To build a human resource academy where the following specific objectives are met:

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1 NON-DEGREE PROGRAMS In line with the objective of accreditation and professionalization of the people management, the CHRM short courses have been re-designed into five classifications: regular public courses, regular short courses, academy series, HR executive series and in-house courses. Eventually, the qualifications of PMAP members as professional managers would require completion of certified courses necessary for accreditation. ACADEMY SERIES A. HR Academy (22 days) To build a human resource academy where the following specific objectives are met: 1) Through the HR Academy, a common vocabulary for HR work is established for the present and future team leaders of the company. 2) To elevate the level of HR knowledge and skills of Team Leaders to effectively integrate their specific activities / projects to the overall context of total HR work. 3) With the enhanced HR knowledge and skills, Team Leaders will be able to effectively coach team members to improve their performance. 4) As a result of completing the courses, team leaders will be capable to assume more and different HR responsibilities. This flexibility becomes possible as a result of their enhanced knowledge and skills. Strategic HR o Mental Shifts that Change the Context of doing Business o Why People are Center Stage in Knowledge Economy o Emerging Roles and Competencies of HR o The Value Proposition of HR o Trends in HR HR Planning and Staffing o Developing the HR Plan o Recruitment and Strategies Selection Methods To Attract the Right People o Value of Perceptions and the concept of employment branding. o Understanding the Gen Y profile. o Employee Value Proposition Building the Learning and Developing Work Environment o The Training Cycle o Characteristics of High Leverage Training o Benefits and Limitations of Training o Various Forms and Methods of Learning and Development

2 o Developing the Training and Development Strategy o Learning Environment Performance and Rewards Management o Overview of Performance and Rewards Management System o Linking Performance and Rewards Management to the Total HR System o Designing the Rewards System ( Compensation and Benefits) o Communicating the Rewards System Labor Relations o Broader Concept of Employee Relations / Overview of Employee Rights and Responsibilities. o Labor Standards o Collective Bargaining Process o Strikes o Legal Side of HR Practice o Administrative Investigations and Dismissal of Employees Talent Management o Defining Key Talent o Role of Competencies in Managing Talent o Linking Succession Management and Career Management o Aligning talent management with HR and Business Strategies Leadership o Management vs. Leadership o Visioning / Strategic Intent o Empowering / Mobilizing People o Role Modeling / Values Communication o Encouraging the Heart / Inspiring Leadership o Leadership Brand Organization Capability Building o Overview of OD Circle, Organization Diagnosis, and Organization Interventions. o Culture Building Strategies o Using Investors in People Standard as an Organization Capability Building Tool HR Roles o Work-Life Balance Defined o Business Case for Work-Life Balance o Diagnosing work-life Balance Issues o Interventions to address Work-Life Balance Issues

3 Work-Life Balance o Work-Life Balance Defined o Business Case for Work-Life Balance o Diagnosing work-life Balance Issues o Interventions to address Work-Life Balance Issues B. Academy for Leaders (16 days) To build a cadre of leaders where the following objectives are met: 1) Through the academy, a common vocabulary for people management is established for the present and future leaders of the company. 2) To complement the technical skills of line managers with sufficient people management knowledge and skills to effectively achieve desired goals. 3) As a result of completing the courses, leaders will be capable to assume greater people management responsibilities. This flexibility becomes possible as a result of enhanced knowledge and skills. Managing for Results o Strategic Perspective o Management Overview o Planning and Control: Performance Management o Performance Measurement Process o Organizing Function o Leading Function Transformational Leadership o Overview of the 5 Leadership Practices o Inspiring a Shared Vision o Challenging the Process o Enabling Others to Act o Modeling the Way o Encouraging the Heart Leadership EQ o Leadership o Emotional Competence Framework - Self-awareness - Self-management - Social awareness - Social skills Situational Leadership

4 o Basic Leadership Concept o Situational Theory of Leadership: Blanchard & Hersey o Contracting o Leadership and Power Strategic Project Management o Preparing the framework o Strategic Solutions Development o Reassuring Project Results Making Effective Presentations o Assessing your Presentation Skills o The Communication Process o Determining Content and Style o Six Steps to Effective Presentation o Making the Presentation o Dealing with the Audience Conducting Effective Meetings o Different objectives of meetings o Preparing the agenda o Meeting leaders roles (meeting chauffeur, traffic officer, motivator, protector) o Developing action minutes o Using Robert s role of order for business meetings Time Management o What is Time Management? o Why do Time Management? o Assessment of Time Management Practices o How to do Time Management? o How to prevent Job Burn-out? High Impact Business English o The reader-centered approach to Business English o Review of Common Grammatical Errors Using the 7 C s o Organizing your Thoughts for Writing o Application C. Academy for People Managers (21 days) To build an academy for people managers between PMAP and the client where the following objectives are met:

5 1) Through the academy, a common vocabulary for people management is established for the present and future people managers of the company. 2) To complement the technical skills of line managers with sufficient people management knowledge and skills to effectively achieve desired goals. 3) As a result of completing the courses, people managers will be capable to assume greater people management responsibilities. This flexibility becomes possible as a result of enhanced knowledge and skills. Enhancing Your Leadership Style o Role of leaders o Leadership vs. Management o Understanding and applying different leadership behaviors Getting Commitment to Objectives o Using SMART Test to objective setting o Alignment of objectives o Approaches to getting agreement to objectives. Coaching for Improved Performance o Analyzing performance problems o Knowing when to use coaching o Coaching steps Evaluating Performance o Value of constructive feedback o Using quantitative and qualitative assessments o Typical problems and how to resolve them Converting Conflict to Collaboration o Conflict defined o Analyzing causes of conflict o Conflict resolution techniques that work Designing and Implementing Change Successfully o Different types of change o Converting resistance to commitment o Steps for implementing change Engaging People o Profile of an engaged person o Reasons why people get disengaged o Steps to engaging everyone

6 Building Great Teams o Analyzing team problems o Team maturity model o Steps in improving team work Developing People o Identifying learning needs o Designing learning experiences o Individual Development Plan Improving Interpersonal Relations o Emotional Quotient o Ways of relationship building and partnerships o Networking Addressing Work-Life Issues of People o Work-life balance defined o Typical work-life issues of people o Work-life balance programs Workforce Planning o Benefits of workforce planning o Determining the quantity and quality mix of the workforce o Steps in developing a workplace plan What People Managers Need to Know About Philippine Labor Laws? o Labor standards o Labor side of people management o Legal side of disciplining and terminating people Best People Management Practices from the Investors in People Framework o Investors in People standard defined o Comparing your practices with the standards o Developing a plan to close gaps

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