Operationalising Strategic Employee Resourcing Recruitment and Selection Intensive Full-Time 3 Months

Human Resources

Human Resource & Organisational Development Consultancy (HRODC) Postgraduate Training Institute
Operationalising Strategic Employee Resourcing: Recruitment and Selection, Full-Time (6 Months) Postgraduate Diploma in Strategic Employee Resourcing: Recruitment and Selection, Progressing to MBA
Course Programme for Comprehensive Employee Recruitment and Selection Leading to Postgraduate Diploma and MBA Employee Recruitment and Selection
Module Title Credit Value
Comprehensive Employee Resourcing: Resourcing and Selection 7-Credit
E-Recruitment and E-Selection: Online Talent Acquisitions Double Credit
The Newcomer in an Organisation: A Strategic Approach Single Credit
Managing Individuals and Groups in an Organisation Single Credit
Motivating Employees: Intrinsic and Extrinsic Rewards Single Credit
Related Awards, Degrees or Certifications: Postgraduate Diploma
Related Jobs or Careers: Human Resource Professionals Human Resource Managers Human Resource Specialists who need to expand their knowledge
This is primarily ilt training
on-line e-learning cbt (computer based)This is an online eLearning or CBT training program
on-line tutorialThis is an online tutorial
instructor led trainingThis class may be available at a classroom in Wolverhampton, West Midlands,
Course Level:executive
Duration:3 months
Training Presented in:English
Certificate Program Provided by Human Resource & Organisational Development Consultancy (HRODC) Postgraduate Training Institute
Operationalising Strategic Employee Resourcing Recruitment and Selection Intensive Full-Time 3 Months
Essentials of Recruitment and Selection
Defining Recruitment Reasons to Recruit Approaches to Recruitment
Flexible Approach
Systems Approach
Rigid Approach Alternatives to Recruitment
Going Ahead with the Recruitment Recruitment vs. Selection
Importance of Recruitment and Selection Types of Recruitment Needs
Expected Sources of Recruitment
Retired Employees
Retrenched Employees
Dependents and Relatives of Deceased Employees
Press Advertisement
Educational Institute
Placement Agencies/ Outsourcing
Employment Exchanges
Labour Contractors
Unsolicited Applicants
Employee Referrals
Recruitment at Factory/ Organisation Gate Trends in recruitment
E-recruitment Defining Selection
Factors to Be Considered For Selecting
Physical Characteristics
Personal Characteristics
Proficiency or Skill and Ability
Temperament and character
Staff Turnover and Negative and Positive Impact On the Organisation Levels of Individual Commitment of Potential and New Recruits
Moral Commitment
Remunerative Commitment
Calculative Commitment
Training, Education, Development as Facilities for New Recruits The Importance of Human Resource Forecasts
Methods of Forecasting Human Resource Needs of the Organisation
Strategic Operational Review (SOR) As Prerequisite For Human Resource Forecasting The Legal Bases of Recruitment and Selection
Job Design
Types of Job Design
Mechanistic Job Design
Biological Job Design
Motivational Job Design
Perceptual Job Design
1. Job Vacancy Identification
2. Preparing Job Analysis, Job Description and Person Specification
3. Searching for the Right person to Fill Up the Vacancy
a. Advertising the Vacancy
b. Headhunting
i. Defining Head Hunting
ii. Sources for Head Hunting
iii. Internally Driven Head Hunting
iv. Internally Managed Head Hunting
v. Out Sourcing Head Hunting
vi. The Role of Head Hunting Agencies
vii. The Behaviour of Head Hunting Agencies
viii. Cost Comparison of Internal and External Sourcing of Head Hunting
ix. Valuing Human Capital
4. Short-Listing of Applicants
5. Conducting Employment Test
6. Arranging Interviews
7. Conducting Interviews
8. Rating the Candidates
9. Medical/ Health Examination
10. Reference Check
11. Selection and Appointment
Alternatives in Cases of Job Vacancy
Identifying When the Need to Filling Job Vacancy Arise
Defining Job Analysis Who to Involve
What You Need To Find Out Job Analysis Methodology
Diaries and Logs
Job Analysis Interviews
Critical Incident Technique
Repertory Grid
Checklist/ Inventory Defining Job Description
Advantages of Designing Job Description Parts of a Job Description
Job Summary
List of Job Functions
Requirement Section
Other Information
How Job Description Fit Into the Broader Employment Picture Defining and Documenting A Position
Writing the Job Description
Writing the Job Functions, Responsibilities and Requirements
Writing the Job Summary Sample Job Description
Person Specification vs. Job Description Designing a Person Specification
Core Skills Criteria Disqualifiers
Prioritising the Criteria
Job Advertisement Functions of Job Advertising
Proper Medium for Job Advertisement
What Makes Up an Effective Job Advertising?
Developing an Effective Job Advertisement: What to Include
Steps in Short-listing
Psychometric Test
Use of Assessment Centre
Why Use Assessment Centres
What Happens at an Assessment Centre?
Observation and Feedback
Inviting Candidates to Interview Interviewing With Colleagues Scheduling
Setting up The Room Telephone Interviewing The CV and Cover Letter
Main Objectives of a Good Interview Importance of Proper Interview
Having a More Diverse Workforce
Complying With Legal Requirements
Creating a Positive Impression Opening the Interview
Putting Candidate at Ease
Introducing the Interview
Checking Facts Structuring the Interview
Competency-Based Interview
Job Description
Creating a Person s Specification
Creating Job Documents Questioning Skills
Types of Questions:
Open Questions
Questions about Competencies and Behaviour
Closed Questions
Leading Questions
Reflective Questions
Question Funnel
Looking into the Applicant s Motivations and Aspirations
Evading Asking Poor Questions Collecting Evidence
Types of Interviewers
The Stickler
The Helper
The Performer
The Prober
The Observer
The Questioner
The Boss
The Avoider
Marking Guidelines Behaviours and Rating Scale
Deciding Which Candidate to Hire Wash Up With the Colleagues Keeping Candidates on File Deciding Not To Make Any Offers Communicating the Decision Checking References
Heck Checks after an Offer has been Made Reasonable Adjustments
10. Reference Check
Taking up References
Questions Which Can Be Asked In a Reference Unsatisfactory References
Personal vs. Company References Other Pre-employment Checks
11. Selection and Appointment
Assessing the Job Candidate s Competency The Selection Process
Tidying Up Setting In
Human Resource Audit, Staff Induction and Periodic and Exit Interviews
Importance of Human Resource Audit Conducting Human Resource Audit
Weighting and Using Candidate Assessment Form (CAF) The Value of Staff Induction
Organising an Induction Programme Running an Induction Programme Periodic and Exit Interviews Conducting Exit Interviews
Employee Flexibility and Workforce Flexibility
Alternative Patterns of Work and the Increase in the Non-Standard Contracts:
The Different Forms of Worker Flexibility
Elements of Workforce Flexibility
Numerical Flexibility
Functional Flexibility
Temporal Flexibility
Financial Flexibility
Geographical Flexibility
Hard and Soft HRM
The Flexibility Debate:
The Concept of the Flexible Firm
The Strategic Use of Flexible Workers
Flexibility Strategies for Economic Development
British Legislation: The Rights of Disadvantage Groups
Race Relations Act
Disability Discrimination Act Equal pay Act 1970
Sex Discrimination (Gender Reassignment) Regulations 1999 Disability Discrimination Act 2005
Age Discrimination
Religion or Belief Discrimination
Positive Discrimination in UK: The Genuine Occupational Qualification
Principles of Genuine Occupational Qualification Asserting Genuine Occupational Qualification Examples of Genuine Occupational Qualification
Criminal Records and Vetting
Criminal Records Bureau Rehabilitation of Offenders Act of 1974 Vetting and Barring Scheme
Equal Opportunity Monitoring
The Importance of Monitoring Observance of Employment Equal Opportunity Positive Action under the Equality Act 2010
Data Protection Act
Introduction Relevant Data Express Permission Security of Data
The Employment Practices Code Advertising
Checking the Information provided Short-listing
Pre-employment Vetting
Eligibility to Work in UK
Eligibility to Work in UK Statutory Excuse Relevant Documents Establishing an Excuse
Knowingly Employing Illegal Migrant
Employing European Economic Area (EEA) Nationals The Worker s Registration Scheme
Non-EU Workers
Points Based Assessment Sponsorship Duties
Human Resource Technological Background
Evolution of the Human Resource Technology Tools The Impact of Technology in the Human Resource Field
Technology in Talent Acquisition
Mainframes, PCs, and Client Server Computer Architecture The Internet
Software Delivery Models in Transition
Application Service Provider (ASP)
Software as a Service (SaaS)
Technology Trends and Software Users and Buyers
Configuration Software Maintenance
Managing Online Assessment
The Role of Professionally Developed Assessments
The Value and Risk Effective Talent Acquisitions into Organisations
Rationale of Assessment
Importance of Assessment for the Organisations
Risks Associated with Assessment Measurement Concepts
Types of Measurement Error
Measuring Reliability
Score Interpretation
Designing Online Recruiting and Testing Systems
Recruitment and Selection Steps and Website Components
Attracting Candidates through a Careers Site
Describing Jobs and Careers
Collecting Personal Information
Simulation-Based Assessment
The Hiring Decision
Tracking Tools Assembling the System Managing the System
Acquiring Talent
Designing Internet Recruiting Sites General Recruiting Site Components
Employer Overview
Job Information
Profile Matching
Apply Now
Designing Online Screening Tools
Resume-Centric Applicant Screening
Questionnaire-Based Applicant Screening Common Risks Associated with Online Screening
Organising Automated Tests
Assessment Tools
Considerations for Using Different Types of Assessments
Purpose of Assessment
Program Size
Job Type and Level
Validation Requirements
Legal Defensibility
Resource Planning
Technology Considerations for Online Assessment Presentation of Item Content
Navigation Features and Functions Examinee Instructions
Testing Time Security
Recruiters Managers
HR Specialists
Systems Design and Integration
Elements for System
Integration Concepts and Approaches
Handling the Environmental Constraints
Ensuring Quality in the Deployment of Online Staffing Systems Issues and Challenges
Proctored vs. Unproctored Administration
Test Environment Issues
Technology Issues
Security Issues
Unqualified Applicants
Access to Technology
The Candidate Experience
Strategies for Managing Online Assessment Systems
Dealing with Cross-Cultural Employment
Cross-Cultural Talent Assessment Programs
Administrative Considerations
Measurement Quality Concerns
Professional Challenges
Technology Challenges
Techniques for Cross-Cultural Employment
European Data Protection Rules
Design Considerations for Data and Privacy Protection
Onward Transfer
Data Integrity
Other Privacy Rules Internet Data Security
Password Protection
Role-Based Security
History and Log Files
Additional Security Considerations
The Profile of a Newcomer
Domestic vs. Work Orientation Knowledge and Skill Disorientation Geographic Disorientation
Cultural Misappropriation Nostalgia
Knowledge Gap Information Bombardment Cognitive Retardation
Managing Organisational Entry, Orientation and Exit
Managing Entry into the Organisation: Induction Programmes: A Strategic View; Pre-Selection Induction
Post-Selection Induction
Organisational Mentoring and Coaching Transmitting Corporate Values; Enhancing the Probationary Experience; Managing the Probationary Period
Valuing and Exploiting Intellectual Capital: A Strategic Perspective; Intellectual Property Rights: Intellectual Property Law
Learning from Early Leavers
Using Exit Interviews/ Questionnaires Induction
Mentoring and Confidentiality
Mentoring and Professional Development Selecting Mentors
Appointing Mentors Training Mentors
Team Dynamics: Empowering High Performance Groups
Groups: Definition
Distinguishing Groups from Aggregations Group Solidarity
Group Cohesion
Team or Group: A Distinction Team Dynamics
Types of Teams
Command Teams;
Committees (Temporary & Standing) Task Forces
Team Formation
Norming/ Initial Integration
Performing/ Total Integration
Disbandment or Adjournment Purpose of Teams in the Work-Place Team Characteristics;
The Role Concept: An Introduction
How True-To-Life or Realistic Are the Forming and Norming Stages of Team Development?
Dysfunctional Behaviour in Teams
Seeking Sympathy
Withdrawal and
Special Pleading Inter-Team Conflict
Sources of Inter-Team Conflict Consequences of Dysfunctional Conflict Team Decision-Making
Social Identity Theory
Team Building and Maintenance Roles: Improving Team Effectiveness Encouraging Members
Standard Setting
Determining the Optimum Team Size Providing Team Incentives Encouraging Conflict
Averting Groupthink
Avoiding The Risky Shift Syndrome Employing Transactional Analysis
Employing Effective Diversity Management and Discouraging Resonation
Conflict Management in Organisation
Role: A Contextual Definition Role Enactors
Roles in Organisational and Non-Organisational Settings; The Role Set
Role Segments Role Expectations Role Sender
Conflict and Role Conflict Interpersonal Conflict Interrole Conflict Intrarole Conflict
Conflict Management: An introduction
Latent Conflict
Manifest Conflict
Organisational Value Of Conflict
Introducing Conflict
Exploiting Conflict Conflict Resolution Methods
Mutual Resolution
Collegial Intervention
Hierarchical intervention
Debriefing in Conflict Situations
Role Negotiation: Beyond Worker-Manager Prerogative
Employee Development Incorporating Training Needs Analysis
Rationale for and Definition of Training Needs Analysis (TNA) Approaches, Methods and Techniques of Training Need Analysis. The Traditional Approach to Training Needs Analysis
Job Behaviour and Task Analysis
Data is Gathered from Field Observations Using Structured Questionnaires and Formal Interviews
Knowledge Skills, and Attitudes Development; Job, Task and Role Analysis
A Strategic Approach to Competency Assessment
Supply-Led or Pedagogical Approach To Training Needs Analysis Demand-Led Approach to Training Needs Analysis
Behavioural Expectation Scales Focus Groups
Action Learning Action Research Process Management Assessment Centres Human Resource Plan Succession Plan
Human Resource Audit Critical Incident Reports
Individual Performance Appraisal Reports Personnel Deployment Charts
Business Plans Strategic Plans Job Evaluation
Job Tasks and Role Analysis
Client or Customer Feedback
Directing or Leading
The Concept of Motivation Theories of Motivation
Content Theories and Some of Their Contributors
Maslow s Hierarchy of Needs
Analysis of Maslow s Claims
Mcclelland's Studies
Taylor: Money and Motivation
Motivator-Hygiene Factor: Herzberg s Contribution Process Theories
Equity Theory
Goal-Setting Theory Expectancy Theory Equitable Reward Systems Reinforcement Theories Reinforcement Theory
Motivation and Contingency Theory Designing an Effective Motivation Strategy
The Collectivist vs. the Individualist Perspective of Motivation Common Trends in Motivation Theories
Intrinsic and Extrinsic Values of Motivation Motivation and Worker Behaviour
The Extent to Which Salary or Wages Inducement Motivate Workers Performance Related Pay (PRP)
Productivity Bonuses Efficiency Gains Profit Share
The Contingency Approach to Motivation
Social Differentiation in Motivation Culture Differentiation in Motivation Wealth as a Factor in Motivation Class as an Issue in Motivation
Individual Expectation and Motivation Individual Preferences as a Motivating Factor
About The Training Provider: Human Resource & Organisational Development Consultancy (HRODC) Postgraduate Training Institute
Human Resource & Organisational Development Consultancy (HRODC) Postgraduate Training Institute - HRODC Postgraduate Training Institute is a Graduate Institution Registered with the UK Register of Learning Providers (UKRLP), of the Department for Business, Innovation and Skills (BIS), formerly Department for Innovation, Universities and Skills (DIUS). Its Registration Number is: 10019585 and can be Verified at: It provides Intensive Full-Time Postgraduate Diploma Courses. 3 Months Intensive...
Do you teach employee management ?
Custom Search
tcw11-v473M-04/25/15-21:15:15-()[A]-[B]-[A] -18:38:24