Business Development and HR Management

Introduction:

Developing countries, often referred to as third-world countries, face extraordinary economic development challenges and fierce competition. For business organizations to achieve success, they must create valuable services and products, manage expenses effectively, and actively participate in the market. In this context, there is an increasing demand for human capital as a major competitive advantage that companies seek to leverage.

This Practical HR in Business Development course illustrates how the HR function can be leveraged for competitive advantage and outlines the organizational policies that must be formulated to achieve this.

Objectives:

This HR in Business Development course concludes with participants being able to:

• Understand the facets of management, including its definition, importance, and how to deliver it with demonstrable outcomes.
• Delve into recruitment and retention strategies to attract and retain successful employees in a typical business setting.
• Utilize new recruitment methods that enhance the chances of securing top talent.
• Manage performance and address challenges using tools that quantify outputs.
• Adopt a new perspective on improving behavioral competencies, allowing for effective measurement and management.
• Apply motivation techniques and understand how a focus on performance appraisal can alter results and boost productivity.
• Grasp the necessary technologies and processes that align with best practices in HR functions.
• Structure effectiveness with internal ROI strategies.

Training Methodology

• Workshops and group activities
• Case studies and real-life situations
• Drama activities
• Lectures and presentations by experts
• Cooperative learning and teaching
• Projects and assignments
• Journals and self-review
• Feedback and coaching
• Interaction with subject experts

Course Outline

Unit 1: The Context for Change

• Analysis of changing trends and their impact on HR. Discussion on generational differences within HR and predictions for the future.
• Strategic direction and how external changes lead to the availability of new HR tools.
• Leadership and management style, with a focus on quantifiable metrics.
• A new model of effective delegation development within leadership practice.
• Recruitment using a new technical and behavior skill-based model.
• Processes required to achieve a significant impact on the bottom line.
• Retention support strategies.

Unit 2: Managing Performance, Behavior, and Culture

• Provision of performance management standards.
• Frameworks for target setting and performance measurement.
• Strategies for enhancing management performance.
• The psychological contract versus reality in the workplace.
• Corporate culture – its definition and assessment methods.
• Coaching, mentoring, and counseling techniques.

Unit 3: Corresponding Imperatives for Employment Practice

• Work organization and determining the optimal size for any organization.
• The use of competencies and how to define measurement criteria to enhance competency standards.
• Human capital management, including the financial analysis of human resources.

Unit 4: Employee Relations

• The balance between rights and responsibilities in employment contracts.
• Procedures for addressing poor performance, focusing on differentiation.
• Disciplinary procedures and the role of line managers.
• Handling grievances and ensuring equal opportunities.

Unit 5: The Future of Employment Practices

• Industrial democracy with examples like Google, and whether such models can be globally applicable.
• The role of employee representatives in communication, consultation, and involvement.
• The evolving shape of HR business process management.
• Retention management strategies.