OUR COURSE OF:

HOW TO IMPLEMENT AN INTEGRATED HUMAN RESOURCE MANAGEMENT SYSTEM

Companies invest in strengthening tools for the management of Human Resources, so that they constitute organizational reference points that are effective in guiding and orienting the behavior of resources. The cycle of meetings provides some tools necessary for the design and implementation of an integrated model that can be integrated with other company systems.

Course professor:

Avv. Gianni Dell'Aiuto

COURSE DESCRIPTION

Targets

Companies invest in strengthening tools for the management of Human Resources, so that they constitute organizational reference points that are effective in guiding and orienting the behavior of resources. The cycle of meetings provides some tools necessary for the design and implementation of an integrated model that can be integrated with other company systems.

Recipients

The course is aimed at Human Resources Managers, Personnel Managers, Personnel Selection Managers, Training and Development Managers, Managers and Executives at all levels. A number of participants: from a minimum of 2 to a maximum of 12.

Program

  • Introduction to systems, models, and tools for the Integrated Management of Human Resources.
  • Definition, applications, and examples ANALYSIS, DESCRIPTION, AND ASSESSMENT OF POSITIONS
  • Purpose of the analysis and description of the positions
  • The methods of analysis and description
  • Acquire an effective method for describing a job
  • The collection of data relating to the company:
    • business
    • size
    • market history
    • development goals
    • internal structure
  • The collection of data relating to the position
  • The organizational design of the position
  • The areas of responsibility
  • The description of the activity
  • Inter-functional relationships
  • The resources available
  • Salary and employment conditions
  • Development and career prospects
  • Differences in analysis and description for managerial roles (Managers and Executives) and managerial roles
  • Practical exercise: describe a job position

Participants will be able to actively practice writing a description based on the positions in their organization.

The results will then be discussed with the teacher to draw ideas and suggestions.

  • Organize the information collection and validation process
  • How to train the teams that will conduct the mapping
  • Description from individual employees
    • by the managers
    • interview
  • How to proceed for the validation of the information
  • Improve your ability to conduct an interview for the analysis of the tasks performed and description of the “process” involved
  • What are the most effective questions to ask to proceed with the description
  • Provide a guide for the description of “processes”
  • Provide yourself with a guide to effectively conduct the organizational interview
  • What questions to ask to obtain meaningful and controllable information
  • How to draw up an effective analysis sheet
  • Practical Exercise:
    • The position survey interview
    • Role-Playing

Participants will be able to practice a position survey interview. Participants will simulate the roles of the interviewee and the interviewer, in turn, to improve their strengths and correct weaknesses.

The results will then be discussed together with the teacher to draw ideas and suggestions.

Use different approaches to the description of the activities carried out and the functions assigned or exercised, in relation to the different Human Resources development and management objectives

  • Analyze the assumptions in terms of coordination mechanisms, interdependencies, cognitive contribution, classification criteria
  • Know the different types of description:
  • Describe the functions to group them into typical tasks
  • Describe the functions for identifying and evaluating result “triggers”
  • Describe the functions to manage the organization
  • Describe the functions within a predetermined classification scheme
  • Practical exercise: writing a description of a “process

Participants will be able to actively practice the description based on known processes, present in their company.

The results will then be discussed together with the teacher to draw ideas and suggestions.

  • Evaluation of positions. The aims and objectives of the evaluation
  • Evaluation methods: job ranking, job grading/classification, scoring method, factor comparison
  • Limitations and advantages of the different methods
  • In-depth study of the Hay Method: characteristics of the system, factors of evaluation, limitations, and advantages
  • The result of the assessment of positions: how to use them and what benefits the company can derive from them
  • Application examples
  • The actors and the role evaluation process
  • The connection with the selection, training, and development processes

EVALUATION AND IMPROVEMENT OF PERFORMANCE

Objectives

  • Understand how to implement a performance appraisal system
  • Identify and segment the population under assessment
  • Develop a set of practical and operational tools for the evaluation of performance
  • Understand how to build an effective evaluation sheet
  • Develop skills and abilities to conduct an interview brilliantly evaluation and feedback
  • Why implement a performance evaluation system
    • Purpose of the performance evaluation
    • The importance of evaluation not only for companies but also for employees
  • How and what to evaluate
  • How to effectively structure a performance evaluation process
  • Define generic and specific objectives
  • What are the areas of responsibility
  • Define organizational and managerial behaviors
  • What it means to evaluate aptitudes, abilities, and attitudes
  • The actors of the performance evaluation process
    • The employee population to be assessed
    • The evaluators: what rules they must follow and what behaviors they must develop
    • What is the role of the Personnel Department
  • Choose the most suitable evaluation technique: Evaluations by factors and by Objectives
    • Mixed systems
    • 360 ° evaluation
    • The “one over one” and “multiple” evaluations
    • Define the criteria relating to the person, behavior, and results
    • What is the key information contained in the support manual for Leaders and “Men of the line”
    • The methods of collecting, summarizing, and interpreting the data that emerged
        • Compare the expected and achieved results
        • How to mitigate the problem of evaluation errors
        • What are the pitfalls to avoid (facts and not opinions, prejudices, sympathies, and dislikes)
        • Measure and evaluate a “non-measurable” performance
        • The detection of points and areas for improvement
        • Self-assessment: how to train employees to self-assess themselves
        • The evaluation or feedback interview
  • How to manage the Boss / Collaborator confrontation
    • Timeliness of the interview with respect to the conclusion of the evaluation process
  • Prepare for the interview
    • Preliminary information and training
    • The convocation: notify the person being assessed sufficiently in advance and inform him or her of the purpose and meaning of the meeting
    • The preparation of the material
    • The choice of the place and the physical environment
  • How to effectively conduct the interview
    • Who are the actors and what is their state of mind
    • Openness: building the most favorable climate
    • Analysis of results and diagnosis of management problems
    • The overall analysis
    • Methods of managing interviews (examples and videos)
    • Integrative communication: techniques, styles, and success factors
    • How to enable a collaborator to speak freely
    • Handling difficult interviews: discussing poor performance
    • Which languages to use and which to avoid
    • How to conclude the meeting
  • Developing and orienting performance: How to use Feedback
    • To criticize constructively
    • Praise
    • Motivate
    • Reassure
    • Reorient performance: build an effective action plan with the assessed e for improvement
  • What tools to use to train evaluators
    • The tests
    • The simulations
    • The role-playing
    • The movies
    • Coaching

DESIGN AND IMPLEMENT A SKILL MAPPING AND MANAGEMENT MODEL

  • The relationship between the creation of value in the company and management by skills
  • The benefits and opportunities of competency systems:
    • Ability to orientate the behaviors necessary to support business strategies and objectives
    • Enhancement of human capital as a factor of competitive advantage
    • What are the constraints and criticalities in skills management and how can they be overcome
    • Introduction to skills management systems
    • Definition and characteristics of competences
    • Skills as an organizational dimension
    • Competences as an individual dimension
    • Define the approach to be used
    • Which objectives are to be pursued
    • What impacts are expected:
  • How to build the evaluation grid and the measurement indices foster long-term changes through the management and development of resources and strategic professional families;
  • Increase the commitment and skills of people in the short term, mapping and disseminating the behaviors implemented by the best performers
  • Case’s histories: some real models to guide the choice of the new model o Mapping skills
  • How to classify, group, and measure competencies:
    • the bottom-up and top-down approaches
  • Which are the most effective detection tools: individual interviews, gap analysis, tests, individual or group exercises, 360-degree evaluation
  • Case study related to the choice of the approach and tools for mapping skills
  • How to use the system of competencies in the management processes of human resources
    • Selection
    • Coaching
    • Organizational development
    • Replacement tables and individual and collective career paths
    • Compensation
  • Examples and case studies on career paths
  • Didactic Methodology

The teachers will propose, alternating with the interactive lessons, exercises, self-assessment questionnaires, the analysis of practical cases and the comparison and use of specific tools and methodologies.

  • Teaching materials

At the end of the course, all participants will be provided, in digital format, with all the material used in the classroom (slides, exercises, case histories, etc.).

Duration

3 half days in webinar form

OUR CALENDAR

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