Course Agenda

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 (KRAs)
• 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