training                                                   HR Management Training Courses

 

As a human resources professional or as a manager, the management of your human resources is essential to optimize performance production and profits.

The Sergay Group can assist you in honing your skills with comprehensive and customized programs that meet your specific needs. We also have extensive Employee Development Training Courses and Leadership Development Training Courses.

Employee development training courses 

Our Human Resources Management Training Courses include:
(click on a course below to view workshop objectives, outcomes and content)

Behavior Based Interviewing Skills    HR Practitioner Expertise
  Change and Transformation: Preparations and Actions Required
in an Organization
  Job Descriptions
  Competency Modeling   Orientation
  Consulting Skills   Performance Management Implementation
  Counseling Skills   Policy Making, Procedures & Practices
  Dealing With Layoffs and Rightsizing   Strategic HR Management
  Diversity Management   Succession Planning
  Employee Surveys   The Basics of HR Management
  Facilitation Skills   Training and Development From Strategy to Implementation
  Generation 2 and 3 Management: Family Business    Training and Developing Others: Train-the-Trainer  


 

Behavior Based Interviewing Skills

OVERALL OBJECTIVE

The Behavior Based Interviewing Skills Session aims to equip participants with the interviewing skills to successfully select the best staff based on competencies and ensuring legal compliance, and to optimize the time spent interviewing by preparing effectively and generating behavior-based questions, practicing conducting interviews, receiving feedback and understanding how to evaluate in order to select the candidate with the best fit for the job, work area and organization.

OUTCOMES

By the end of this workshop, the participants will be able to:

  Define a competency
  Conduct fair interviews
  Avoid common rating errors
  Use the tools to assess resumes
  Link competencies to job descriptions
  Prepare and use open questions
  Identify the best candidate for a position
  Follow the organization's interviewing process
  Be more confident to conduct behavior based interviews
  Increase the effectiveness of their own interviewing skills
  Use behavior as a means of determining appropriateness
  Follow the five steps to prepare for the interviewing process
  Use behavior-based and legally compliant questions for an interview

CONTENT

What Works:

  Learning from Experience
  Why it Needs to Work

Preparing for an Interview:

  Ensuring the Right Fit
  Discussing Competencies
  What is the Interviewer's Role
  Five Steps to Preparing for an Interview

Conducting the Interview:

  The Typical Interview
  Responsibilities of the Interviewer
  Questioning
            Getting Information Legally
            Types of Questions
            Behavior-based Questions
            Open vs. Closed Questions
            Questions the Candidate May Ask
            Formulating Questions from the Resume
  Panel Interviewing
  Site tour optimization
  Recording Information
  Interviewing Feedback

The Evaluation Process:

  Components
  Common Rating Errors

Behavior Based Interviewing Skills

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Change and Transformation: Preparations and Actions Required in an Organization

OVERALL OBJECTIVE

The Change and Transformation Management Workshop aims to equip participants to play an active role in the initiation and implementation of change within the organization. Gain skills to be able to plan for and lead the change and to ensure that the change is appropriate, strategically aligned and that others are assisted through the transformation process so that the obstacles to change are dealt with, and the implementation of the change is successful.

OUTCOMES

The participants will be able to:

  recognize the need for change and what it entails
  provide assistance to optimize the effectiveness of the change process
  align the strategy and change efforts
  deal with paradox and uncertainty
  become more flexible
  ensure personal and team effectiveness by
       empowering self for action
       empowering others for change
       questioning effectively
  organize or assist with the implementation of change
  facilitate change on an individual, team and system level and garner support from the most
    senior management and the informal leaders in their areas

CONTENT

Determining the Need for Change

  Understand the context (pressures in the environment, external and internal)
  Diagnose change needs, team needs, and personal needs and conduct a credible action
    oriented needs analysis
  Explore the degree and impact of change on performance and progression and strategies
    to overcome any negative effects and harness the positive impact
  Optimally match skills and work requirements
  Use change cycles (phases) effectively

Dealing with Obstacles to Change

  Know what to avoid
  Deal with resistance
  Overcome standard objections to change
  Work through, and help facilitate others, personal transitions - cope with change
  Activate second order change
  Create an environment of participation
  Monitor and adjust the change process

Implementing Strategies to Change

  Manage the change process through paradigms, processes, routines, symbolic activity,
    political activity, systems, and structures
  Self-management techniques
  Work through unfreezing, anticipating, communicating, resourcing, experimenting and
    refreezing
  Take on the project leadership role during change
  Organize for throughout the change process - before, during, and after change
  Manage complexities
  Bring about real changes in behavior
  Take on all the required change roles - liaising, transfer of current trends, organizing,
    joint venture, design process facilitation, feedback, organizational and human resource
    development, mentoring, integration, and resource 

Follow Through

  Know how to implement a plan for managing change within an organization or team
  Suggestions to top management regarding actions required
  Monitor and feedback
  Practical planning for the initiation of change

Change and Transformation

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Competency Modeling

OVERALL OBJECTIVE

The Creating Competency Models for Organizational Development Workshop aims to ensure that participants know the critical core competencies their company needs to grow into the future and know how to create competency models for each job in their company.
Participants will understand how to effectively use competency models as a foundation for people development that will provide long-term, strategic impact to the organization and gain a competitive advantage by leveraging the power of their people.

OUTCOMES

Participants will be able to:

  understand what a competency is
  realize the need to identify core business competencies to meet strategic objectives
  see how competency models become a strong foundation for an integrated performance
    management system
  identify the competencies needed by all levels of employees to achieve a greater
    competitive advantage
  describe competencies in ways that can be observed and measured objectively; in terms of
    knowledge, skills, behaviors and attitudes
  identify how to effectively phase in the implementation of competency models and
    determine the appropriate sequencing
  position competency models as a strategic business tool in order to provide valuable input
    into your organization's strategic planning process
  apply competency models in the areas of
      recruiting and selecting
      developing and retaining
      managing performance
      rewarding and recognizing

CONTENT

  What is it?
      
Competency Definition
       Competency Components
       A Competency Model

Why use?
      
Strategic Intent

Where to apply?
      
Competency Model Application

When emerged?
      
Job Analysis vs. Competency Modeling

How to design?
    
 
The use of Taxonomies
      How is Data Collected
       Key Questions to Ask
       Competency Model Types
       Quality Criteria

How could it look?
      
Examples

How to implement?
      
What Will Influence the Choices You Make?
      Phases

How can we help?
      
Design & Implementation Tool
       My Action Plan

Competency Modeling

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Consulting Skills

OVERALL OBJECTIVE

The Consulting Skills Module aims to empower HR, IT, or any other service support practitioners to, in turn, empower their own customers. Learn how to analyze, interpret and utilize information from an interaction effectively, then take action and be able to assist customers to independently do the same. Learn how to think strategically and systematically, scan the environment, have insight into self, then assess all the relevant information and make plans accordingly and be able to transfer this ability to customers.

OUTCOMES

The participants will be able to:

  Improve their listening skills
  Obtain a brief from a customer
  Improve their analysis and diagnostic skills
  Put forward recommendations verbally and in writing
  Assist with plan creation

CONTENT

  Understanding the Context
      
 Analyze the environment
       Identify key leverage players
       Identify key interfaces to consider
       Know where to look for relevant information
       Understand the future strategy and its implications
       Understand the current and past challenges and their implications
       Practice methods to extract the necessary information
       Know how to meaningfully integrate the information

  Leading the Conversation
      
Optimize the first point of contact
       Know the when, what, and how of questioning
       Enhance listening skills and mirroring
       Practice note taking during a conversation
       Understand different helping styles
       Determine the independence level of the customer
       Work through a conversation so that progress is made

  Empowering the Customer
      
Utilize feedback to propel a customer forward
       Know how to work out what a client needs to develop
       What could a plan look like
       Work on different examples of recommendation reports
       How to follow up and follow through with a customer
       How to ensure the customer understands the value of the consulting received

Consulting Skills

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Counseling Skills

OVERALL OBJECTIVE

The Counseling Skills Module aims to equip participants with the ability to plan, conduct, and evaluate a counseling session, to increase the effectiveness of each counseling relationship by creating an enabling counseling environment and to actively listen, show empathy, respect, genuineness, and congruence.

OUTCOMES

The participants will be able to:

  Increase the effectiveness of each counseling relationship
  Communicate and relate more effectively during counseling service delivery
  Actively listen, show empathy, respect, genuineness and congruence
  Give and receive feedback appropriately

  Determine the actions for creating an enabling environment for counseling to effectively
    take place
  Use change concepts to advantage
  Enable others to make it happen

CONTENT

  Plan for a Counseling Session
      
Gain self-insight and draw on own strengths
       Determine pre-work required
       Construct pre-session communications
       Know how to create a counseling outcome plan

  Conduct a Counseling Session
      
Formulate norms (optimum behaviors) within a counseling relationship
       Enhance feedback skills
       Practice active listening skills, empathy, and congruence
       Learn how to bring in change concepts when required
       Use effective responses and guided questioning
       Interface effectively with different personalities
       Enhance note taking
       Know how to successfully bring a session to conclusion

  Evaluate a Counseling Session
      
Conduct follow up with the counseled individual
       Keep records of sessions
       Create a counseling evaluation format
       Go through the Do's and Don'ts of counseling
       Receive feedback on your practice session

Counseling Skills

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Dealing With Layoffs and Rightsizing

OVERALL OBJECTIVE

The Dealing with Layoffs Workshop aims to provide participants with the understanding of how work out the strategy, communications, policy, practices, and processes required to deal with layoffs. Work on what could be provided to assist staff being laid off. Work on what has to be done with the staff and teams that remain so that the organization is positioned for success.

OUTCOMES

The participants will be able to:

  understand the necessity for the retrenchments
  know how to strategically determine who should leave and how to handle those leaving
  ensure support for the organization for it's decisions and methods adopted to implement
    those decisions
  empower and provide the individuals who are laid off with the following skills:
        Personal financial management
        Career development
        Self-confidence and the ability to move forward with a proactive plan to seek
          further earning opportunities
        The ability to manage family and social implications
  ensure that the individuals close this chapter positively and are able to move on
    without resentment or handicap
  retain the integrity and good name of the organization
  know what to put into action for all the employees who are staying in the organization
        strategic direction
        developing teams
        focusing on performance
        reworking tasks or projects with remaining resources
        focusing on how to handle the emotional fallout

CONTENT

Managing the Layoff Process

  Timing
  Process flow
  Decision-making
  Communications
  Legal compliance

How to Assist the Affected Individuals:
Counseling

  Self-esteem
  Why me?
  Family/significant other impact
  How to cope
  Dealing with the change
  Confidence building
  Sharing of issues/fears/concerns
  Moving on

Financial Management

  Managing your package
  Budgeting
  Individual financial planning and advice
  Handling individual financial pressure to find new employment
  Financial counseling

Career - Business Opportunity Development

  How to prepare a powerful CV
  Marketing yourself
  Career - business opportunities
  Personal & skills development (e.g., interview skills, presenting yourself)
  Action planning and decision-making
  Making the right choices for you
  Making it happen

How to Manage the Employees Left Behind:
Building for the Future

  Building teams
  Leadership visibility
  Refocusing the organization's direction
  Clarifying individual performance expectations

Dealing With Layoffs and Rightsizing

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Diversity Management

OVERALL OBJECTIVE

The Diversity Management Workshop aims to equip participants with the ability to position diversity from a personal and a business case point of view. Learn how to contribute constructively to, encourage, and value the cultural diversity of the workplace. Know how to work with managers to increase their skills to manage diversity, and to work with teams to improve their skills for dealing with diversity so as to create sustainable positive change within the organization.

OUTCOMES

By the end of the intervention, participants will:

  Have a clear understanding of what is meant by diversity
  Understand the business case for diversity
  Understand the legal imperatives impacting on the rationale for employment equity
  Understand what it takes to retain, motivate, and promote culturally and socially
    diverse employees

  Have explored the ways that culture impacts on workplace behavior
  Have had an opportunity to practise dealing with typical situations of diversity in the
    work place
  Have developed a deeper understanding of their own attitudes, values, beliefs,
    and how these affect their response to other people 
  Know the different methods and tools used to achieve employment equity through
    maximising diversity in the work place
  Have identified and examined issues around diversity in their work place and developed
    a draft plan for managing diversity in the work place
  Make personal action commitments to diversify

CONTENT

Understanding Diversity

  Key components of diversity, both primary and secondary factors
  How to effectively use this diversity
  Tapping into ones own diversity form values, beliefs, attitudes to behaviors
  Diversity at interaction interfaces
  Communication with and across diversity
  Exercises on diversity
  Resistance to diversity
  Understanding the differences between affirmative action, equality, and employment
    equity

Diversity in Context

  Constructing a business case for diversity
  Being managed and managing others
  Working through discrimination scenarios
  A cultural delineation
        a model of cultural learning
        creating culture through socialization
        people like us
  What it feels like to enter an area as being different
  Dealing with a diverse customer base
  Managing perceptions and assumptions around differences within a framework of change
  Using employment equity, affirmative action and workplace transformation - when,
    where and how
  Link to team building

Integration

  Diversity incidents
  Apply non-discriminatory practices
  Making choices
  Behaviors that build a trust relationship
  Creating a context of acceptance and optimization of differences
  Turn diversity into cohesion, not "sameness"
  Use the self-fulfilling prophecy and positive reframing
  Explore diversity process elements
  Devise strategies that can assist in creating space for diversity and ensuring integration

Diversity Management

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Employee Surveys

OVERALL OBJECTIVE

The Employee Survey Workshop aims to equip participants with the skills and knowledge required to survey their employees to gauge satisfaction, tap employee ideas, recruit top prospects, and create or redesign internal policies or procedures.

OUTCOMES

The participants will be able to:

  provide benchmark data
  conduct action research
  gather objective information
  construct user-friendly reports

  format a valid and reliable survey
  make sound data-driven decisions
  analyze data and present data results in a graphic format
  provide a "snapshot" of the target population and their attitudes about the survey problem
  establish a baseline from which comparisons can be made whether target population
    attitudes and perceptions relative to the survey problem are getting better or worse over
    time

CONTENT

  Why Hold a Survey?

  Survey Parameters
      
 Target population and sample size
       Format
       Reasons for Non-Response

  Statistical Factors
      
 Reliability
       Validity
       Range, Median, Mode, and Mean
       Frequencies
       Response Difficulties

  Responses
      
Likert Scale

  Questions
      
 Mistakes to avoid
       Types of Questions

  Data Analysis
      
 Descriptive Analysis
       Graphic Representation of Frequency Distributions

  Report
      
Format

  Action Research
      
 Communication
       Feedback and Follow-Up
       Tips for Success

  Glossary of Terms

Employee Surveys

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Facilitation Skills

OVERALL OBJECTIVE

The Facilitation Skills Module aims to equip participants with the ability to prepare for and effectively facilitate workshops and team sessions, handle resistance and group dynamics, and work towards a desired outcome for the group.

OUTCOMES

The participants will be able to:

  Improve their facilitation skills
  Prepare for a facilitation session
  Handle resistance and ensure full participation
  Present themselves professionally and credibly
  Understand the difference between chairing and facilitation
  Achieve a desired outcome with the support of all team members
  Listen and guide the process of the discussion towards a desired outcome

CONTENT

  Analyze the team
      Stages of team development
      Roles people play
      Group dynamics 
  Listen effectively
  Present information clearly
  Evaluate your facilitator style
  Establish norms in your team
  Handle icebreakers effectively
  Achieve results through the team
  Build a desired cohesive team culture
  Create the atmosphere and relationships conducive to team cooperation
  Overcome resistance by fostering participation and by handling the games people play
    effectively

Facilitation Skills

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Generation 2 and 3 Management: Family Business

OVERALL OBJECTIVE

The Generation 2 & 3 Management Workshop aims to equip participants with the skills and knowledge required to constructively input their views and requirements, and balance these against strategic business needs, existing parameters, policies and procedures and legislative requirements in order to come up with a workable plan.

OUTCOMES

The participants will be able to:

  Hold constructive discussions
  Consider the variables that come in to play
  Handle all the substantive issues
  Construct a plan of action to follow

CONTENT

  Planning
      
Family needs
       Strategic business needs
       Creating the plan

Policies and Procedures (linking with those existing)
       Hiring
       Selection
       Promotion
       Placement
       Orientation
       Termination
       Development
       Remuneration
       Positioning with other staff
       Performance management

  Family communication


  Staff communication
      
Prior and during

Guidelines
       Contract of employment
       Conflict management process
       How to handle non-selection of a G2 or G3
       Key components to family-business interactions
       Tips to entering the business as a family member

 Areas to explore
       Decision-making authority
       Feasibility of absorbing all G3's into the business

Generation 2 and 3 Management-Family Business

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HR Practitioner Expertise

OVERALL OBJECTIVE

The Human Resource Practitioner Expertise Workshop aims to equip HR practitioners with the necessary competence to successfully deliver the HR function so there is maximum return for the workplace; with confirmation that they are doing things right when it comes to HR.

OUTCOMES

The participants will be able to:

  fulfil the different HR roles
  optimize the employee resource
  apply training and development strategies
  design and apply key HR knowledge areas
  assist line managers in their HR accountability
  utilize a competency approach to development
  utilize organization, process, job and work design
  know who is accountable for the different HR roles
  distinguish between the specialist and generalist HR function
  understand compliance issues related to attendance management, benefits,
    compensation, employee relations, performance evaluations, management, training,
    staffing, and termination

CONTENT

HR Roles In The Organization
      
 What roles need to be fulfilled?
       Tactical versus strategic roles
       Who is accountable?

Specialist (Design)
      
HR direction
       HR guidelines
       Employment equity
       Manpower planning
       Organization design
       Organization culture
       Career development
       Competency profiling
       Employee resistance
       HR information system
       Labor relations systems
       Employment compliance
       Organization separations
       Organization development
       Learning and development
       Compensation and benefits
       HR monitoring and evaluation
       Human resource development
       HR research and development
       Policies, procedures, processes
       Recruitment, selection and placement
       Succession planning and career pathing
       Job evaluation, work profiling and design

Generalist (Implementation)
      
HR audits
       Facilitation
       Orientation
       Daily labor relations
       Change management
       Diversity management
       Internal communication
       Participating processes
       Training and development
       Performance management
       Business and report writing
       Consulting to line managers
       Employer-employee relations
       HR capacity building for line managers

HR Practitioner Expertise

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Job Descriptions

OVERALL OBJECTIVE

The Job Descriptions Module aims to equip participants with the ability to create job descriptions and work profiles that will remain relevant in the future work environment because they assist recruitment efforts, integration, ensure ownership of work, clarify roles, responsibilities and expectations, and can be used to measure the progress made. Construct your own flexible, dynamic, performance based work document.

OUTCOMES

The participants will be able to:

  Design a master job description format for the organization
  Apply job descriptions to performance management, recruitment, development, and
    succession planning 
  Ensure relevancy of job descriptions to the current and future work environment
  Create job descriptions for specific jobs in the organization
  Facilitate others creating job descriptions
  Edit job descriptions

CONTENT

  Why Have Job Descriptions? 
      
What can job descriptions be used for?
       What are the benefits of having job descriptions?
       What are the legal compliance issues?
       How to ensure the application of job descriptions in the organization?

  A Master Format
      
What are the components needed in every job description?
       Learn how to create a master format that is suitable for the organization

  Ensure Alignment
      
Understand strategic alignment
       Align strategy to individual performance
       Ensure a job description is aligned to the job's, work area's, and organization's goals

  Create a Job Description
      
Learn the steps to create a job description
       Practice creating a job description
       Establish a process to help others create job descriptions

  Edit and Manage a Job Description
      
Go through the prompts to edit a job description
       Determine the roles in, and ownership of, each job description
       Establish a process to dynamically manage job descriptions in the organization

Job Descriptions

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Orientation

OVERALL OBJECTIVE

The Orientation Workshop aims to equip participants to enter into an organization and/or position so that the first impression made, and the lasting impression imprinted, are positive ones. Learn the steps to develop a personal role that fits both your own needs and those of the organization. Work off a checklist and make sure transitioning is smooth and easy even before the first day of work. Those in HR or in management positions can learn to guide and support a new person on this journey.

OUTCOMES

The participants will be able to:

  plan for entry into a new position
  make a smooth transition
  know what to deliver
  show performance results soon after starting
  project a professional image that inspires confidence
  minimize the anxiety associated with starting a new job
  settle quicker into the job, the work area, and the organization

CONTENT

  Get Started 
        
Individual, manager, and organization responsibilities
         Fit with the culture of the organization
         Make a positive first impression
         Create a plan for the first steps

  Get Focused
        
Stakeholder analysis
         Job purpose
         Job impact
         Critical success factors
         Clarify expectations
         Align to the strategic direction

  Get Organized
        
Manage work space and delivery resource requirements
         Determine the work breakdown structure
         Optimize the people resource
         Use tools to integrate a plan
         Establish job review parameters
         Utilize time management tables
         Handle meetings effectively

  Get Connected
        
Establish a network
         Position yourself in the team
         Access data from your new team
         Information flow
         Improve service to customers
         For managers - delegate more successfully and team build with an assistant

  Get Going: Tools to Use
        
The 100 day plan checklist
         Techniques and tools to use
         Self-development checklist to use
         Ensure follow through

Orientation

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Performance Management Implementation

OVERALL OBJECTIVE

The Performance Management Implementation Workshop aims to equip participants with the skills and knowledge required to create a Performance Management process that fits with the organization's culture and will ensure results when aligned to the organization's strategy. Create a plan to get manager and employee buy-in. Learn to teach others how to write compelling and measurable performance goals, prepare for different performance discussions, conduct winning ongoing dialogues, and deliver performance appraisals.

OUTCOMES

The participants will learn how to:

  Keep the performance management as ongoing rather than a once a year event
  Employ effective performance management process skills
  Implement a performance management process in the organization
  Engage all staff in each step of the performance management process
  Utilize the technical aspects of performance management in the organization's system
  Train others on how to hold performance discussions - the planning, the development,
    and the review 
  Manage a performance management process for their organization

CONTENT

A Performance Management Process

  The benefits
  The barriers
  The buy-in

Alignment to Strategy

  Move strategy into performance
  Create a fit with the organization's culture

Engagement in the Performance Cycle

  Techniques for manager and employee involvement
  Techniques for gaining buy-in
  A plan of action

Documentation

  Required records
  Construction of master templates

Empowering the Leaders

  Technique for training others to write targeted performance goals
  Technique for ongoing coaching dialogues and support
  Technique for the delivery of performance appraisals

Management of the Process

  Stakeholders
  Implementation plan
  Monitoring plan
  Adjustments
  Communications

See The Sergay Group's Performance Management Discussions Workshop - an organization wide training program for managers and employees, that is adjunct to this development program.

Performance Management Implementation

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Policy Making, Procedures & Practices

OVERALL OBJECTIVE

The Policy Making, Procedures, & Practices Workshop aims to equip the learner to be able to apply the skill of policy making so that they can exercise the power and control directed towards the attainment or preservation of some preferred arrangement in the organization. The focus is on skills to edit, write, review, position, and align policies so as to move them successfully to implementation through procedures and practices. The aim is to ensure that policies become a tool in ensuring that strategy can be achieved in practice.

OUTCOMES

The participants will learn how to:

  Edit policies
  Write policies
  Review policies
  Position policies
  Align policies to strategy
  Establish practices and procedures
  Move policies successfully to implementation

CONTENT

Understanding the Organization Context

  Compile a list of organization policies
  Obtain existing organization policies

Understanding Policy Formulation

  Consider the nature and scope of policy (definition)
  Make sense of the importance and purpose of policies
  Highlight the importance of values
  Consider the pre-policy formulation stages
  Undergo the policy process
  Identify resources available to assist in developing a policy

Understanding Policy Construction

  Differentiate between types of policies, their format and use
        substantive
        procedural
        distributive
        regulatory
        re-distributive
  Get acquainted with policy concepts and terminology currently in use

Linking Policies to the Environment

  Review existing practices
  Conduct an impact assessment
  Link policies to strategy
  Incorporate the effects of the environment
  Develop the roles in policy making

Positioning Policies

  Case studies
  Apply lobbying and advocacy
        rhetoric
        persuasion
        lobbying
        organizing
        activism
  Understand the importance of dissemination and communication of policies and how to do
    so while gaining commitment 

Creating Policies

  Conduct analysis of two existing policies according to a structured format provided
  Write a workable policy document in line with the organization's strategy
  Review and revise a policy in line with the organization's strategy

Policy Making, Procedures & Practices

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Strategic HR Management

OVERALL OBJECTIVE

The Strategic Human Resource Management Workshop aims to equip participants to strategically manage the human resource and the HR Department so as to positively contribute to the performance and success of an organization. Apply skills to develop a strategic plan and identify measures that will assist with implementation and follow-up. The aim is to be able to position HR as a true strategic partner in the organization with an earned seat at the top table.

OUTCOMES

The participants will learn how to:

  Optimize the employee resource
  Make a difference in the organization
  Earn the respect of the leadership team
  Ensure implementation of strategic ideas
  Apply training and development strategies
  Design and apply key HR knowledge areas
  Function as a strategic business partner in HR
  Utilize organization, process, job, and work design
  Align the HR strategy to the organization's strategy
  Have a greater awareness of how new patterns of work impact on people and career
    expectations
  Consider the formal and informal factors that influence the way in which people behave
    in organizations
  Develop support to implement initiatives that are known to be able to make a difference
    in the organization
  Ensure ideas about labor, talent, retention, and workforce development are listened to
    at the executive levels of the organization

CONTENT

Working With The Executive Team
  Align the HR strategic plan to the organization's strategic plan
  Adjust quickly to change in the organization's priorities
  Practice how to function at the executive round table
  Proactively determine the HR requirements
  Function as a:
       HR Strategic and Business Integration Advisor
       Change Management Consultant
       Organization Design Consultant
       Strategic Partner Co-ordinator
       HR Workplace Consultant

Positioning HR in The Organization
  Market HR internally
  Build Human Resource's capacity to deliver
  Impact the fiscal welfare of the organization
  Ensure the efficacy of the human resource information system
  Establish the role HR needs to play in the organization and how to achieve it
  Know what to do when employees loosely adhere to your regulating activities
  Build HR processes and delivery structure to optimize service at the customer interface

Implementing Interventions
  Manage cultural influences
  Work with participatory processes
  Ensure system support for implementation
  Know how to create a project plan and timeline
  Take a system approach to intervention choice and implementation

Taking Care of HR Business
  Manage performance
  Know how to prioritize
  Keep up to date in your area of expertise
  Understand the budgeting process and control mechanisms
  Confirm that you are doing things right when it comes to the HR role

Strategic HR Management

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Succession Planning

OVERALL OBJECTIVE

The Succession Planning Module aims to equip participants with the ability to link succession planning to the organization's strategy, key leverage positions required, career paths, development planning, and competency requirements. Ensure an easily manageable process. Create a plan for the organization as part of overall talent management.

OUTCOMES

The participants will be able to:

  Develop a model that aligns Succession Planning to broader HR processes and the
    organization strategic plan
  Ensure that the model is utilized to identify, plan, and manage the organization talent pool
  Ensure the availability of talent from all job levels within the organization
  Leverage technology to enable pro-active talent management and support of organization
    development processes
  Promote development and transfer of skills within the organization to ensure business
    continuity
  Develop evaluation and monitoring systems to determine business impact

CONTENT

The Talent Management Strategy

  The intent
  The components
  The alignment to the HR strategy and the organization's strategy
  The integration into the training strategy
  How succession planning fits in

The Organization's Succession Planning Model

  The intent
  The components
  The process
  The format

Key Leverage Positions

  Ascertain the strategic core competencies required in the organization
  Identify key leverage positions for the organization's future
  Establish why these positions are important
  Clarify the competencies required for each position

Current Resource Pool

  Establish current employee competency levels
  Understand the differing requirements for professional, technical, or leadership expertise
  Earmark individuals with potential for different tracks

Managing the Information

  Information repositories
  Keep the information current
  Identify the development and resource gaps
  Know what information to provide to whom and when

Monitoring the Process

  Determine the champion of the process
  Establish an early warning system
  Review and adjust the process

Succession Planning

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The Basics of HR Management

OVERALL OBJECTIVE

The Basics of Human Resource Management Workshop aims to equip participants to learn the basics of HR management, stay up to date with employment compliance issues, and do what is required when managing people. Learn what needs to be done when recruiting, staffing, compensating, coaching, managing performance, handling separations and dealing with employee relations.

OUTCOMES

The participants will learn how to:

  Apply key HR knowledge areas
  Make use of practical HR management skills
  Optimize the employee resource so "no potential" is lost
  Identify staffing needs and the roles people are to play, as well as ensure a supply of
    personnel with the needed competence and that results are achieved
  Function within the parameters set by current HR legislation impacting on the organization
  Take up HR responsibilities as a line manager or supervisor or assist the line manager in
    this accountability

CONTENT

A Manager's or Supervisor's HR Responsibilities

  The impact of HR management on the organization
  Roles applicable to the organization
  Competency checklist

Employment Compliance

  Regulations that apply
  Know what to do and what not to do
  Health and safety to employees

Record Keeping

  Policies
  Personnel files
  Attendance
  Performance evaluations
  Written warnings
  HR information systems

Compensation and Benefits

  The possibilities
  The obligations
  The do's and don'ts

Staff Planning

  Link organization performance, economic conditions, workloads, and current resources
  Establish a staff plan

Recruitment

  Advertising
  Interviewing
  Selecting
  Promotions
  Onboarding

Performance Management

  The planning
  The evaluations
  Performance improvement interventions

Training and Development

  Coaching
  Development plans

Employee Relations

  Employee handbook
  Employer-employee relations
  Internal communications

Termination

  The process to follow when conducting separations
  How to cope

Manage a Team

  Build a team
  Motivate a team
  Deal with conflict in a team
  Recognize team members

The Basics of HR Management

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Training and Development From Strategy to Implementation

OVERALL OBJECTIVE

The Training & Development: From Strategy to Implementation Workshop aims to equip participants with the skills to ensure the right training and development is delivered, in the right way, at the right time, at the right investment level for maximum impact.

The participants will learn how to:

  Formulate a training and development strategy
  Position training and development in the organization
  Align the T & D strategy to the HR strategy and the organization's strategy
  Adopt an approach suited to the current and future external environment and the
    organization's culture  
  Use T & D as a tool to positively impact the organization's culture
  Compare the organizations efforts to T & D best practice
  Plan for strategic T & D initiatives
  Include all required T & D components in learning programs
  Apply the concepts of adult learning and development
  Project manage T & D implementation
  Create an evaluation checklist for the development, design, delivery, administration, and
    management of T & D
  Ensure transfer of learning to workplace performance and behaviors

CONTENT

Environmental Analysis

  External factors
  Internal factors
  Organization core competence and competitive edge
  Impact on learning and development
  T & D in tough economic times and in good times

Training And Development Strategic Plan

  Why have T & D strategies?
  Alignment to HR and organization's strategy
  Establish assumptions
  Create T & D vision, mission, goals, objectives, initiatives and deliverables

Training And Development Approach Options

  Home grown vs. buy-in vs. customized
  Public vs. on site programs
  Classroom vs. on-the-job
  Mentorship
  Experiential learning

Competency Modeling as a Foundation

  What is a competency?
  Job specific competency requirements
  Individual competency assessment
  Gap analysis
  T & D implications

Training And Development Implementation Plan

  Why have company-wide T & D initiatives?
  Types and prioritization of T & D initiatives
  Create a project plan
  Deliver, monitor, and adjust a project plan
  Complete a project plan
  Accountabilities
  Integration of development into performance management
  Organization culture development and individual development
  T & D communications
       Awareness
       Feedback
       Logistics
       Reporting on projects and results

Return on Investment

  Driving forces
  Impact required
  Measurement
  Marketing

Training and Development From Strategy to Implementation

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Training and Developing Others

OVERALL OBJECTIVE

The Training and Developing Others Workshop aims to equip participants with the ability to become an effective trainer within the organization. Gain the skills to prepare, conduct, and follow-up on training sessions. Be able to handle the group dynamic and individual learning styles while training. Expand skills on how to successfully establish development requirements for individuals and the organization, to enhance development relationships, and to conduct development conversations so as to ensure optimal value and development assistance.

OUTCOMES

The participants will be able to:

  Ensure that training is transferred to improve performance in the workplace
  Prepare strategically for learning in the organization and ensure alignment
  Prepare efficiently for training and facilitated interventions
  Develop and design appropriate quality interventions
  Conduct follow ups as part of the learning process
  Include interactive techniques into their training
  Develop effective training and facilitation skills
  Evaluate the effectiveness of the training
  Deliver effective training interventions
  Understand facilitation and process
  Understand group dynamics
  Improve their platform skills

CONTENT

Prepare for Learning Interventions

  Perform accurate learner needs assessments
  Work with personal development plans, where appropriate
  Create a data base
  Design an aligned training and development intervention strategy
  Qualify the competencies to be learned
  Create an organizing checklist
  Set the training objectives

Develop Learning Interventions (Process and Materials)

  Decide on what should be included
  Use a step approach to learning that is based on adult learning principles
  Design the process
  Establish what type of practical exercises to use and when to use them
  Determine optimal layout for course material
  Shift from a trainer to a facilitator framework to ensure a learner centered approach

Platform Skills to Keep Learner's Attention

  Handle icebreakers effectively
  Present information clearly
  Use the most appropriate approach
  Know when and how to use visual aids appropriately and effectively
  Optimize what you say, how you sound and what you look like to project the right image
    of professionalism, confidence and knowledge
  Introduce the element of fun to maximize the learning

Handle the Group Training Intervention

  Create the atmosphere and relationships conducive to learning
  Establish norms in your training
  Understand the stages of group formation
  Clarify how your learners may change over the period of training to enable you to handle
    these changes
  Overcome resistance to training by fostering participation and by handling the games
    people play effectively
  Handle feedback to maximise learning
  Build a culture of learning
  Understand systems thinking and how it will affect your training group or individual learner
  Practice getting your learners to demonstrate their new skills

Follow Through From Learning Interventions

  Evaluate yourself as trainer, your training material and the level of learning of your learners
  Devise practical exercises for your learners to enable you to assess their level of
    knowledge and/or skill gained
  Use 360 degree feedback where appropriate
  Implement pre- and post-testing where possible
  Incorporate coaching into the learning process
  Assess practical field assignments by learners
  Ensure transfer of learning by the learners

Training & Developing Others: Train-the-Trainer

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The Sergay Group, Ltd.
1374 Bridgewater Lane
Long Grove, IL 60047

Tel. 847-821-7350
Fax. 847-821-7353