In today’s fast-moving world, many managers and supervisors are expected to deal with some human resource issues. They may be asked to take part in developing job descriptions, take part in interviews, or take responsibility for discipline. This course will introduce those managers to human resource concepts. We will walk you through the hiring process, from performing a skills inventory to conducting the interview; discuss orientation; and cover some issues that arise after the hiring (such as diversity issues, compensation, and discipline).

After you complete this course, you will be able to:

• Discuss current issues in the human resource field and the changing role of supervisors and managers in terms of HR functions.
• Write job specifications and identify core competencies.
• Apply methods of finding, selecting, and keeping the best people using behavioral description interviewing techniques.
• Get new employees off to a good start.
• Understand compensation and benefits.
• Maintain healthy employee relations.
• Make performance appraisals a cooperative process.

Course Topics:

Session One: Course Overview

• Learning Objectives 

Session 2: Defining Human Resources

• The Basics of HR Management
• Making Connections
• Case Study, Part One
• Case Study, Part Two
• Questions

Session 3: Performing a Skills Inventory

• The Role of Emotional Intelligence
• Skills Inventory Checklist
• Sample Skills Inventory Form

Session 4: Forecasting Techniques

• Defining Forecasting
• Extrapolation, Part One
• Extrapolation, Part Two
• Extrapolation, Part Three
• Indexation
• Making Connections

Session 5: Job Analysis

• Understanding Job Analysis
• When Should Job Analysis Be Performed?
• Who Should Be Consulted in Job Analysis?
• The Purpose of Job Analysis
• Job Analysis Methods
• Performing an Analysis
• Performing an Analysis
• Job Analysis Formats
• Factor Evaluation System

Session 6: Identifying Job Competencies

• Introduction
• Technical Skills
• Performance Skills
• Competence Factors
• Defining Competencies

Session 7: Position Profiles and Job Descriptions

• Preparing a Profile
• Job Descriptions
• Breaking Down the Job Description
• Job Specifications
• Things to Consider
• My Position Profile, Part One
• My Position Profile, Part Two

Session 8: Do You Really Need to Hire?

• Evaluate All Options
• The Cost of Hiring
• The Real Cost of Employee Turnover

Session 9: Finding Candidates

• Methods and Considerations, Part One
• Methods and Considerations, Part Two
• Methods and Considerations, Part Three
• Conclusion

Session 10: Advertising Guidelines

• What to Include
• Ten Tests for Creating an Effective Job Posting

Session 11: Screening Resumes

• Using a Resume Screening Guide
• Resume Screening Guide
• Using the Screening Guide
• Developing a Resume Screening Guide

Session 12: Preparing for the Interview

• The Importance of Preparation
• Before the Interview
• The Interview Format

Session 13: Conducting the Interview

• History of the Interviewing Process
• A New Kind of Interview
• An Objective Interview
• The Right Stuff
• The Human Factor
• Types of Techniques, Part One
• Types of Techniques, Part Two
• Basics of Behavioral Interviewing
• Successful Behavioral Interviewing
• Purpose of Behavioral Interviewing
• Sample Questions
• Supporting Tools
• Asking Questions
• Probing Techniques
• Provocative Statements
• Sample Behavioral Description Interview Questions
• Attitude and Belief Questions
• Self-Motivation Questions
• Stability and Persistence Questions
• Maturity and Judgment Questions
• Developing Behavioral Description Interview Questions
• The Critical Incident Technique, Part One
• The Critical Incident Technique, Part Two
• Sample Critical Incident Questions
• Creating a Critical Incident

Session 14: After the Interview

• Post-Interview Checklist
• Rating Techniques

Session 15: Employee Orientation and Onboarding

• Why Have Orientation?
• Orientation
• Onboarding
• How Did Your Orientation Rate?
• Making Connections
• Problems to Avoid
• Planning the Orientation Program

Session 16: Follow the Leader

• Follow the Leader

Session 17: Planning Training

• The Training Cycle
• Advantages of a Training Needs Assessment (TNA)
• Training Needs Assessment (TNA) Process
• Getting Your Plan Approved
• Internal vs. External Training

Session 18: Working with External Providers

• Criteria and Considerations
• Making the Most of External Providers

Session 19: Performance Reviews

• Performance Review Problems
• A Performance Management Checklist
• Objectives and Results Checklist
• Support Plan Checklist
• Meeting with Your Employees Checklist
• Ongoing Support and Feedback Checklist
• Performance Interview Checklist
• Performance Review Checklist
• Case Study: Who Will Be the Best?
• Discussion Questions
• Dissecting a Performance Review
• Rating the Raters
• Evaluating Behaviors, Part One
• Evaluating Behaviors, Part Two
• Identifying Behaviors

Session 20: Attendance Management

• The Cost of Absenteeism
• What Are Culpable Absences?
• Getting to the Root Cause
• The Case of Gretchen Washington
• Discussion Questions
• Dealing with Attendance Management
• An Employer’s Rights
• Tips and Tricks

Session 21: Managing a Diverse Workforce

• Dealing with Diversity
• Understanding Our Reactions
• Categories and Stereotypes
• Trends in Diversity
• Making Connections
• Making Connections
• Your Experience with Pigeon Holes
• Your Experience with Pigeon Holes
•  Session 22: Privacy Issues
• Ten Key Principles

Session 23: Compensation and Benefits

• The Role of Compensation and Benefits
• Pre-Assignment Review, Part One
• Pre-Assignment Review, Part Two
• Discussion Questions
• Case Study: It’s Not You, It’s Me

Session 24: Managing Disciplinary Issues

• Defining Discipline
• The Four Step Disciplinary System
• Summary
• A Discipline Checklist for a Supervisor

Session 25: Terminating Employees

• Letting Staff Go
• The Psychology Surrounding Termination
• The Termination Meeting
• Case Study: How to Fire an Employee?

Session 26: Exit Interviews

• Designing the Exit Interview
• Sample Exit Questionnaire