Collaboration Skills For Human Resource Professionals
Human Resources
Training
Provided by Human Resources Services
An interactive case based workshop on collaborative negotiation, influencing and persuasion strategies for HR professionals, specially created by PON @ Harvard Law School, facilitated by G K Lim, FInstSMM, CMS, CEI
Why this program is special
1. Each module is based on a case study or role play developed by Program on Negotiation (PON) at Harvard Law School
2. Curriculum developed specifically for HR professionals to help them move from total responsibility for solving personnel problems on a transaction-oriented basis to deliberate collaboration in a mutual relationship with others in the organization
3. The program is designed to allow participants to learn totally thru discussions and role plays, and to tap on the experiences of fellow participants.
4. Supplementary material developed by HRD Gateway Management Development Centre faculty
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Collaboration Skills For Human Resource Professionals
Key management areas covered at this workshop
Crisis management
Informal leadership
Internal and intradepartmental consultation
Conflict management
Problem solving, decision making
Effective and objective fact finding
Internal and intradepartmental negotiation, influencing and persuasion
Change management
Action planning
The human resource professional's role should move from total responsibility for solving personnel problems on a transaction-oriented basis to deliberate collaboration in a mutual relationship with others in the organization
Who should attend?
All personnel in the human resource department
Program modules and summary of major lessons
1. Crisis in the Company -- the purpose of this module is to promote discussion of the role of the human resource professional in effective crisis management.
Activity: case study
Summary of Major Lessons
Take the initiative.
Build legitimacy for the human resource professional's role, both in the management group and with workers.
Seek consensus within the team and with those affected.
Emphasize Outcomes.
Plan for implementation.
2. Binder Kadeer: Consultation in the Company -- An employee of the company has filed a complaint with the company's affirmative action office, charging his manager with discrimination. Dealing with diversity within the company is also an issue. The case is referred to an HR representative who consults with the parties.
Activity: role play
Summary of Major Lessons
Pre-role play discussion: What is internal consultation?
The role of the HR internal consultant
De-escalating the conflict -- the three types of listening skills that are useful.
Transition to problem-solving -- reframing the problem
Developing options and planning strategies
3. Fact-Finding: Harassment in the Company -- An employee files charges of sexual harassment and discrimination involving a promotion. The case is referred to an HR representative for fact-finding.
Activity: case study
Summary of Major Lessons
Facts are subject to interpretation
A fact-finder's conceptual framework, assumptions and judgments alter how s/ he received information.
Each person formulates a set of facts and presents this information with an eye to the desired outcome.
Next to accurate listening, careful documentation is the major tool of fact-finding.
Fact-finders should pay careful attention to feelings and non-verbal communication during interviews.
Recommendations are judgments and assessments based on conclusions about the meaning of the pattern of facts which has been uncovered.
4. John Janssen and the Company: Negotiated Decision Making in Organizations (Employment Practices) -- A multi-issue negotiation in which the HR representative is one of the parties. The company is concerned about a decision to retain or fire a newly transferred manager because of an alleged drinking incident.
Activity: role play
Summary of Major Lessons
Negotiators should estimate their Best Alternative to a Negotiated Agreement (BATNA) in order to give themselves a way to evaluate and rank proposals for settlement, and to determine whether continued negotiation serves their interests.
Distinguish interests (the underlying concerns of each party) from positions (the stands taken by each on the issues under negotiation).
Fact-finding and objective criteria can provide negotiators with ways to avoid contests of will and loss of face.
Personal relationships among negotiators strongly affect the agreements negotiated; a desire to protect a relationship for the future can be a powerful tool for reducing suspicion and facilitating resolution.
5. Overworked HR Professional: Strategies for Integrating New Skills into Daily Operations -- this is a group exercise intended to help participants plan ways to integrate skills of collaborative negotiation into their work setting. Its second objective is to model the development of a support network that will facilitate this integration on an ongoing basis.
Activity: group exercise
Summary of Major Lessons
Preprogram preparation of a diary
Small group discussion of diaries
Targeting of change opportunities
Action planning.
Note: The case studies and role plays mentioned above are used in our training program with permission from the Director of Curriculum Development at the Program on Negotiation at Harvard Law School, 513 Pound Hall, 1563, Massachusetts Avenue, Cambridge MA 02138, USA. The President and Fellows of Harvard College are the copyright owners.
A highly interactive program
This workshop utilizes the case-study-based method employed effectively by Harvard and other universities. For maximum learning impact and retention, the facilitator includes other training tools and technologies such as individual exercises, group exercises / discussions, peer-teaching activities, music, and watching and discussing video clips.
Crisis management
Informal leadership
Internal and intradepartmental consultation
Conflict management
Problem solving, decision making
Effective and objective fact finding
Internal and intradepartmental negotiation, influencing and persuasion
Change management
Action planning
The human resource professional's role should move from total responsibility for solving personnel problems on a transaction-oriented basis to deliberate collaboration in a mutual relationship with others in the organization
Who should attend?
All personnel in the human resource department
Program modules and summary of major lessons
1. Crisis in the Company -- the purpose of this module is to promote discussion of the role of the human resource professional in effective crisis management.
Activity: case study
Summary of Major Lessons
Take the initiative.
Build legitimacy for the human resource professional's role, both in the management group and with workers.
Seek consensus within the team and with those affected.
Emphasize Outcomes.
Plan for implementation.
2. Binder Kadeer: Consultation in the Company -- An employee of the company has filed a complaint with the company's affirmative action office, charging his manager with discrimination. Dealing with diversity within the company is also an issue. The case is referred to an HR representative who consults with the parties.
Activity: role play
Summary of Major Lessons
Pre-role play discussion: What is internal consultation?
The role of the HR internal consultant
De-escalating the conflict -- the three types of listening skills that are useful.
Transition to problem-solving -- reframing the problem
Developing options and planning strategies
3. Fact-Finding: Harassment in the Company -- An employee files charges of sexual harassment and discrimination involving a promotion. The case is referred to an HR representative for fact-finding.
Activity: case study
Summary of Major Lessons
Facts are subject to interpretation
A fact-finder's conceptual framework, assumptions and judgments alter how s/ he received information.
Each person formulates a set of facts and presents this information with an eye to the desired outcome.
Next to accurate listening, careful documentation is the major tool of fact-finding.
Fact-finders should pay careful attention to feelings and non-verbal communication during interviews.
Recommendations are judgments and assessments based on conclusions about the meaning of the pattern of facts which has been uncovered.
4. John Janssen and the Company: Negotiated Decision Making in Organizations (Employment Practices) -- A multi-issue negotiation in which the HR representative is one of the parties. The company is concerned about a decision to retain or fire a newly transferred manager because of an alleged drinking incident.
Activity: role play
Summary of Major Lessons
Negotiators should estimate their Best Alternative to a Negotiated Agreement (BATNA) in order to give themselves a way to evaluate and rank proposals for settlement, and to determine whether continued negotiation serves their interests.
Distinguish interests (the underlying concerns of each party) from positions (the stands taken by each on the issues under negotiation).
Fact-finding and objective criteria can provide negotiators with ways to avoid contests of will and loss of face.
Personal relationships among negotiators strongly affect the agreements negotiated; a desire to protect a relationship for the future can be a powerful tool for reducing suspicion and facilitating resolution.
5. Overworked HR Professional: Strategies for Integrating New Skills into Daily Operations -- this is a group exercise intended to help participants plan ways to integrate skills of collaborative negotiation into their work setting. Its second objective is to model the development of a support network that will facilitate this integration on an ongoing basis.
Activity: group exercise
Summary of Major Lessons
Preprogram preparation of a diary
Small group discussion of diaries
Targeting of change opportunities
Action planning.
Note: The case studies and role plays mentioned above are used in our training program with permission from the Director of Curriculum Development at the Program on Negotiation at Harvard Law School, 513 Pound Hall, 1563, Massachusetts Avenue, Cambridge MA 02138, USA. The President and Fellows of Harvard College are the copyright owners.
A highly interactive program
This workshop utilizes the case-study-based method employed effectively by Harvard and other universities. For maximum learning impact and retention, the facilitator includes other training tools and technologies such as individual exercises, group exercises / discussions, peer-teaching activities, music, and watching and discussing video clips.
About The Training Provider: Human Resources Services
Human Resources Services - The course leader, G K Lim, is experienced in sales, marketing and business, and in cutting-edge adult learning techniques
G K Lim is a training consultant in the area of consultative / solution-centric selling skills, key account management, negotiation skills, customer service excellence, Emotional Intelligence enhancement, personal development, motivation, stress management, and mind/...
