28 Oct – 1 Nov, 25 Feb – 1 Mar, 5 – 9 Aug, 16 – 20 Dec, 1 – 5 Jul 2019
Holiday Inn Express Hotel 1 Priddys Yard Croydon CR0 1TS
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.
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
1 Inner and 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?
Book this course
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