No product ships and no service gets delivered without people behind it. Yet organizations everywhere are struggling to find enough of them – the construction sector alone is staring at a skilled-labor shortage that industry experts expect to triple within a decade, and the story is not much different elsewhere. The organizations that will cope are the ones that manage their human resource deliberately, not by accident.

Among the five classic elements of management – people, money, machines, materials, and methods – this mini-master focuses squarely on the first: the human being. It is built for professionals who need to move beyond day-to-day HR tasks into managing talent as a strategic asset – the same element that determines whether an organization is merely functioning or genuinely competitive.

Who Should Attend?

• Managers working in HR departments and sub-units such as recruitment, payroll, bonuses, evaluation, and training.
• Anyone in a leadership position responsible for employees working under their management.
• Anyone who wants to build their skills to reach better positions in enterprise management.

How Attendees Will Benefit:

By the end of the programme, delegates will be able to:

• Build cadres capable of leading business enterprises in HR management and providing their institutions with professional and technical support.
• Manage human resources professionally and advance within the HR field.
• Identify the core functions of human resource management inside business institutions.
• Draw on global experiences through case studies they can learn from.
• Diagnose problems and identify the right solution, especially in HR-related areas.
• Assess the impact of an HR-development initiative or research effort.

• Reading the Organization Before You Manage Its People

  • Building a full picture of the company’s culture, plans, and policies.
  • Understanding how the nature of different jobs shapes the workforce itself.

• Job Analysis and Description, the Practical Way

  • Job-analysis and job-description methods drawn from real work at international companies.
  • Making sense of job-analysis outputs and putting them to use.
  • Effective tools for carrying out job analysis.

• Making HR Strategy Match the Business Strategy

  • Defining HR development strategies that line up with the overall business direction.
  • Understanding how HR development improves individual and organizational performance.
  • Analytical models used in the strategic HR-planning process.

• Careers, Teams, and Connecting People to Work

  • Supporting the development of different organizational teams and how they relate to one another.
  • Linking people to work so organizational goals are met effectively and efficiently.
  • Planning employees’ career paths strategically.

• Communication and Support Across the Organization

  • Keeping communication open between the HR-development function and people inside and outside the organization.
  • Providing coordination and support services that keep everything connected.