THE EMERGING FUNCTIONS & TASKS FOR HR PROFESSIONALS

Live-Online Training: N 188,125
Classroom Training: N 279,500
3 - 4 participants: 5% discount
5 or more participants: 10% discount

(Available also for Customised Training by Duration, Venue & Fee)

Programme Description

Human Resources Management, like other professions, keep evolving as changes emerge in the circumstances of businesses that HR Management is established to support.

A case in point is the nomenclature “personnel management” in the traditional practices replaced by “human resource management”. Accompanying that change were the role and functions from a perception of “roadblock” which used to be held by much of the rest of the organization. Common perception was that Personnel Department of old and even the modified Human Resources Management Department was mostly focused on serving the needs of the Executive Office.

We should accept that some traditional tasks are still relevant and are not going away anytime soon. But today, even with the current Human Resources nomenclature remaining, Human Resources Management roles and functions are emerging in a new way.

These new roles and functions are what the training will address. The training will fully expose the participants to them. The HR function must transform itself to:

• Align with forward-thinking practices
• Become more adaptive
• Be resilient
• Be quick to change direction
• Be customer-centered.

The goal is to make HR Management an enabler in shaping the future talent and culture profile to support business growth.

Course Contents

DAY ONE

Overview of Evolution of the New HR Function

• HR creating positive work environment
• HR having a seat in the C-Suite and reporting to the CEO
• HR shaping organization business strategy
• Recruiting and retaining top talents
• Resolving conflicts
• Creating positive work environment
• Building the organization’s culture
• Engaging and retaining high standard employees
• Acting as mentors
• Creating career development opportunities
• Creating more happiness for employees in their jobs.

DAY TWO

Challenges Faced in the New HR Roles

• The task of shifting from transactional to the new relational HR practices
• How to make employees happier in their works
• How to make the organization the most desirable place to work
• Orientation of employees for data security
• Managing work-life balance to avoid burnout at work
• Optimizing the organization’s processes, policies, and technologies
• Guardians and models of an ethical and responsible workplace
• Guaranteeing fair treatment of employees throughout the entire employment lifecycle
• Innovating new roles at the intersection of corporate strategy and HR 
• Onboarding, coaching, reskilling, upskilling, safety training
• Diversity and inclusion.

DAY THREE

The Emerging Functions of HRM

• Workforce/succession planning
• Talent acquisition and management
• Employee engagement
• Culture management
• Diversity and inclusion programmes
• Competitive pay and compensation practices.
• Training and development
• Developments in the Practices of Labour Laws
• Stability of Labour relations
• Total remunerations.

DAY FOUR

The Challenges of the Future and New Focus Areas for HR Management

• Use of Human Resources Information Systems for the right metrics
• Digital Awareness and Data Security
• Competence with virtual communities to attract talent
• Developing leaders with digital dexterity
• Virtual learning programmes
• Know-how on business strategies
• Use of more HR Partnering across departments
• Line managers knowledge of HR Management
• Performance Management System
• Creating a culture of innovation
• Communication plans for diversity and information sharing
• Mentoring and coaching for employee wellbeing
• Morale/Retention
• Labor Relations.

DAY FIVE

Mastering the Ulrich Model – Transforming and adding new critical roles

• Strategic Partnering – contributing to development of business objectives and plan
• Employee Advocacy – promoting the work climate in which people are motivated and happy
• Change Mentoring and Championing – linking change to the strategic needs of the organization to minimize employee resistance
• Administrative Expert and Executive Agendas – promoting adherence to processes for the overall success of the organization.