Modern trends in human resources
1200ر.س
Product description
Bag description: Modern trends in human resources
General objective: Enable trainees to understand the nature and importance of human resources management, classical theories, and also to review the importance of human resources planning and the workforce, and to realize the concept of motivating employees and to learn about performance management.
Detailed objectives
*Discover the nature and importance of human resources management.*
*Discover classical theories.*
*Realize the concept of job analysis and description.*
*Discover the concept and importance of human resources planning.*
*Review the definition of the workforce.*
*Learn about the concept and methods of transferring employees.*
*Realize the concept of recruitment.*
*Discover the concept of training and development.*
*Review the concept of wages.*
*Learn about the concept of motivating employees.*
*Realize the definition of performance management.*
*Clarify the concept of performance evaluation.*
*Learn about the resource-based model of the organization.*
Target groups
*Company managers.*
*Human resources managers.*
*Recruitment managers.*
*Investors and project owners.*
*All those interested in the latest developments in this field.*
Program duration
Number of days: 5 days
25 training hours
Preparations and supplies
*A whiteboard with papers and writing pens.*
*Work papers for activities.*
*Computer device.*
Training module topics
First training day
First training session: (Introduction, history, and importance of human resources):
*The nature of human resources management.*
*Objectives of human resources management.*
*The environment of human resources management.*
*Functions of human resources management.*
Second training session: (Most important theories in human resources management)
*Classical theories.*
*Modern theories.*
Second training day
First training session: (Job analysis, description, and human resources planning):
*The concept of job analysis and description.*
*Uses of job description.*
*Steps of job description.*
*Principles of task analysis.*
*Techniques used in task analysis.*
*Writing job specifications (job description).*
*The concept and importance of human resources planning.*
*Steps of human resources planning.*
*Objectives of human resources planning.*
*Problems related to the human resources planning process.*
Second training session: (Workforce, transfer, and promotion of employees):
*Definition of the workforce.*
*Components of the workforce.*
*Labor market indicators.*
*The concept and methods of transferring employees.*
*The concept and policies of promoting employees.*
*Promotion criteria.*
*Management of promotion programs.*
Third training day
First training session: (Recruitment and selection of human resources):
*The concept of recruitment.*
*Sources of recruitment.*
*Selection and appointment.*
*Steps of selection.*
Second training session: (Training and development of human resources)
*The concept of training and development.*
*Types of administrative training and development programs.*
*Training methods.*
*Steps (stages) of training.*
Fourth training day
First training session: (Employee wages):
*The concept of wages.*
*Job evaluation.*
*Factors affecting wages.*
*Methods of wage payment.*
Second training session: (Motivating employees):
*The concept of motivating employees.*
*Motivation theories.*
*Types of incentives.*
Fifth training day
First training session: (Performance management of employees):
*Definition of performance management.*
*Features of a successful performance management process.*
*The performance management process.*
*Goal setting.*
*Balanced scorecards.*
*Ensuring effective performance appraisal.*
Second training session: (Performance evaluation of employees and human resources management models):
*Developing performance management.*
*The concept of performance evaluation.*
*Benefits of performance evaluation.*
*Problems of performance evaluation.*
*Stages of performance evaluation.*
*The resource-based model of the organization.*
*The David Ulrich model.*
*The strategic alignment model.*
