September 26 2019 PERFORMANCE MANAGEMENT: SETTING OBJECTIVES AND CONDUCTING APPRAISALS 0 Performance management – introduction and definitions Definition of performance managementObjectives of performance managementImpact of poor performance on an organizationKey terms and usesThe annual performance cycle: an overviewResponsibilities in performance managementShared management modelMistakes in performance management Establishing effective objectives Cascading the vision, mission and strategiesThe impact of critical success factors on performanceThe 3 types of performance criteriaKey result areas – definition and examplesKey performance indicatorsDefinition and characteristicsUnits of measureDifference between goals and objectivesTurning goals into objectives the SMART wayMeasuring the semi tangible factors and competenciesBehavioral indicatorsProficiency levelCorporate values – their importance The importance of coaching Defining coachingCoaching responsibilitiesBenefits of good coachingThe focus and purpose of coachingImportant coaching skillsFive steps of coaching for optimal performanceRole play: facilitating a coaching session Conducting effective performance appraisals Planning performance appraisalsConducting effective appraisal meetingsBeginning the meetingDiscussing the evaluation: an in-depth viewClosing the meetingRoles of managers and employeesCommon appraisal errors Following up after the performance appraisal meeting Percentage of time spent on performance managementAcknowledging good performanceWays of recognizing employeesTechniques for performance diagnosisCategories of performance problems and possible causesSystem factors versus individual factorsPerformance improvement planning
September 26 2019 PAYROLL: PREPARATION, ANALYSIS AND MANAGEMENT 0 Payroll: the important link between human resources and accounting Introduction to the HR functionIntroduction to accounting functionIntroduction to finance functionPayroll as a link between HR and accounting and financeUnderstanding the hiring process documentationManaging payroll process for:Contract professionalsFull time employeesTemporary helpOutsourcing Preparing and calculating payroll Looking for the right controls before startingDetermining the right calculation basis for payrollElements of risk leading to payroll mistakesManaging increments and deductionsPayroll approvalsPreparing payroll schedules Employee loans and benefits Access to employee benefitsControlling access to loansReporting on loans statusCalculating end of service benefits for company and employeesReporting on benefit plans Accounting and auditors roles in payroll process Recording payroll expense and liabilitiesRecording payroll and benefits costs to assets or inventoryRecording payroll related contributions and liabilitiesReconciling receivables from and payables to employees with payroll departmentReconciling liabilities with social security and other governmental agenciesReconciling payments with bank accounts transactionsIntroduction to internal audit and external auditAuditing the payroll Payroll budgeting Budgeting for payroll department expensesPreparing the yearly budget for payroll and contributions for the companyBudgeting for employee loans and other benefits Reporting payroll and contributions Determining contribution expense for individualsDetermining corporate contributionsReporting results to the accounting departmentCoordinating with accounting department regarding payment process and controlReporting to ministry of laborReporting to social security authoritiesReporting to other regulatory agencies
September 26 2019 MEASURING ROI OF TRAINING 0 Introduction to training evaluation Training evaluation: meaning and purposeBenefits of trainingTangible benefitsIntangible benefitsA framework for evaluationEvaluation levels and chain of impactThe ROI model and processCommon formulasBenefit cost ratio (BCR)Return on investment (ROI) formulaBarriers to ROI implementationCriteria for an effective ROI process Data collection at various intervals During training coursesObjectives the foundation of measurementMeasuring reaction and satisfactionMeasuring learningAfter training coursesQuestionnaires and surveysInterviews and focus groupsOn-the-job observationsPerformance dataAction planning and follow-up assignments Isolating the effects of training Potential causes of improved productivityMethods and techniquesControl groupsTrend line analysis and forecastingStakeholder estimates Converting training results into monetary values Benefits in monetary termsHard and soft dataGeneral steps to convert dataMonetary savings in quality and timeTraining program costsMajor cost categoriesFully loaded approachCalculating ROI and reporting findingsWorkshop: calculations and interpretationsSuggested training ROI report outline Case studies: Implementation in organizations Case study 1: evaluating a safety training programCase study 2: evaluating a leadership training programCase study 3: evaluating a soft skills training program
September 26 2019 MANAGING YOUR INTERNAL TRAINING ACADEMY 0 Introduction to managing corporate academies The right time to establish the internal corporate academyHow organizations benefit from having an internal academyWhat could make internal corporate academies failCourses that can be offered internallyCourses that cannot be offered internallyRisks involved in having internal corporate academiesFor the organizationFor the employeesFor the training departmentDeveloping policies and procedures to manage the internal academy effectivelyThe internal academy layout, design, and feel Academy key performance indicators The profitability indicatorThe quality indicatorThe regularity indicatorThe innovation indicatorThe engagement indicatorThe societal indicatorThe talent attraction indicatorThe academy dashboard Recruiting, developing, and rewarding internal instructors The competency framework of internal instructorsThe four types of instructorsSourcing and attracting internal instructorsRecruiting and selection internal instructorsDeveloping subject matter experts into effective instructorsInternal instructors rewards system Curriculum building and continuous improvement Instructional design principlesDesigning courses aligned with the organizational strategiesCurriculum quality standardsPartnering with line managers to offer effective learning solutionsDeveloping effective curriculum documentationEvaluating and improving learning episodesIntegrating technology into your internal academyBest types of learning activities Academy marketing and internal communication Branding your academyEffective tools for marketing the academy internallyEffective tools for marketing the academy externallyBuilding strategic partnership with external training institutionsLeveraging corporate social responsibility through internal academiesAttracting top talents through learning engagement with potential candidatesYour internal academy as a CSR vehicle
September 26 2019 MANAGING PERFORMANCE: SETTING KPIS, TRACKING PROGRESS AND PROVIDING FEEDBACK 0 The annual strategy cycle and its major phases and components Various types of analysesVision and missionCritical Success Factors (CSFs)Using CSFs to translate strategy to operations Performance criteria Analyzing CSFs in order to extract the three main performance criteriaKey Results Areas (KRAs)Core competenciesCore valuesHow KRAs are cascaded to the business levelUsing KRAs to extract KPIsTypes of KPIsBehavioral indicators and their link to core competenciesGoals, Objectives and Targets (GOTs): the main differencesUsing GOTs to develop measures and KPIsWhy SMART objectives are not SMART! Performance tracking and reporting The use of balanced and unbalanced scorecardsThe use of dashboards and snapshot reportingCompound versus concrete KPIs: The use of indexes to summarize KPI reportingPerformance gaps: the difference between a gap and a drop in performancePerformance gaps: determining the need for coaching Providing feedback for improved performance Feedback: how different is it from opinions, evaluations and appraisalsFeedback versus appraisals, assessments and evaluationsThe cornerstones of effective feedbackTypes of feedbackMotivational feedback and its benefitsFormative feedback and how it should be deliveredTransforming negative feedback to positive feed forwardThe skills for effectively providing feedbackActive listening, questioning and feed forwardCoaching and counselingHow counseling can act as a double edged-sword
September 26 2019 MANAGING AND COORDINATING TRAINING 0 The training and development process Defining termsTrainingDevelopmentHuman resource developmentBenefits of training and developmentTraining as an investmentMain reasons training programs failISD model of training and developmentNeeds analysisTraining design and deliveryTraining evaluation Coordinating training activities Preparing a training tasks timelineTraining announcement templatesThe training siteSeating arrangementOpening training coursesTraining logistics checklistWelcome messageMonitoring course progressClosing training coursesFeedback formsPost training action plansCertificatesClosing speech and reminders To buy or to design Off-the-shelf, customized or in-house developmentAdvantages of buying a training programAdvantages of designing a training programCriteria to considerThe purchase-or-design decisionNext steps following a decisionAn effective RFPAssessing and selecting training vendors Transfer of training Defining transfer of trainingBarriers to the transfer of trainingTransfer of training processWhose responsibility is itTransfer of training activitiesBefore training coursesDuring training coursesAfter training courses Training trends and best practices Computer-based trainingRapid eLearningLearning Management Systems (LMS)Experiential learningBlended approachTraining best practices
September 26 2019 LEARNING AND DEVELOPMENT: TOOLS AND STRATEGIES 0 Creating a learning and development strategy Analysis of internal and external environmentDeveloping learning and development strategiesBehavioral learning requirementsFunctional development programsManagerial development programsFunding the training functionCost benefit analysis of trainingCriteria for selecting learning and development projects Learning and development models Organizational learning and development trendsHigh impact learning maturity modelIncidental trainingOperational excellencePerformance improvementCapability developmentLearning paradigms and continuous learning modelLearning paradigmsTimelines of development requirements Learning frameworks and training menus Push versus pull approachDesign of easy to use frameworksProficiency developmentCompetency developmentCareer developmentTraining menusCommunicating learning architecture Process development and systematization Static process workflowDynamic process workflowThe power of toolkitsToolkit design and disseminationAutomationRetention policy Individual development plans Talent development programsSuccession planning and development implicationsDevelopment centers outcomeIndividual development plansTemplate structureThe competency languageDiversification of learning solutionsOn-the-job training methodsOff-the-job training methodsEducation assistance
September 25 2019 JOB ANALYSIS AND EVALUATION WORKSHOP 0 Accordion TitleIntroduction and overview Organizations pay for jobs, not for individualsJob analysis and evaluation as part of a comprehensive compensation systemThe pervasiveness of the job description Conducting job analysis Uses of job analysisJob analysis methodsJob analysis processJob analysis guidelinesDos and don\’ts of job analysis interviewsPractical Writing job descriptions Organizational responsibilitiesWriting the job description with the job evaluation system in mindThe key result areas approach for writing job descriptionsThe language and format of job descriptionsThe ultimate test for the effectiveness of the job descriptionPractical An overview of job evaluation Job evaluation definedJob evaluation and internal consistencyThe objectives of job evaluation Job evaluation methods Job evaluation methods: choosing the one for youSimple rankingGrade classificationFactor points systemsThe main factor points systemsChoice of system Administration and maintenance Importance of job descriptionsJob evaluation policyConfidentiality in job evaluationThe job evaluation processAdministration and proceduresManaging job evaluation through the committee processImportance of communication in job evaluation
September 25 2019 INTERPERSONAL SKILLS FOR THE HR PROFESSIONAL 1 Human resources and communication Definition of communicationCommunication in HRCharacteristics of an effective HR communicatorQuestioning techniquesListening and empathyInterviewing techniques:The STAR techniqueThe FACT techniqueThe probing techniqueThe leading techniqueBasics of public speaking HR business communication and HR reports Basics of business writingWriting HR reportsCommon mistakes in writing HR correspondence and reportsExamples of HR correspondence and reports Conflict resolution: A required skill for HR professionals Definition of conflictSources of conflict in HRThomas Kilmann conflict modelInfluencing skillsPractical applications in HR Client-centric HR departments Definition of customer serviceInternal customers versus external customersThe importance of customer service in HRWho are the HR customersBuilding a customer service mentality in the HR department Coaching and counseling employees and line managers Coaching, counseling and mentoringImportance of coaching and counseling to HR professionalsDifferences between coaching, counseling and mentoringThe 5 principles of coaching:Principle 1: feedbackPrinciple 2: accountabilityPrinciple 3 challengePrinciple 4: tensionPrinciple 5: systemsThe \’TGROW\’ model of a super coach:Choosing a topicSetting a goalChecking realityIdentifying optionsGaining commitment through will
September 25 2019 IDENTIFYING TRAINING NEEDS AND EVALUATING TRAINING 0 The general framework Reasons for identifying needsPresent and future indicators of training needsResponsibilities of stakeholdersThe style inventoryIdentifying potential internal training resources and Subject Matter Experts (SMEs) Methods for Identifying Training Needs (ITN) The four steps of needs assessmentQuestions to ask during each phaseData collection templateData gathering: the cornerstone for ITNQuantitative and qualitative methodsFrom interviews to focus groupsComparison of primary data gathering methodsAdvantages and disadvantagesCharacteristics of data gathering methods Linking training needs analysis with program design and program evaluation Significance of instructional learning objectivesComponents and characteristics of ILOsWriting ILOsTen lessons on how to evaluate trainingLevels of evaluation:Levels definedPreliminary evaluation informationChain of impact between levelsCharacteristics of evaluation levelsAn overview of ROIEvaluation matrix Evaluation at levels I and II Reaction sheetsCharacteristics of a reaction sheetTests: pre and post Evaluation at level III: skill transfer from the workshop to the workplace What often happens versus what should happenBarriers to skill transferWays to improve skill transferResponsibility for improving skills transferMethods to measure transfer of learning to the job Converting data to monetary value and calculating the return on investment (levels IV and V) Hard dataSoft dataCharacteristics of hard and soft dataIsolating the effects of trainingTabulating program costA practical case study on calculating ROI
