Category: Strategic Human Resources Management

Strategic Human Resources Management

Strategic Human Resources Management

City Start Dates Duration Cost Make a booking
Lagos, Nigeria 18 May 2020 1 week ₦210,000 Click here
Lagos, Nigeria 03 August 2020 1 week ₦210,000 Click here

Strategic Human Resource Management (SHRM) has been, and remains, one of the most powerful and influential ideas to have emerged in the field of business and management during the past twenty-five years. Policy makers at all levels have drawn upon the idea in order to promote ‘high performance workplaces’ and ‘human capital management’. Within business corporations, the idea that the way in which people are managed could be one of, if not the most crucial factor in the whole array of competitiveness- inducing variables, has become a widely accepted proposition during this period. Many management consultancy firms – both large and small – have built substantial businesses by translating the concept into frameworks, methodologies and prescriptions. And, not least, academics have analysed, at considerable length, the meaning, significance and the evidence base for the ideas associated with SHRM.

So, given this pattern and climate of change at multiple levels, how should strategic human resource management be defined?  Since SHRM ideas are so influential in defining and constituting both organizations and individuals, and the relationship between the two, these ideas require searching, critical, attention. One of the curiosities of the SHRM field – at least as defined by some critical academic contributors – is the propensity of those with responsibility for organizational efficiency (managers, Heads of departments, civil servants, governments) enthusiastically to embrace ideas about and prescriptions for organizations and management whose appeal seems to be based more on the attractiveness of their promises than the quality of their logic, assumptions or any basis in research.

Course Objectives

By the end of this course, each delegate will be able to:

  • Identify the difference between the traditional view of Human Resource Management and the 21st-century view
  • Understand the important functions and concepts of Human Resource Management (HRM)
  • Develop your ability to apply the HRM functions and concepts through critical thinking
  • Develop your HRM skills in your personal and professional lives
  • Describe the major HRM skill sets
  • Discuss the line manager’s HRM responsibilities
  • Identify and briefly describe the major HRM discipline areas

Course Outline  

HRM Past and Present

  • Perception of HRM department and its roles as a cost centre (i.e. a division or department within the organization that brings in no revenue or profit)
  • Comparison of the HRM roles and department to Revenue Centre (i.e. a division or department that generates monetary returns for the organisation)

Current view or perception of HRM

  • HRM as a productivity centre (i.e. a revenue centre that enhances profitability of the organization through enhancing the productivity of the people within the organization.

21st Century HRM

  • What are the challenges facing HR managers today e.g.
  • Productivity
  • Job satisfaction
  • Turnover
  • Absenteeism

The HRM Strategic View

  • Sustainable competitive advantage
  • How do you make our organizations more competitive and create sustainable competitive advantages.
  • What are the main goals of strategic HRM?
  • Analyzing strategic direction for HRM fit

Technology and Knowledge

  • Impact of technology on HRM
  • The knowledge-based firm
  • Managing your knowledge based workers
  • How can Knowledge workers “manage knowledge” for the firm
  • Impact of the shortage of knowledge worker in your organisation
  • What does this mean to the organisations HR manager

Labour and Demographics

  • How the 21st-century HR manager is expected to deal with cultural difference, individuals with significantly different work ethics, cultural norms, and even languages.

Productivity and competitiveness through HRM

  • Fine-tuning the HRM Skills to meet current demands
  • Technical Skills
  • Human Relations Skills
  • Conceptual and design skills
  • Business skills

Line versus Staff Management

  • HR roles of staff managers
  • Legal considerations
  • Labour cost control
  • Leadership and innovation
  • Training and development
  • Appraisals and promotion
  • Safety and security of employees

Ethics and Sustainability

Trends and Issues in HRM

Our mission is the development of potentials in individuals and organizations in emerging economies. We believe that economies develop when entities within it are performing to their highest potential.

RELATIONSHIP

People matter to us. We are committed to understanding our clients so that we can serve them better. Our ultimate goal is to foster mutually beneficial longterm relationships with each of our clients that is built on trust.

KNOWLEDGE DISSEMINATION

Our faculty members are experts within their fields, and are supported by a network of dynamic back-office staff. We actively encourage collaboration and knowledge sharing, recognizing that winning ideas come from collaborative thinking. With the wealth of knowledge within our teams and our collaborative ethos, we create an atmosphere that is conducive to learning for all our delegates.

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Strategic Human Resources Management

Strategic Human Resources Management

City Start Dates Duration Cost Make a booking
London, United Kingdom 15 June 2020 1 week £2,750 Click here
London, United Kingdom 15 June 2020 2 weeks £4,220 Click here
London, United Kingdom 19 October 2020 2 weeks £4,220 Click here
London, United Kingdom 19 October 2020 1 week £2,750 Click here

Strategic Human Resource Management (SHRM) has been, and remains, one of the most powerful and influential ideas to have emerged in the field of business and management during the past twenty-five years. Policy makers at all levels have drawn upon the idea in order to promote ‘high performance workplaces’ and ‘human capital management’. Within business corporations, the idea that the way in which people are managed could be one of, if not the most crucial factor in the whole array of competitiveness- inducing variables, has become a widely accepted proposition during this period. Many management consultancy firms – both large and small – have built substantial businesses by translating the concept into frameworks, methodologies and prescriptions. And, not least, academics have analysed, at considerable length, the meaning, significance and the evidence base for the ideas associated with SHRM.

So, given this pattern and climate of change at multiple levels, how should strategic human resource management be defined?  Since SHRM ideas are so influential in defining and constituting both organizations and individuals, and the relationship between the two, these ideas require searching, critical, attention. One of the curiosities of the SHRM field – at least as defined by some critical academic contributors – is the propensity of those with responsibility for organizational efficiency (managers, Heads of departments, civil servants, governments) enthusiastically to embrace ideas about and prescriptions for organizations and management whose appeal seems to be based more on the attractiveness of their promises than the quality of their logic, assumptions or any basis in research.

Course Objectives

By the end of this course, each delegate will be able to:

  • Identify the difference between the traditional view of Human Resource Management and the 21st-century view
  • Understand the important functions and concepts of Human Resource Management (HRM)
  • Develop your ability to apply the HRM functions and concepts through critical thinking
  • Develop your HRM skills in your personal and professional lives
  • Describe the major HRM skill sets
  • Discuss the line manager’s HRM responsibilities
  • Identify and briefly describe the major HRM discipline areas

Course Outline  

HRM Past and Present

  • Perception of HRM department and its roles as a cost centre (i.e. a division or department within the organization that brings in no revenue or profit)
  • Comparison of the HRM roles and department to Revenue Centre (i.e. a division or department that generates monetary returns for the organisation)

Current view or perception of HRM

  • HRM as a productivity centre (i.e. a revenue centre that enhances profitability of the organization through enhancing the productivity of the people within the organization.

21st Century HRM

  • What are the challenges facing HR managers today e.g.
  • Productivity
  • Job satisfaction
  • Turnover
  • Absenteeism

The HRM Strategic View

  • Sustainable competitive advantage
  • How do you make our organizations more competitive and create sustainable competitive advantages.
  • What are the main goals of strategic HRM?
  • Analyzing strategic direction for HRM fit

Technology and Knowledge

  • Impact of technology on HRM
  • The knowledge-based firm
  • Managing your knowledge based workers
  • How can Knowledge workers “manage knowledge” for the firm
  • Impact of the shortage of knowledge worker in your organisation
  • What does this mean to the organisations HR manager

Labour and Demographics

  • How the 21st-century HR manager is expected to deal with cultural difference, individuals with significantly different work ethics, cultural norms, and even languages.

Productivity and competitiveness through HRM

  • Fine-tuning the HRM Skills to meet current demands
  • Technical Skills
  • Human Relations Skills
  • Conceptual and design skills
  • Business skills

Line versus Staff Management

  • HR roles of staff managers
  • Legal considerations
  • Labour cost control
  • Leadership and innovation
  • Training and development
  • Appraisals and promotion
  • Safety and security of employees

Ethics and Sustainability

Trends and Issues in HRM

Our mission is the development of potentials in individuals and organizations in emerging economies. We believe that economies develop when entities within it are performing to their highest potential.

RELATIONSHIP

People matter to us. We are committed to understanding our clients so that we can serve them better. Our ultimate goal is to foster mutually beneficial longterm relationships with each of our clients that is built on trust.

KNOWLEDGE DISSEMINATION

Our faculty members are experts within their fields, and are supported by a network of dynamic back-office staff. We actively encourage collaboration and knowledge sharing, recognizing that winning ideas come from collaborative thinking. With the wealth of knowledge within our teams and our collaborative ethos, we create an atmosphere that is conducive to learning for all our delegates.

Call Me Back