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Strategic HRM

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STRATEGIC HUMAN RESOURCE MANAGEMENT

Total Learning Hours: 24 Hours
Assessment: Presentation/ Brief Assignment

Attendees include:

  • HR Managers
  • Chief Executive Officers
  • Regional Sales Managers
  • Finance Professionals
  • HR Professionals
  • Professionals, Lawyers, Doctors and Engineers
  • General MBA degree holders who have not followed the specialised HRM pathway

Course Objectives:

The aim of this programme is to develop learners’ understanding of how the effective strategic management of human resources supports the achievement of organisational objectives in different contexts. Learners will evaluate the contribution of strategic human resource management, and the application of leadership and management theory for organisational benefit.

Indicative Learning Model:

Critical explanation of the nature and importance of human resource management in organisations: definition; features of HRM approach; HRM models: D Guest, M Patterson, best practice model, contingency model, Harvard Framework; personnel management and HRM; activities of HRM.

Assessing the role and purposes: Strategy: HRM strategy; organisational strategy; HRM strategy benefits for organisations; interrelationships between HRM and organisational strategies; organisational performance and HRM strategy; HRM strategy influence on organisational strategy; organisational strategy influence on HRM strategy; value creation; human capital management; HRM strategy business focus; effective HRM.

Evaluating contributions of human resource management: evaluation of human resource management contribution e.g. characteristics, importance, techniques; the changing patterns of effective human resource management; the effect of globalisation; the use of IT.

Explaining the purpose of human resource policy: policy purposes; selection and recruitment; diversity and equality; development and training; expenses and benefits; discipline; performance improvement; rewards; pay; health and safety; discipline; information confidentiality; working time; paternity or maternity leave; harassment or bullying; management of change; grievance and dismissal; intellectual property: copyrights, patents; protected disclosure/whistle blowing; alcohol, drugs or smoking.
Analysing the impact of regulatory and legal requirements on human resource policies in an organisation: legislation of employment; rights and responsibilities of employment; payment related regulatory and legal rights; data protection, conditions and contract terms.

Analysing the impact of ethical requirements on human resource policies in an organisation: ethics in human resource management e.g. discrimination, harassment, racism, gender preference, nepotism, favouritism; employee satisfaction; compliance and grievance.

Analysing the impact of an organisational strategy, structure and culture on the management of human resources: culture and structure; culture led theoretical models: Schein, Hofstede, Handy; culture of organisation; interrelationships between HRM activities and culture.

Determining human resource requirements: personnel prerequisites identification: experiences, skills, qualifications, numbers; personnel matching to organisational prerequisites; basic prerequisite factors: skills, demand and supply of labour, workforce; external factors: policies of governments, education, employment, regional or industrial training; competitions in labour market.

Critically monitor effectiveness of human resources management and provide recommendations: importance of monitoring effective human resource management; policies, strategies, operations; HRM contributions; benefits; costs; use of resources; effectiveness; ineffectiveness; information collection on HRM performance; performance indicator development; evaluation of HRM performance indicators; quantitative measurement: person output, productivity, retention of employee, turnover of staff, cost saving; qualitative measurement: stakeholder perspectives, employee attitude surveys, HRM performance benchmarking, service level standards and agreements of HRM; costs and benefits utility analysis; HRM improvement proposals and activities.

Learning Outcome:

  • Understand the principles, concepts, differences, and approaches to contemporary leadership.
  • Understand how leadership influences individuals, teams and the organisation.
  • Understand the impact of leadership on organisational performance.
  • Understand ethical decision making and organisational value.

Mode of Delivery: Blended/ Virtual

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