Course Background:
Talent is the first resource, no matter what level of the organization of managers, their work tasks are two aspects, one is business management, the other is human resource management. The selection, cultivation, use and retention of talents is an important task of every enterprise, and the individual manager should have professional knowledge of human resource management, otherwise he is not a competent manager. Since its establishment, the organization has been inseparable from various human resource management work, and human resource management work runs through the entire business work.
Course benefits: This course introduces the current situation and development trend of human resource management to students, and comprehensively explains the practical methods and tools to improve the effectiveness of human resource management in combination with the daily operation and management of enterprises. Through this course Xi managers at all levels will be able to understand the tasks of human resource management and know how to use human resource management technology to improve their management level.
Course Objectives:This course introduces the current situation and development trend of human resource management to students, and comprehensively explains the practical methods and tools to improve the effectiveness of human resource management in combination with the daily operation and management of enterprises. Through this course Xi non-human resource managers can understand the human resource management tasks, acquire the core skills of talent selection, education and retention, and know how to use human resource management technology to improve the management level.
Course Highlights:Investigate the human resource management of the trainee unit before the class, conduct practical exercises throughout the whole process in combination with the situation of the trainee unit, and combine the valuable consulting experience of the lecturer for 20 yearsTargeted design of practical cases with the background of the students' enterprises, digest the course knowledge, so that the students can make mistakes in the classroom and bring back the correct methods;Group discussions, classroom exercises, interactive exchanges, and joint improvement make learning Xi an interesting process.
Course Duration:2 days, 6 hours a day.
Course Target:Managers at all levels of the enterprise.
Course Method:50% of the course is taught, 30% is case analysis and group discussion, and 20% is practical Xi
Course outline
Lecture 1: Current Situation of Human Resource Management
1. Talent is the first resource
1.The battle for talent is raging.
2.How to attract the best talent.
Case:Introduction to the employment concepts and methods of excellent enterprises such as Huawei and Tencent.
Second, the current situation of human resource management in some enterprises
1.Talent acquisition is not good.
2.Lack of training system.
3.Performance appraisal is a mere formality.
4.The remuneration system is not perfect.
5.There is a lot of loss of young talent.
3. Misunderstandings of human resource management
1.Human resource management is the work of the human resources department.
2.The non-human resources sector is overly dependent on the human resources sector.
Fourth, the overall framework of human resources
1.The overall framework for human resource management.
2.The role that each business unit should play in each module.
Fifth, why all departments should pay attention to human resources
1.The head of each business department is the first person in charge of human resources in the department.
2.Human resources are the helpers of various departments to improve work efficiency.
3.Managing people well is the premise of managing business well.
4.He is not only a master of business but also a master of human resource management.
Lecture 2: Talent selection methods
First, talents come from the first
1.How to Recruit Successfully.
2.Channels for talent acquisition.
2. How to analyze resumes
1.Resume authenticity analysis.
2.Work experience judgment.
3.From the whole to the details.
Case:On-site analysis of resume questions.
3. Structured interview cognition
1.There is a difference between a structured interview, a semi-structured interview, and an unstructured interview.
2.Features of a structured interview.
3.Design of structured interviews.
4.Consideration of question types for structured interview questions for different types of personnel such as sales, technology, management, etc.
4. Implementation and evaluation of structured interviews
1.Considerations for the implementation of structured interviews.
2.How to deal with face tyrants.
3.Assessment of structured interviews.
Case:A company implements a structured interview implementation plan.
5. A sharp tool for interviewing experienced personnel - star interview method
1.STAR interview method cognition.
2.How to ask questions about the STAR interview method.
3.Interview preparation for the STAR interview method.
4.Implementation of the STAR interview method.
Classroom exercises and comments: Select key positions and use STAR to conduct structured interviews.
6. How to judge candidates
1.Image.
2.Language.
3.Behavior.
4.Ideas.
5.React.
7. Evaluation of interview results
1.A summary of interview information.
2.Analysis of candidates' willingness to work.
3.How to make hiring decisions.
Lecture 3: Make good use of talents through performance management
First, the way of employing people
1.Both ability and political integrity, morality first.
2.People make the best use of their talents.
Second, the nature of the target
1.Qualitative vs. quantitative goals.
2.Work objectives and assessment objectives.
3.Process Objectives vs. Outcome Objectives.
4.The use of SMART in goal setting.
3. Design and decomposition of enterprise goals
1.How to break down business goals into departments.
2.How to break down departmental goals into positions.
3.How the target value tree is decomposed.
Case:A case study of goal decomposition for a technology company.
Fourth, how to design the performance appraisal form
1.How performance appraisal metrics are defined.
2.Mistakes to avoid in the definition of assessment indicators.
3.How to define the assessment indicators.
4.How to determine the target value.
5. How to determine the weight and scoring criteria of performance appraisal indicators
1.How to determine the weight of performance appraisal indicators.
Case:Performance appraisal method for a key position.
Walkthrough & Comments:Design a performance appraisal form for a position.
6. What is a performance interview?
1.The key to good performance is coaching.
2.How to talk about performance interviews.
7. Performance improvement
1.Content for performance improvement.
2.Ways to improve performance.
Lecture 4: Talent cultivation methods
1. Ideological obstacles to talent cultivation
1.Don't have time?
2.It's faster to do it yourself?
3.Can't teach dead or alive?
4.Taught the apprentice to be hungry**?
2. How to do a good job in training needs analysis
1.Organizational analysis: problem business, development requirements, talent skill reserve
2.Personnel analysis: low efficiency, technical problems, job competency problems, development requirements
3.Task analysis: new projects, new businesses, new methods, etc
4.Goal-based analysis.
3. Talent training system
1.Cultivation of grassroots personnel.
2.Training of middle-level personnel.
3.Training of high-level personnel.
Fourth, several important ways to do a good job in training
1.The importance of an internal mentor.
2.How to do a good job of internal mentorship.
3.Construction of an in-house team of trainers.
4.How to implement the job rotation system.
Lecture 5: Talent Retention and Incentives
1. Why do talents stay?
1.Learn skills.
2.The pay is good.
3.Have fun at work.
4.See the prospect.
Second, how to retain core talents
1.Treatment to keep people.
2.Career retention.
3.Emotional retention.
4.Development retains people.
5.The environment retains people.
6.Happy to keep people.
Third, do a good job in talent incentives
1.Material incentives versus spiritual incentives.
2.Introduction to various incentive methods.