HR Management for the New HR Manager
Course fee: R7,950.00 (R9,142.50 incl. 15% VAT) per person.
Early Bird fee less R850.00: R7,100.00 (R8,165.00 incl. 15% VAT) for all new registrations received and paid by 1 July 2019.
Group booking: 3 or more delegates less R1,050.00: R6,900.00 (R7,935.00 incl. VAT) per delegate for all NEW registrations received and paid by 1 July 2019. T&Cs apply.
For in-house and group bookings, please e-mail Charlotte at firstname.lastname@example.org or contact her on office hours (011) 902-0720 or Ronell: 073 291 0450.
Who should attend this workshop?
- Newly appointed HR Managers
- HR Practitioners
- HR Officials
- HR Supervisors
- HR Administrators
- Members and staff of SMMEs
People and their skills are vital for the success of an organisation.
Human Resource Management (HRM) plays a critical role in ensuring businesses achieve strategic effectiveness by developing this resource.
This 3-day programme will enable inexperienced HR consultants and managers, as well as owners and staff of SMMEs, to become knowledgeable on a practical level in Human Resource Management in the new place of work. This unique programme also incorporates a module on Labour Law with incorporation of the latest Labour Law amendments and changes in South Africa. It will introduce delegates to the role of HRM within the context of business management and is of considerable benefit to anyone who is new to the role or needs more practical knowledge of HR Management and Labour Law in the organisation.
The programme also aims to steer HR Practitioners and Managers to learn how to reinvent Performance Management by replacing the ineffective traditional annual performance process with a simpler one, focused on critical outcomes like feedback, coaching, goal setting, and manager and employee relationships.
More than two thirds of all employees work in service or knowledge related jobs and their performance is driven by their skills, attitude, and their ability to invent and drive change through teams. These skills are built over time and if successful, Performance Management should continue to focus on developing these competencies.
In the new world of work, organisations seldom follow the annual evaluation cycle as the shift in Performance Management has caused organisations to change how they set goals and manage people. It has shift the focus from annual evaluation and rankings to continuous feedback and development.
KEY LEARNING POINTS INCLUDE
- The importance of the HR roles and functions within the organisation, including job analysis and design; recruitment and selection; training and development; performance management; compliance with legislation and management of employee relations
- Effectiveness of HRM policies, processes and practices
- HRM tools such as performance appraisals and understand their role in recruitment, talent retention and career progression
- Coaching for peak performance
- Approaches to manpower planning
- Identify and recognise accomplishments
- Fair Practice and diverse workforce management practices
- Overview of Labour Law and effective handling of disciplinary hearings and grievance procedures, fair and unfair dismissals.
- Overview on Basic Conditions of Employment Act (BCEA) and Labour Relations Act (LRA)
- An understanding of key HR levers available to managers
- Knowledge of relevant theories related to HRM
- Understanding the importance of correct recruitment for staff retention and talent management
- Implementing new Performance Management strategies
- Labour Relations: Compliance with the LRA insofar as discipline and dismissals are concerned
- Implementing effective people acquisition strategies.
DAY 1 AND 2
- HR MANAGEMENT (HRM)
- RECRUITMENT AND SELECTION INTERVIEWING
- COACHING FOR PEAK PERFORMANCE
- PERFORMANCE MANAGEMENT AND APPRAISALS
These first two-days will give an overview of effective HRM practices and processes, recruitment and inter-viewing skills and requirements, coaching for peak performance and performance management and appraisals in the new world of work.
- People and problems
• How to associate problems and people
• The value of people – human resources
• Managerial leadership
• Organisational socialisation
HRM CONCEPTS, PROCESSES AND PRACTICES
- New paradigms in HRM
• Learning and problem solving
• Employees and employee values
• Gain insight in the HR Scorecard and its importance in the HR strategic role
• Identify what you will measure in your organisation going forward
• Approaches to manpower planning
• Flexibility and diversity management
RECRUITMENT AND SELECTION
- Key legal requirements relating to recruitment and selection
• Nature of attraction in recruitment
• Value of psychometric testing
• Understanding of the recruitment and selection processes and being able to use recruitment and selection processes that are efficient, effective and fair
• Know how to adequately prepare for an interview
- Planning and structuring your selection process for identifying the best and suitable candidates
• Identifying past behaviours that predict an applicant’s success or failure to meet your talent needs
• The use of inter-viewing skills and techniques and the effectiveness of panel inter-views rather than a single interviewer
• The use of a process to make a correct and unbiased appointment decision
COACHING FOR PEAK PERFORMANCE
- Adopt new people-management behaviours
• Use a coaching paradigm to constantly unlock individual potential
• Learn how coaching can benefit everyone within the organisation through a supportive coaching environment
• Fully capitalise on the management skills already learned
• Develop a performance-focused coaching style to enhance self-responsibility and independence
• Structure feedback to create a motivating learning experience rather than a judgemental experience
• Identify behaviours that reinforce people’s efforts to achieve organisational goals and objectives
• Effectively recognise people at all levels of the organisation
• Plan for effectively recognising the efforts of others to sustain and encourage productive performance
• Improved business results by changing others’ behaviour.
PERFORMANCE MANAGEMENT AND APPRAISAL
- Performance management, assessment and appraisal
• Model of performance management
• Approaches to assessment and appraisal
• Employee development
• Coaching for Peak Performance
OVERVIEW AND INTRODUCTION TO LABOUR LAW in South Africa
Including Labour Relations Act (LRA), BCEA and Dispute Resolutions
This third day session will give an overview of BCEA, LRA, effective handling of disciplinary hearings and grievance procedures and legal aspects regarding misconduct, incapacity and poor performance.
- Introduction to Labour Law in South Africa.
- Relevant legislation especially the Constitution and the Labour Relations Act (LRA) and the Basic Conditions of Employment Act (BCEA).
- BASIC CONDITIONS OF EMPLOYMENT ACT (BCEA)
* Common Law duties of employer and employee
- LABOUR RELATIONS ACT
* The objectives of the LRA and rights of employers and employees.
- TRADE UNIONS & COLLECTIVE BARGAINING
* An overview of collective bargaining
* Recognition of trade unions
* Difference between majority and minority unions and how to deal with each (Representivity test)
* Employee rights and Employer rights
* The role of the shop steward
* Trade union rights
- DISPUTE RESOLUTION MECHANISMS
* CCMA / Bargaining Councils (BC) / P r i v a t e arbitration
* Jurisdiction issues viz matters of mutual interest etc.
- UNFAIR LABOUR PRACTICE
* What constitutes an unfair labour practice
* Referral and remedy of an unfair labour practice
* Role of the CCMA/BC and the Labour Court
* Unfair dismissals
* Procedures to follow: Dismissals for poor performance, misconduct & retrenchment
* Code of good practice.
- DISCIPLINARY ACTION
* Schedule 8 of the LRA
* The company’s codes
* Progressive disciplinary action
* Types of misconduct
* The differences between poor performance, incapacity, misconduct and operational requirements
* Grievance procedures, disciplinary procedures, appeal procedures
* Disciplinary hearings / inquiries
* Appropriate sanctions.
- POOR PERFORMANCE
* The difference between performance management and disciplinary action
* Standards, job descriptions and job profiles
* Performance management system
* The appraisal and evaluation
* Corrective measures and counselling
* When the performance management system and corrective measures fail
* The disciplinary hearing and onus of proof.
- C O D E S & PROCEDURES