Human Resource Strategy

DURATION

5 days

DATE

28 Oct – 1 Nov, 25 Feb – 1 Mar, 5 – 9 Aug, 16 – 20 Dec, 1 – 5 Jul 2019

FEE

£3850

LOCATION

Holiday Inn Express Hotel 1 Priddys Yard Croydon CR0 1TS

Course Objective:

This course is about both the design and execution of human resource management strategies. This course has two central themes: (1) How to think systematically and strategically about aspects of managing the organization’s human assets, and (2) What really needs to be done to implement these policies and to achieve competitive advantage. It adopts the perspective of a general manager and addresses human resource topics (including reward systems, performance management, high-performance human resource systems, training and development, recruitment, retention, equal employment opportunity laws, work-force diversity, and union-management relationships) from a strategic perspective.

Course Outcome

After studying this course, you should be able to:

  • explain the scope of HRM
  • understand the meaning and nature of strategic HRM
  • appreciate how HR strategies are related to business strategies
  • describe how HR strategies can be informed by a knowledge of labour markets and product markets locally, nationally and internationally
  • describe the dynamic nature of global competition and of social and technological trends and their significance for HRM practice.

 

Who should attend

This course is intended primarily for learning and development practitioners, trainers, human resources practitioners, supervisors and managers.

This course can also be taken in

Accra:  9 – 13 Dec, 25 – 29 Mar, 1 – 5 Jul, 2 – 6 Sep, 18 – 22 Nov 2019

Dubai:  4 – 8 Feb, 11 -15 Mar, 8 – 12 Apr, 17 – 21 Jun, 19 – 23 Aug 2019

Texas: on request

Course Content

Introduction

Learning outcomes

1 Inner and outer contexts

Inner contexts

Outer contexts

2 Different types and levels of context

Implication for HR practitioners

3 Key trends and key theories

The link between ‘trends’ and theories

4 Volatility, uncertainty, complexity and ambiguity

Volatility and regulation

Time as context

5 Meta theories

6 Interacting contexts

The growth of alternatives?

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Human Resource Strategy

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