How To Become A Successful Human Resources Manager

Transcription

1 New Skills. New Thinking HUMAN RESOURCES & TALENT MANAGEMENT HR Management Skills for New HR Assistants and HR Advisors 4-5 March 2013, Auckland March 2013, Wellington End to End Recruitment for the Hiring Manager February 2013, Auckland 4-5 March 2013, Wellington Increasing Retention in High Turnover Businesses March 2013, Auckland March 2013, Wellington

2 HR Management Skills for New HR Assistants and HR Advisors 4-5 March 2013, Auckland March 2013, Wellington DAVE STEWART 2 DAY COURSE 9AM-5PM ABOUT THE COURSE Are you looking to grow your HR or recruitment skills? Unlike any other generalist HR courses, this course for new HR Assistants & Recruitment Professionals strikes a balance between the legal and critical employment issues whilst equipping you with practical skills in dealing with real-life situations. This course will also help you identify the strategic role of creating HR value within your organisation. WHO SHOULD ATTEND Those new to HR, in-house and agency recruiters and administration professionals who have HR responsibilities. The course will also appeal to experienced HR assistants who wish to update knowledge around legislation and practical skills. NEW SKILLS YOU WILL LEARN The building blocks to be a successful HR practitioner A robust approach to attraction, recruitment, retention and HR management of staff Legislative requirements with practical examples and discussions to help apply employment law in real workplaces Inductions, performance programmes and systems involved in the HR function How to make sound recruitment decisions Great location, great food, great hospitality Presented very well, good information provided. Instructor was fantastic!! Tracey Soffe, HR Coordinator, Western Institute of Technology at Taranaki COURSE OUTLINE Attraction & Recruitment Employment Market Overview Trends & Demographics Economic impacts Attraction Strategies Building an employment brand Candidate databases & portals Proactive attraction Practical Exercise: Creating your employment brand Advertising & Position Descriptions Writing and placing a good job advert Identifying competencies & building a position description framework Practical Exercise: Competencies Managing Internal Clients Managing timelines and expectations Dealing with difficult clients Recruitment Overview Understanding the recruitment process Structured interview process Behavioural based interviewing Making verbal referencing work for you Assessing candidates and making an informed recruitment decision Employment Law in HR Employment Relations (Flexible Working Arrangements) Amendment Act 2007 Holidays Act 2003 and amendments Privacy Act 1993 Human Rights Act 2003 Employment Relations Act 2000 EEO Good Employer requirements for Crown Entities HR Management of Employees Understanding Employment Agreements, Terms and Conditions Elements of an employment agreement Dealing with different types of contracts Understanding Pay and Benefits Determining pay levels Performance related pay Employment benefits Inductions Inductions vs. Orientations Creating induction programmes Matching inductions to realities of company culture, behaviours & values Linking induction to development and performance reviews Practical Exercise: Create an induction framework for your company. Training & Development Linking development needs to role competencies Creating ongoing development programmes Utilising internal resources and mentors Performance Management Structuring a performance management programme Working with managers Identifying and collating information Disciplinary Procedures - Overview Guiding principles fairness and good faith Disciplinary actions step by step What to include in verbal/written warnings Termination Dealing with resignations Entitlements How to conduct exit interviews You will be engaged in various interactive discussions, practical exercises and role plays throughout the course to help reinforce your learning experience. NEW SUPERSAVER & EARLYBIRD PRICES - See back page for details

3 End to End Recruitment for the Hiring Manager February 2013, Auckland 4-5 March 2013, Wellington NICHOLA RAWLENCE 2 DAY COURSE 9AM-5PM ABOUT THE COURSE Involvement in recruitment decisions should not be left solely to human resources. Ensure your department is able to attract and recruit the right candidates in minimum time with this interactive course. In addition to a large emphasis on interviewing skills, delegates will have the opportunity to discuss their recruitment challenges with the trainer prior to attending. WHO SHOULD ATTEND The content would suit new hiring managers or those who recruit on average more than three staff per year. It will also be of interest to human resources staff who wish to hone their interview skills and streamline their recruitment processes for maximum productivity. NEW SKILLS YOU WILL LEARN Awareness as to the tangible and unforeseen costs of poor recruitment The ability to create a strong and applicable recruitment schedule for your organisation How to accurately assess candidate calibre and decline applicants professionally Making certain you gain the most out of your candidate interviews Ensuring your preferred candidate accepts your offer What should happen when your candidate becomes an employee COURSE OUTLINE Why are strong recruitment processes important? Tangible and intangible costs of mis-hiring Prior agreement around organisational need for technical skills versus behaviour fit The impact of hiring professionalism on organisational reputation How should a vacancy within your department be approached? Who should be involved in the hiring decision? Creating a plan and timeframes Producing effective advertising for the appropriate channels Receiving and reviewing CVs directly and/or via recruitment software Initial contact and response to both internal and external applicants Screening Successful phone screening When and why should psychometric testing be utilised? Declining candidates at the screening stage What should an invitation for interview contain? Requesting pre-interview preparation/ presentations Key action points post interview The art of reference checking Effective interviewing How do you prepare for an interview? How should an interview be structured? What questions should you ask? How do you get the best out of the interviewee? Offering and declining candidates Declining a candidate after interview stage (internal and external) Making an offer to a preferred candidate and how to proceed if they accept How to avoid counter-offering Communication with the necessary people internally Hiring manager responsibilities a month/week prior and day of the candidate starting End to End Recruitment for the Hiring Manager contains a strong interactive element including simulated interviews, the creation of a recruitment plan and case studies. Participants are encouraged to discuss their own experiences or work issues and ask for practical solutions.

4 Increasing Retention in High Turnover Businesses March 2013, Auckland March 2013, Wellington NICHOLA RAWLENCE 2 DAY COURSE 9AM-5PM ABOUT THE COURSE Organisations with high retention rates leave management free to focus on revenue, productivity and growing the business. This highly interactive course provides a guide on how managers can create a culture that encourages long term loyalty and addresses the key factors around retention and turnover. WHO SHOULD ATTEND? Case studies and activities will be tailored to the industries of course delegates, allowing an in-depth look at the nature of high turn over businesses. Time will be set aside for peer learning and networking. This course would be of interest to those people with staff reports and an interest in improving and utilising management skills to retain talented employees. NEW SKILLS YOU WILL LEARN How retention affects productivity and profitability How engagement, culture and career development can affect retention Gain knowledge around successful recruitment and on-boarding from the outset of employment Understand how your management style and actions contribute to an employee s decision to remain in or leave their role Understand what factors make industries more susceptible to high turnover COURSE OUTLINE Why staff retention deserves your attention Measuring retention and turnover The seen and unforeseen costs of turnover When does turnover become problematic? Voluntary versus involuntary turnover High Turnover Industries Industries with traditionally high turn over Are more industries facing retention issues today? What underlying factors are contributing to turn over? E.g. Australian relocation What can industries learn from each other s experiences? Attrition Factors why staff leave Herzberg s Two-Factor Motivation theory Employee orientation and induction process Recruiting the right people Determining employee expectation Steps to successful inductions Employee engagement Intellectual, affective and social engagement Involvement in decision-making Opportunities to work on preferred activities Do staff feel well-informed about what is happening in the organisation? Career development Are there career development opportunities? How visible are they to staff within the organisation Development via job content and talent utilization Formal training and development Support for professional development activities (e.g., financial contribution, time off) The Importance of workplace culture Retention as a function of an organisation s culture Public recognition of effort and contribution Avoiding presenteeism - flexible work arrangements The visibility of organisational concern around employees health and well-being The role of effective management in retention The importance of the manager/employee relationship Matching retention initiatives to individuals Creating an engaging environment & culture Communication style and frequency The employee voice giving and receiving feedback Control over informal initiatives e.g. mentoring Seeking employee feedback upon exit ADD EXTRA DELEGATES FOR JUST $1,295+GST EACH - See back page for details

5 HUMAN RESOURCES & TALENT MANAGEMENT Findings revealed employers weren t investing enough in the hiring process and weren t looking for changes to ensure they got the best hires for the company Employers are still focused on technical skills and aren t putting enough emphasis on behaviour fit and career intentions. Many are trying to guess what they ll need in a few years Companies need to decide on who s the right person right now Hudson s General Manager Roman Rogers regarding the New Zealand Employment Trends report, Quarter 3, 2012, New Zealand Herald September Whether you are an experienced HR professional, new to HR or hold line management responsibilities, knowledge around how to pick the best person for the job and keep them will stay with you throughout your career. The use of strong recruitment and interviewing skills to attain excellent staff needs to be accompanied by an equally robust HR support system if these people are to be retained in the future. At Bright*Star Training we work closely with industry participants to develop new training courses to meet demand. Thank you to all our wonderful customers who have provided us with feedback to develop these courses to best meet your needs. INSTRUCTOR PROFILES DAVE STEWART Managing Director of Human Value Dave Stewart has over 25 years experience in the employment and HR market. His expertise, market knowledge and networks add value to any organisation s human resource decisions. Dave takes a proactive approach to helping companies anticipate and manage their place in the future world of employment. His knowledge of the dynamics and diversity in our changing work population helps companies recognise what drives their employees and how to best challenge, reward and retain talent. Dave was a Board Trustee of the EEO Trust for 10 years until 2011 and is also part-time Managing Trustee of Te Hopai, a 125 year old charitable Trust providing care to the aged and the needy. NICHOLA RAWLENCE Managing Director of Rawlence Training Nichola Rawlence has 19 years experience within recruitment and 16 years setting up teams and managing staff. After graduating from Otago University, she began her career in New York working in PR and then re-located to London, recruiting for multinationals and large finance houses. In 1998, Nichola was instrumental in the set up and running of the NZ division of a large multinational recruitment firm. In addition to managing multiple teams, her role evolved to focus solely on training and development for the organisation within New Zealand. Nichola is passionate about getting it right the first time with recruitment of your staff and believes strong management plays an enormous part in the retention of your team. INHOUSE TRAINING Do you have a larger group of people that need training? Then you may be interested in our customised and cost-effective in-house options. To find out more and discuss your specific requirements, please contact Kerry Saberton: kerry@brightstar.co.nz LINKED IN Learning & Development and Training Professionals New Zealand Join the network and enjoy discussions, free white papers and engaging with your peers today! NEW SUPERSAVER & EARLYBIRD PRICES - See back page for details

6 HUMAN RESOURCES & TALENT MANAGEMENT HR Management Skills for New HR Assistants and HR Advisors 4-5 March 2013, Auckland March 2013, Wellington End to End Recruitment for the Hiring Manager February 2013, Auckland 4-5 March 2013, Wellington Increasing Retention in High Turnover Businesses March 2013, Auckland March 2013, Wellington Brochure Code: TF219 TF230 TF232 A B C D E F G H I J K L M N O P Q R S T U V W X Y Z 2012 Copyright Conferenz Ltd