Programme Timings Registration will be at 08.00 on the first day of each programme. Programmes will begin at 08.30 each day and conclude at 14.30 with lunch. There will be breaks for refreshments at approximately 10.30 and 12.30 each day Programme Outline Policies And Procedures The approach to policies Review of current practices and regional and international occurrences Policy shaping Cycle of policy revision When to revise When to re-write Why policies change Compulsory/legal changes Changes in acceptable best practice Changes to internal standards Policy changes and their effect in the workplace Managing policy change Who to involve How and when to involve line managers Consulting line managers ideas and examples of what to do Key questions to ask line managers – examples of approach letters to line managers Changing the mindset from bureaucracy to customer care How to layout a policy document Contents and suggestions for a basic policy document Sensitive topics – assistance and advice concerning your approach to issues, including; Localisation Expatriates Discipline and grievance Dismissal Re-employment Employing family members Appraisals and performance management Training and development Confidentiality Computer use/access Personal loans Discussions surrounding the ‘new’ issues in HR Policy – Diversity – Age – Equal Opportunity – Corporate Social Responsibility (CSR) – Work/Life Balance – Ethics and Values

Workshop ‘Exercise – tread carefully’ You will choose an area of sensitivity, relevant to your own organisation and in a secure and confidential environment discuss potential solutions and possible outcomes

‘Exercise – Flow’ You will look at the flow of HR policy from the consultation phase to implementation. Preparing a handbook Differences between policy manuals and handbooks Useful media for handbooks

Case Study – Recruitment Policy Examples of high quality recruitment practice will examine; HR’s role and responsibilities in the recruitment process Reasons for the vacancies – why people leave Internal advertising Financial considerations Application of job descriptions, person specifications and competencies Processes and quality measures Selection methods Focused interview Assessment centre Using psychometrics Ideas for licensing line managers to interview

Training And Development Why, what and who do we need to train? Training at three levels Organisation Job Individual Applying competency methods to training Recognising Key Result Areas (KRA) Identifying Key Performance Indicators (KPIs) Training Needs Analysis (TNA) How to conduct TNA How to include line managers Useful questions to ask Training and its impact on the bottom-line Using Assessment Centres for HRD What is involved? Linking tests to competency Competencies sought in assessors Overcoming obstacles to Assessment/Development Centres Management training at three levels M1 Supervisory M2 Middle Managers M3 Senior Managers Coaching and Mentoring (C&M) Establishing C&M Advantages to individuals Advantages to organisations Spending on training e-Learning Choosing high quality training providers – getting value for money In-house and external training – analysing the advantages and the disadvantages Performance Management Performance Management (PM) in context Improving the Quality of Working Life (QWL) Who does what in PM? Appraisal as a form of PM Linking PM with reward Setting objectives and working to standards What do we measure? Are we measuring the right things? PM – strategy and how the individual fits in

Case Study – The Empowering Appraisal Performance Appraisal – Getting It Right Using e-learning methods you will analyse two studies illustrating how to appraise and be appraised. At the end of the session you will have; Examined and learned from best practices Critically evaluated the tools and techniques used as possible training aids in your organisations

Pay And Reward Financial and non-financial reward Culture of reward management in organisations HR’s role in reward management Reward and its impact on the bottom-line Loans End Of Service Benefits (EOSB) Total reward strategy Constituent parts of total reward Base pay Variable pay  Equity sharing Benefits Recognition QWL and its relationship with reward strategy People centred reward