ABOUT COURSE 

Human resources is sometimes considered a "soft" industry, because it can't always provide quantifiable financial data about its workload and doesn't typically create revenue either. Investment in HR can make executives nervous, because projects and programs often provide no tangible results -- although the idea of "improved morale" or "greater employee satisfaction" seems like a good thing, whether that translates to a significant increase in revenue or improved productivity remains questionable. Calculating the return on investment provides a way for HR professionals to demonstrate the worth of the profession.

Outline

Investment Perspective of Human Resources

• HR Investment Considerations
• Investments in Training and Development
• Investments Practices For Improved Retention
• Investments in Job-Secure Workforces
• Ethical Implications of Employment Practices
• Nontraditional Investment Approaches

 Human Resource Environment

• Technology and Organization Structure
• Worker Values and Attitudinal Trends
• Management Trends
• Demographic Trends
• Trends in Utilization of HR
• International Development

  HR Legal Environment

• Equal Employment Opportunity
• Compensation
• Employee Relations
• Labor Relations and Collective Bargaining
• Emerging Issues
• Strategic Impact of Legal Environment

  Strategy Formulation

• Importance of HR to Strategy
• Theoretical Foundations
• International Strategy
• HR Contributions to Strategy
• Strategy Driven Roles Behaviors and Practices
• Strategic HR Activity topology
• Classifying HR Types
• Organizational Learning in International Alliances
• Integration of Strategy and HR Planning
• HR Manger and Strategic Planning

 Strategic Role of HR Planning

• Developmental Planning For Strategic Leadership
• Assessment of Strategic Alternatives
• Contribution to Strategic HRM
• Strategic Salary Planning
• Managerial Issues in Planning
• Selecting Forecasting Techniques
• Forecasting Supply of HR
• Forecasting Demand of HR

 Strategy Implementation: Workforce Utilization and Employment Practices

• Efficient Utilization of HR
• Dealing with Employee Shortages
• Selection of Employees
• Dealing with Employee Surplus
• Special Implementation Challenges

Strategy Implementation: Reward and Development Systems

• Strategically Oriented Performance Management Systems
• Strategically Oriented Compensation Systems
• Employee Development
• Reward and Development Systems in Public/Private Sector of Pakistan

 Performance Impact of HR Practices

• Individual High Performance Practices
• Limitations of Individual Practices
• Evolution of Practices
• Systems of High Performance HR Practices
• Universal Practices Vs. Contingency Perspectives
• Performance Impact of HR Practices in Pakistan

Human Resource Evaluation

• Overview of Evaluation
• Approaches to Evaluation
• Prevalence of Evaluation
• Evaluating Strategic Contributions of Traditional Areas

Training Methodology:
This interactive training course includes the following training methodologies as a percentage of the total
tuition hours:-
• 30% Lectures, Concepts, Role Play
• 30% Workshops & Work Presentations, Techniques
• 20% Based on Case Studies & Practical Exercises
• 20% Videos, Software & General Discussions

Certificates

A Certificate of Completion will be issued to those who attend & successfully complete the programme.

Schedule

  08:30 – 10:15 First Session

 10:15 – 10:30 Coffee Break

10:30 – 12:15 Second Session

 12:15 – 12:30 Coffee Break

12:30 – 14:00 Third Session

 14:00 – 15:00 Lunch

 Fees

 The Fee for the seminar, including instruction materials, documentation, lunch, coffee/tea breaks & snack is: