis;

Job Description;

Personnel Specification;

Market Targeting;

Designing and Placing Advertisement;

Designing a Candidate Assessment Form (CAF);

Weighting and Using a Candidate Assessment Form (CAF);

Non-Conventional Personnel Selection;

Short Listing Candidates;

Conducting Selection Interviews;

 

Part 3: Motivation in Human Resource Management (1)

Directing or Leading: Setting The Stage;

The Conceptual Bases of Motivation;

Theoretical Bases of Motivation: An Overview;

Distinguishing Between Knowledge and Skills;

Competence and Performance: A Conceptual Exploration;

Is there a Definitive Relationship between Competence and Motivation?

Content Theories and Some of Their Contributors:

Maslow’s Hierarchy of Needs;

Analysis of Maslow’s Claims;

McClelland's Studies;

Taylor: Money and Motivation;

Motivator-Hygiene Factor: Herzberg’s Contribution.

Process Theories;

Equity Theory;

Goal-Setting Theory;

Expectancy Theory;

Equitable Reward Systems;

Reinforcement Theories.

 

Part 4: Motivation in Human Resource Management (2)

The Extent to Which Salary or Wages Inducement Motivate Workers;

Performance Related Pay (PRP);

Productivity Bonuses;

Efficiency Gains;

Profit Share;

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;

Designing an Effective Motivation Strategy.

  

Part 5: Diversity Management and Its Importance in Human Resource Management (1)

The Concepts of Equal Opportunities and Diversity Management;

Equal Opportunities in Employment and the British Legislation;

Exploring Workforce Diversity;

Cultural Diversity, Generally;

Gender Diversity;

Racial Diversity;

Ethnic Diversity

Age Diversity;

Perceptual and Mental Diversity;

Physical Diversity;

Sexuality Diversity;

Sentience as a Basis for Racial, Ethnic and Gender Discrimination;

Racial, Ethnic and Gender Discrimination: The Social Identity Perspective;

Gender and Sex Discrimination;

Age Discrimination (Ageism and Reverse Ageism);

Disability Discrimination;

Racial Discrimination;

Discrimination as Social Identity;

Understanding and Dealing with Sentience;

Diversity Mismanagement and Its Consequence for Organisational Survival: Some Case Examples;

Beyond Equal Opportunities: Towards Diversity Management;

Diversity Management and Effective Human Resource Utilization;

Constitution of Committees and Task Forces;

Gate Keeping: Avoiding ‘Resonation’;

Utilizing Marketing Intelligence;

Activities Necessary for an Effective Management of Organisational Diversity: Managing Organisational Culture;

Ensuring Human Resource Management System Is Bias Free;

Managing Diversity through Recruitment, Training, Education & Development;

Managing Diversity in Appraisal, Compensation and Benefits;

Promotion;

Creating a Higher Career Involvement of Women: Eliminating Dual Career Routes;

Managing Diversity through the Prevention of Subtle Sexual Harassment;

Managing Racial, Ethnic and Gender Diversity through the Elimination of the Opportunities for Discrimination That Are Created by the ‘Complaints System’;

Reducing Work-Family Conflict;

Promoting Heterogeneity in Race, Ethnicity, Nationality

Being Mindful of the Effect of Homogeneity on Cohesiveness and Groupthink;

Effective Diversity Management and Organisational Success;

Some Effective Diversity Initiatives;

Mummy Tracks;

Granny Crèche;

Employment of Older People;

Example of Organizations with Diversity-Enhanced Environments.

 

Part 6: Diversity Management and Its Importance in Human Resource Management (2)

Wall Street Journal:

Lockheed Martin Aeronautics Company;

Clairol;

Quaker Oats;

IBM;

Ciba-Geigy;

Pacific Telesis;

Mercedes Benz;

Levi Strauss;

Managing Cultural Differences: Promoting An Understanding Of Sensitivity   Towards Differences Existing Among Workers, e.g. in:

Culture;

Gender;

Ethnicity;

Race;

Sexuality;

Age;

Disability; 

Taking Advantage of the Opportunities Which Diversity Provides;

Organisational Diversity and the Issue of ‘Sentience’;

Relationship Management;

Diversity Management, Workforce Flexibility and Flexible Working Practices;

Developing, Monitoring and Enforcing Equal Opportunities and Diversity Policies;

The Adaptation of a Leadership Style That Is Conducive To an Effective Diversity Management System.

 

Part 7: Delegating For Organisational Effectiveness

What is Delegation?;

Advantages of Delegation to Delegates;

What Might Be Delegated?;

Benefits of Delegation to Delegates;

Prerequisites for Effective Delegation;

Support Necessary during Task Performance;

Importance of Communication in Delegation;

Importance of Power and Authority in Delegation;

Problems of Ineffective Delegation.

 

Part 8: Education, Training and Development as Investment

Difference between Education, Training and Development;

Education, Training and Development, and ‘Opportunity Cost’;

Education, Training and Development for ‘Efficiency Gains’;

Defining Efficiency Gains;

Measuring Efficiency Gains;

Improving Efficiency Gains;

Training as Investment;

Investors in People (IIP): The British Model;

Evidence from ‘Investors-In-People’;

Calculating Return on Investment (ROI) from Education, Training and Development.

 

Part 9: Human Resource and Performance Management

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;

Working From Corporate Mission and Strategy;

Performance Targets;

Tactical Performance Targets;

Operational Performance Targets;

Linking Performance Management with Operational Processes and Systems;

Initiate Appropriate Reward Systems;

Individual Development Plans;

Performance and Reward Cycle.

 

Click To Download PDF Brochure for Strategic and Operational Human Resource Management in an International Context Course

 

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Last modified: 08/13/20