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Course Summary


    LearnersPoint 's CHRM Program - Bigger, Better & Clear.

    Having a solid grounding in the functional areas of traditional HR, such as compensation or recruitment and retention, is now just the price of admission. To really make your mark and have a measurable and recognised impact, you as human resources and labour relations professional need a deeper toolkit. In this uniquely conceptualised program by LearnersPoint, learn how to pull on key HR levers and make adjustments within the HR function for greater impact in the larger organisation.

    The program’s curriculum has been validated by both scholarly and professional research. It incorporates the ground-breaking work by David Ulrich and others, that identifies the knowledge and abilities that people management practitioners require now and in the coming years to be credible and valuable contributors. 

Course Contents

  • Part 1   Introduction to CHRM

    Module 1 Introduction to Human Resource Management Definition of human resource management and its importance. The trends shaping HRM. The new human resource manager. Competencies of human resource manager.

    • Explain what human resource management is and how it relates to the management process.
    • Briefly discuss and illustrate each of the important trends influencing human resource management.
    • List and briefly describe “distributed HR” and other important aspects of human management today.
    • List important human resource manager competencies.

    Module 2 Equal Opportunity and the Law Equal opportunity laws. Discrimination and diversity management.

    • Explain the importance of and list the basic features of Title VII of the 1964 Civil Rights Act and at least five other equal employment laws.
    • Describe post-1990 employment laws including the Americans with Disabilities Act and how to avoid accusations of sexual harassment at work.
    • Illustrate two defenses you can use in the event of discriminatory practice allegations, and cite specific discriminatory personnel management practices in recruitment, selection, promotion, transfer, layoffs, and benefits.
    • List the steps in the EEOC enforcement process.
    • Discuss why diversity management is important and how to install a diversity management program.

    Module 3 Human Resource Management Strategy and Analysis The strategic management process. Types of strategies and strategic human resource management. HR metrics and benchmarking. High-performance work systems.

    • Explain with examples each of the seven steps in the strategic management process.
    • List with examples the main types of strategies.
    • Define strategic human resource management and give an example of strategic human resource management in practice.
    • Give at least five examples of HR metrics.
    • Give five examples of what employers can do to have high-performance systems.

    Describe how you would execute a program to improve employee engagement.

    Part 2 Recruitment, Placement, and Talent Management

    Module 4 Job Analysis and Talent Management Process The talent management process. The basics of job analysis. Methods of collecting job analysis information. Job descriptions and job specifications. Using models and profiles in talent management.

    • Define talent management and explain why it is important.
    • Discuss the process of job analysis, including why it is important.
    • Explain how to use at least three methods of collecting job analysis information, including interviews, questionnaires, and observation.
    • Explain how you would write a job description.
    • Explain how to write a job specification.
    • List some human traits and behaviors you would want an employee to bring to a job if employee engagement is important to doing the job well.
    • Explain competency-based job analysis, including what it means and how it’s done in practice.

    Module 5 Personnel Planning and Recruiting Workforce planning and forecasting. Importance of effective recruiting. Internal and outside sources of candidates. Recruiting a more diverse workforce. Developing and using application forms.

    • Explain the main techniques used in employment planning and forecasting.
    • Explain and give examples for the need for effective recruiting.
    • Name and describe the main internal sources of candidates.
    • Discuss a workforce planning method you would use to improve employee engagement. 
    • List and discuss the main outside sources of candidates.
    • Explain how to recruit a more diverse workforce.
    • Discuss practical guidelines for obtaining application information.

    Module 6 Employee Testing and Selection The basics of testing and selecting employees. Types of tests. Work samples and simulations.

    • Answer the question: Why is it important to test and select employees?
    • Explain what is meant by reliability and validity.
    • List and briefly describe the basic categories of selection tests, with examples.
    • Explain how to use two work simulations for selection.
    • Describe four ways to improve an employer’s background checking process.

    Module 7 Interviewing Candidates Basic types of interviews. Errors that can undermine an interview’s usefulness. How to design and conduct an effective interview. Developing and extending the job offer.

    • List and give examples of the main types of selection interviews.
    • List and explain the main errors that can undermine an interview’s usefulness.
    • Define a structured situational interview and explain how to design and conduct effective selection interviews.
    • Discuss how to use employee selection methods to improve employee engagement.
    • List the main points to know about developing and extending the actual job offer.


    Part 3 Training and Development

    Module 8 Training and Developing Employees Orienting and onboarding new employees. Overview of the training process. Implementing the training program. Implementing management training programs. Managing organizational change programs. Evaluating the training effort.


    • Summarize the purpose and process of employee orientation.
    • Give an example of how to design on boarding to improve employee engagement
    • List and briefly explain each of the steps in the training process.
    • Explain how to use five training techniques.
    • List and briefly discuss four management development methods.

    Module 9 Performance Management and Appraisal The basics of performance management and appraisal. Techniques for appraising performance. Dealing with rater error appraisal problems. Managing the appraisal interview. Talent management and employee appraisal.

    • Describe the performance appraisal process.
    • Define the pros and cons of at least eight performance appraisal methods.
    • Give examples of potential appraisal problems and how to deal with them.
    • List steps to take in the appraisal interview.
    • 9-5. Explain key points in how to use the appraisal interview to boost employee engagement.
    • 9-6. Explain how you would take a performance management approach to appraisal.

    Module 10 Managing Employee Retention, Engagement, and Careers Managing employee turnover and retention. Managing employee engagement. Career management. Employee life-cycle career management. Managing dismissals.

    • Discuss what employers and supervisors can do to support employees’ career development needs.
    • Explain why career development can improve employee engagement.
    • Describe a comprehensive approach to retaining employees.
    • List and briefly explain the main decisions employers should address in reaching promotion and other employee life-cycle career decisions.
    • Explain each of the main grounds for dismissal.

    Part 4  Compensation

    Module 11 Establishing Strategic Pay Plans Basic factors in determining pay rates. Job evaluation methods. How to create a market-competitive pay plan. Pricing managerial and professional jobs. Contemporary topics in compensation.


    • List the basic factors determining pay rates.
    • Define and give an example of how to conduct a job evaluation.
    • Explain in detail how to establish a market-competitive pay plan.
    • Explain how to price managerial and professional jobs.
    • Explain the difference between competency-based and traditional pay.
    • Describe the importance of total rewards for improving employee engagement

    Module 12 Pay for Performance and Financial Incentives Money’s role in motivation. Individual employee incentive and recognition programs. Incentives for sales people. Incentives for managers and executives. Team and organization-wide incentive plans.

    • Explain how you would apply four motivation theories in formulating an incentive plan.
    • Discuss the main incentives for individual employees.
    • Discuss the pros and cons of commissions versus straight pay for salespeople.
    • Describe the main incentives for managers and executives.
    • Name and describe the most popular organization-wide incentive plans.
    • Explain how to use incentives to improve employee engagement.

    Module 13 Benefits and Services The benefits picture today. Pay for time not worked. Insurance benefits. Retirement benefits. Personal services and family-friendly benefits. Flexible benefits programs.

    • Name and define each of the main pay for time not worked benefits.
    • Describe each of the main insurance benefits.
    • Discuss the main retirement benefits.
    • Outline the main employees’ services benefits.
    • Explain the main flexible benefit programs.
    • Explain how to use benefits to improve engagement, productivity, and performance

    Part 5 Enrichment Topics in Human Resource Management

    Module 14 Ethics, Employee Relations, and Fair Treatment at Work Basics of ethics and fair treatment at work. What shapes ethical behaviour at work? Using human resource management tools to promote ethics and fair treatment. Managing employee discipline. Managing employee relations.

    • Define employee relations.
    • Discuss at least four methods for managing employee relations.
    • Explain what is meant by ethical behavior.
    • Explain what is meant by air disciplinary practices
    • Answer the question, “How do companies become “Best Companies to Work for?

    Module 15 Labor Relations and Collective Bargaining The labor movement. Unions and the law. The collective bargaining process. Dealing with disputes and grievances. The union movement today and tomorrow.

    • Give a brief history of the American labor movement.
    • Discuss the main features of at least three major pieces of labor legislation.
    • Present examples of what to expect during the union drive and election.
    • Illustrate with examples of bargaining that is not in good faith.
    • Develop a grievance procedure.
    • Describe a strategy for cooperative labor relations.

    Module 16 Employee Safety and Health Safety and the manager. What causes accidents and how to prevent them. Workplace health hazards: Problems and remedies. Occupational security and risk management.

    • Explain the supervisor’s role in safety.
    • Explain the basic facts about safety law and OSHA.
    • Answer the question, “What causes accidents?”
    • List and explain five ways to prevent accidents.
    • Describe how one company uses employee engagement to improve workplace safety.

    Module 17 Managing Global Human Resources The manager’s global challenge. Adapting human resource activities to intercountry differences. Staffing the global organization. Training and maintaining employees abroad.

    • List the HR challenges of international business.
    • Illustrate with examples how inter-country differences affect HRM.
    • List and briefly describe the main methods  for staffing global organizations.
    • Discuss some important issues to keep in mind in training, appraising, and compensating international employees.
    • Discuss similarities and differences in employee engagement around the globe
    • Explain with examples how to implement a global human resource management program.

    Module 18 Managing Human Resources in Small and Entrepreneurial Firms The small business challenge. Using internet and government tools to support the HR effort. Leveraging small size with familiarity, flexibility, fairness, and informality. Using professional employer organizations. Managing HR systems, procedures, and paperwork.

    • Explain why HRM is important to small businesses and how small business HRM is different from that in large businesses.
    • Give four examples of how entrepreneurs can use Internet and government tools to support the HR effort.
    • List five ways entrepreneurs can use their small size to improve their HR processes.
    • Discuss how you would choose and deal with a professional employee organization.
    • Describe how you would create a start-up human resource system for a new small business.

    Who Needs The Course

    HR Managers, HR Generalists, Recruitment Managers who want to hone their domain skills

    Course Outcome

    Provides students with the daily tools and skills they need to function as successful managers--in both human resources and business in general. With a practical approach, the text explores the evolution of the field, highlighting the introduction of revolutionary new technologies and social media platforms such as LinkedIn and cloud computing.

    The training focuses on the positive impacts technology has had on the HR field. The ability to vet potential employees on the Internet shifts more HR responsibilities to managers, leaving HR departments with more time to carry out strategic, long-term endeavors for boosting employee performance and engagement. With a heavy focus on emerging industry trends, the training prepares students with everything they need to be successful managers and HR personnel in the 21st century.

    • To acquaint students with the idiosyncrasies and demands placed on top management in terms of strategic decisions, as opposed to functional management.
    • To actively involve students in the exploration of current ideas, issues, problems and techniques associated with top management duties and apply a focus on the total organization from a global perspective.
    • To familiarize students with the current literature, concepts, and theories of Strategic Management.
    • To improve and sharpen report writing and oral presentation skills.


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