Strategic Employee Resourcing: Recruitment and Selection

HRODC Postgraduate Training Institute
In Central London (Grossbritannien)

£ 38.000 - (45.125 )
zzgl. MwSt.

Wichtige informationen

  • Intensivseminar
  • Intermediate
  • Central london (Grossbritannien)
  • 360 Lehrstunden
  • Dauer:
    3 Months
  • Wann:
    Freie Auswahl
Beschreibung

With this course in Strategic Employee Resourcing: Recruitment and Selection you will develop responsabilities and skills which will help you recruit talented people, as well as how to apply the appropiate techniques to go through the selection process.

Wichtige informationen
Ist dieser Kurs für mich?

This course is designed for: human resource professional, human resource manager, human resource specialists who need to expand their knowledge and expertise in all aspects of human resources management, executives, directors, managers who need current, specialized knowledge, supervisors, experienced managers who are new to the hr field, other mid-level managers pursuing a career change or promotion, business consultants, mba students, those considering entering the field of human resource management early- to mid-career professionals who need to manage the increasing complexity of interpersonal or organizational dynamics in their jobs,
entrepreneurs who want to learn about human resource management, and small business owners who do not have in-house professional human resource management expertise.

Voraussetzungen: Degree or Work Experience

Veranstaltungsort(e)

Wo und wann

Beginn Lage
Freie Auswahl
Central London
Carburton Street, W1W 5EE, London, Grossbritannien
Plan ansehen

Was lernen Sie in diesem Kurs?

Recruitment
Interview Techniques
Shortlisting
Appraisal Skills
Recruitment Consulting
Induction
Headhunting Skills
Staff
Audit
IT
Design
Advertising
Talent Management
Employment Manager
Hiring
Human Resource Recruitment
Job Recruitment
Personality Test
Recruitment and Selection
Recruitment Process
Skills and Training

Themenkreis

Limited Contents, Concepts and Issues:

Modules:
  • Comprehensive Employee Resourcing: Resourcing and Selection
  • E-Recruitment and E-Selection: Online Talent Acquisitions
  • The Newcomer in an Organisation: A Strategic Approach
  • Managing Individuals and Groups in an Organisation
  • Motivating Employees: Intrinsic and Extrinsic Rewards
Essentials of Recruitment and Selection
  • Defining Recruitment
  • Reasons to Recruit
  • Approaches to Recruitment
  • Alternatives to Recruitment
  • Going Ahead with the Recruitment
  • Recruitment vs. Selection
  • Importance of Recruitment and Selection
  • Types of Recruitment Needs
  • Sources of Recruitment
  • Trends in recruitment
  • Outsourcing
  • Poaching
  • E-recruitment
  • Defining Selection
  • Factors to Be Considered For Selecting
  • Staff Turnover and Negative and Positive Impact On the Organisation
  • Levels of Individual Commitment of Potential and New Recruits
  • 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
Systematic Recruitment and Selection Process
  • Job Vacancy Identification
  • Preparing Job Analysis, Job Description and Person Specification
  • Searching for the Right person to Fill Up the Vacancy
  • Advertising the Vacancy
  • Headhunting
  • Short-Listing of Applicants
  • Conducting Employment Test
  • Arranging Interviews
  • Conducting Interviews
  • Rating the Candidates
  • Medical/Health Examination
  • Reference Check
  • Selection and Appointment
Job Vacancy Identification
  • Alternatives in Cases of Job Vacancy
  • Identifying When the Need to Filling Job Vacancy Arise
Preparing Job Analysis, Job Description and Personnel Specification
  • Defining Job Analysis
  • Who to Involve
  • What You Need To Find Out
  • Job Analysis Methodology
  • Defining Job Description
  • Advantages of Designing Job Description
  • Parts of a Job Description
  • How Job Description Fit Into the Broader Employment Picture
  • Defining and Documenting A Position
  • Writing the Job Description
  • Sample Job Description
  • Person Specification vs. Job Description
  • Designing a Person Specification
  • Core Skills
  • Criteria
  • Disqualifiers
  • Prioritising the Criteria
Advertising the Vacancy
  • 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
Short-Listing
  • Introduction
  • Steps in Short-listing
Conducting Employment Test
  • Psychometric Test
  • Use of Assessment Centre
  • Introduction
  • Why Use Assessment Centres
  • What Happens at an Assessment Centre?
  • Observation and Feedback
Arranging Interviews
  • Inviting Candidates to Interview
  • Interviewing With Colleagues
  • Scheduling
  • Setting up The Room
  • Telephone Interviewing
  • The CV and Cover Letter
Conducting Interviews
  • Main Objectives of a Good Interview
  • Importance of Proper Interview
  • Opening the Interview
  • Structuring the Interview
  • Questioning Skills
  • Collecting Evidence
  • Types of Interviewers

Rating Candidates and Making Decisions
  • 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
Health Screening
  • Introduction
  • Heck Checks after an Offer has been Made
  • Reasonable Adjustments
  • Exceptions
Reference Check
  • Introduction
  • Taking up References
  • Questions Which Can Be Asked In a Reference
  • Unsatisfactory References
  • Personal vs. Company References
  • Other Pre-employment Checks
Selection and Appointment
  • Assessing the Job Candidate’s Competency
  • The Selection Process
  • Tidying Up
  • Setting In
Human Resource Audit, Staff Induction, 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