Organisational Psychologists scientifically inform the Human Resource profession and process. In view of this, PsyAsia International offers a full Human Resource Management Course that follows the complete 'HR Cycle'. The course is offered as a public course anywhere in the world and as a public course in various Asian locations throughout the year (usually Hong Kong & Singapore). When run as an in-house course, there is not the necessity to complete all modules. We can therefore provide in-house training that is focused specifically upon the client's current issues and/or requirements. For public courses, the course is designed to be completed as a whole.
This is an excellent course for anybody involved in HRM or for those who are looking for a taste of it. This course principally welcomes HR directors, HR officers, training and development managers, recruitment/selection staff, line managers and those considering a career in Human Resource Management.
Unlike other HRM courses, this course is a face-to-face course that covers all relevant subject material in just 4 days! So, this training is suitable for very busy people as well as those who wish to learn HRM as soon as possible. Do keep in mind though, that as with all HRM courses, although at the completion of the course you will have a profound understanding of the current issues and best practice in HRM, you will not necessarily be fully competent in every aspect. For example, although you will understand a lot about job analysis or psychometric tests, you will require additional focused training in each area to enable you to become an expert! Remember, this is true of all courses out there! We do expect you to be competent in HR processes or HRM generally at the end of the course and following completion of optional assessments.
It is important to understand that to fully appreciate why HR needs to be practiced in a particular way, it is necessary to have an understanding of theoretical underpinnings. Delegates generally find HR theory interesting and stimulating because it is about people and therefore easy to relate to. That said, theory is not to everybody's liking! In addition to providing presentations on the theoretical components detailed below, delegates will be asked to interact extensively with the facilitator and with each other during the course. Delegates will be involved in stimulating discussions and debates and they will be asked to make presentations in groups to their co-delegates.
This is a four
day course which runs as follows:
Day 1: 10am-5pm
Day 2: 9.30am-5pm
Day 3: 9.30am-5pm
Day 4: 9.30am-5pm
Finish times are
all approximate. Start times are strictly
as given.
Module
1: An Introduction to HRM - Day 1
Defining HRM
Difference between Personnel Management
and HRM
HRM as an international model
Broad and Narrow, Soft and Hard HRM
Why study and practice HRM?
HRM as a strategy - internal and external
We’ll spend some time getting
to know each other and discussing
the course content and the HR Cycle.
Methods of assessment (for those who
are aiming for our certificate of
competence) will also be discussed,
alongside different learning and study
skills.
We will then move on to consider
what HRM is and where it has come
from. Personnel management will be
introduced and its links with HRM
discussed. Different formulations
of the HR model such as narrow versus
broad and soft versus hard will be
cited. We will discuss the extent
to which HRM has been applied in delegate's
workplaces and whether it is a useful
model to apply. This will require
some understanding of HRM as a corporate
strategy as well as understanding
of your organisation’s strategy
in general. Cultural issues within
HRM will be introduced, but focused
on in greater detail in a subsequent
module.
Module
2: Job Analysis - Day 1
What job analysis is
The importance of job analysis
The principal methods of job analysis
and their advantages/disadvantages
The type of data that is collected during
job analysis
Criticisms about the lack of reliability
in job analysis
Criteria for assessing job analysis
How job analysis informs the job description
and person specification
Why organisations use or are turning
to competency-based job analysis
Links between job analysis and the HR
cycle
During Module One
it was noted that job analysis is
often viewed as the most important
element within the HR cycle. This
is because it links with all aspects,
and if done poorly or not at all,
there will be negative repercussions
in, for example, selection, training
and development and performance appraisal.
This module introduces job analysis,
underlines its importance and demonstrates
a number of methods of conducting
this important task. We will consider
the advantages and disadvantages of
each type of job analysis and briefly
practice some methods. We will also
consider issues of reliability in
job analysis and introduce how reliability
is a theme which recurs within HR
practices and methods and something
to be aware of throughout the course.
Finally, delegates will learn about
competency-based job analysis and
person specifications and why these
are becoming more popular among today’s
top organisations.
Module
3: Planning, Recruitment, Selection
- Day 1
The link between forecasting of personnel
needs and strategic HRM
Ways in which personnel and competency
requirements can be planned
Sources of internal and external candidates
How and why recruitment policy should
be consistent with the company’s
strategy, image and other policies
How to design application forms that
mirror best practice and do not violate
employment law
How to select applicants from the recruitment
pool to transfer to the selection phase
In this module,
delegates will learn about forecasting
the supply and demand of candidates
in order to fill jobs and cover
required organisational competencies.
We will consider some of the principles
of manpower planning. Delegates
will be asked to consider the needs
of their own organisations given
the current and future environments
within which they operate. We will
then move on to consider the potential
sources of job candidates to ensure
that our recruitment procedure results
in a high quality selection pool.
Design of job application forms
in line with local and international
employment law and best practice
will be covered. Finally, we will
start to build expertise in selection
by considering how to sift through
job applications. We will discuss
the dangers in using CVs at this
stage. This will prepare us for
the next two modules where we will
look in some detail at selection
tools, namely interviews, assessment
centres and psychometric tests (among
others).
Module
4: Assessment Methods (Excluding Psychometric
Tests) - Day 2
Methods of assessment available such
as assessment centres, application forms,
interviews and more
Controversial methods such as graphology,
astrology and phrenology
Reliability and validity of various
methods
How to prepare for and design objective,
behaviour-based interviews
So far we have seen
how HRM must be strategic and that
in order to be so, we must understand
both our internal and external environments.
We have also seen how it is necessary
to thoroughly and competently analyse
all jobs within an organisation and
to make personnel plans on the basis
of predictions of trends and changes
to our environments. In the previous
module we considered how to recruit
in line with the organisation’s
strategy and image and how to design
a legal and scoreable application
form. In this module, we move on to
look at how we select employees on
the basis of all of the information
that we have available. The focus
will be on objective assessment. Many
of the methods considered may also
also be used to assist in employee
development.
Module
5: Assessment Methods: Psychometric
Testing - Day 2
What a psychometric assessment is
The major competence issues in psychometric
assessment
Why proper training and practice is
required in order to make psychometric
assessment useful
Why standardisation is a key repetitive
theme in psychometrics
Error associated with tests as well
as all other methods of assessment
How to ensure that bias does not occur
in testing using the 4/5 rule
Computer-based testing and how it compares
with pencil & paper testing
Major models of personality: The Big-5
and Cattell’s 16 factor model
The use of psychometric tests in Asia
Whether using indigenous tests has any
incremental validity over and above
internationally-developed tests in Hong
Kong and Singapore
ALL DELEGATES WILL HAVE THE
OPPORTUNITY TO COMPLETE A PSYCHOMETRIC
TEST AND RECEIVE A TEST REPORT AT
NO EXTRA FEE
This module takes
the theme of selection and assessment
within the HR function further by
considering psychometric assessment
in some depth. This is probably
one of the areas of HR that is practiced
with least competence in Asia at
the current time. The competence
issue also existed in other parts
of the world in their early HR development.
It was only with the set-up of institutions
and bodies that ensured competence
in psychometrics that things became
better. If psychometric tests are
not used in a competent manner they
are of no use. This module will
provide delegates with an overview
of some of the major areas of necessary
competence in psychometrics. The
second part of the module will address
the extent to which psychometric
tests work in Asia generally and
locally in Hong Kong and Singapore
by looking at local published research.
International models of personality
will be addressed alongside local
ones and we will consider the incremental
validity of using indigenous tools
in psychometric testing in Hong
Kong and Singapore.
Module
6: Training and Development - Day 3
The difference between training and
education
The importance of training and development
Training and HRM
Learning styles
The training cycle
Training Needs Analysis
Training Design
Training Implementation
The training transfer problem
The often ignored evaluation and the
importance of training evaluation
Solomon’s four-group training
evaluation design
Kirkpatrick’s evaluation model
The learning organization and the
concept of continuous learning
Cross-cultural comparisons of training
No organisation can
boast that it has an HRM strategy
if it does not include training and
development. This module capitalises
upon this statement and explores the
issues surrounding the effective use
of the training function. Delegates
will be introduced to the training
cycle and the necessity of following
it. The lack of evaluation of training
by organisations will be addressed,
alongside how training needs analysis
should be carried out, how training
programmes should be designed, how
training should be implemented and
how the evaluation results should
feedback into this cycle. We will
compare training and development and
its legislative context cross-culturally.
Module
7: Performance Appraisal - Day 3
History of performance appraisal
Purposes of performance appraisal
Advantages and disadvantages of linking
performance appraisal with pay
The design of performance appraisal
systems
Issues in the implementation of performance
appraisal systems
Rating scales
Common errors in evaluation
Characteristics of effective performance
appraisal interviews
Monitoring and maintaining appraisal
systems
Improving performance appraisal for
the future
The use of formal
systems for appraising employee performance
is on the increase. With this in mind,
it is necessary for delegates to understand
the advantages and disadvantages of
these systems and to learn how to
alleviate some of the common pitfalls
in the design and maintenance of performance
appraisal systems. Delegates will
learn about the reliability and validity
of different appraisal techniques,
how appraisal should be carried out
and how performance appraisal can
be improved in order to be an effective
HR tool.
Module
8: Motivating and Rewarding Employees
- Day 4
The main theories of motivation: need,
cognitive and reinforcement.
The evidence that supports or fails
to support each theory.
The implications of each theory for
workplace performance and motivation.
How to design work in order to maximise
motivation and increase employee retention.
Why managers prefer to use Maslow’s
theory despite the lack of evidence
to support it.
What influences pay?
Pay and behaviour modification
Pay and equity
The importance of equity for employees
and managers
Motivational issues in the design of
salary-systems
Problems associated with different salary-systems
Performance-related pay and motivation
Performance-related pay and performance
appraisal
Within a strategic
HRM function, there needs to be room
for consideration of how to motivate
employees, and how top employees can
be retained by the organisation. We
have already seen how training and
development and creation of a learning
organisation may assist in this. Likewise,
investment in career management may
lead to affective commitment because
the employee feels that the psychological
contract has been upheld by the organisation.
Additionally, it is important to consider
other methods of motivation in order
to enhance performance and quality
of working life and increase employee
retention. This module will consider
the development of motivation theories
over time and, given the research
evidence, suggest that no theory is
adequate on its own. The best insight
can be gained by subscribing to a
number of theories.
Module
9: Ethical HRM & Equal Opportunities
- Day 4
What ethical HRM entails
Why HRM needs to aim to be ethical
What equal opportunities is and why
it is required in terms of law and ethics
Factors affecting decision-making
Theoretical components of ethical HRM
The rhetoric versus the reality of ethical
HRM
Rights and duties of employer and employee
The moral development of the organisation
A framework for ethical decision-making
This module considers
the ethical processes and decisions
that HRM is required to consider on
an almost daily basis. First, we’ll
reconsider some of the topics that
we have already touched upon throughout
the course in relation to equal opportunities.
Then we’ll look at how ethics
and ethical behaviour are shaped and
fed into organisational culture. We’ll
consider if HRM can ever be truly
ethical given that some writers have
noted that it is a morally conflictual
function. We will look at some of
the rights and duties of both employee
and employer before finishing with
a case study that aims to stimulate
some thinking about the ethical issues
facing HR professionals.
Module
10: Global HRM and expatriate assignments
- Day 4
How to increase the chances of success
of international assignments and expatriate
assignees
Personal and organisational factors
that lead to expatriate success
What issues need to be planned into
an overseas assignment policy
Why training is rarely carried out (but
should be)
Factors affecting the expatriate partner
or spouse that ultimately also affect
the assignment
Women and expatriate assignments: why
the biggest barrier faced by females
in expatriate assignments is often in
the original
country
This module will
provide delegates with an overview
of some of the international dimensions
of HRM and organisational behaviour.
The focus will be on expatriate assignments
and how to plan and design expatriate
packages that will lead to successful
assignments overseas as well as positive
reintegration at the end of the assignment.
We will consider individual and organisational
factors that lead to success, training
for the assignment and new culture,
the issue of expatriate partners/spouses
and female expatriatism.
OPTIONS
FOR ATTENDING LESS THAN THE COMPLETE
COURSE
In order
to get the most out of this course,
we strongly suggest that delegates attend
the complete course. Only those delegates
who attend the complete course will
be eligible to be assessed as per below.
However, from time to time some delegates
have a wish to only attend a single
day or two days of the course. We will
permit such registration in the final
2 weeks of registration. In other words,
priority will be given to those who
register for the entire course. Please
email
us and tell us of your intentions
to register for part of the course as
far in advance as you can and we will
add you to our waiting list. Fees for
those attending less than 4 days of
the course are calculated as follows:
current course fee divided by 3 and
multiplied by the number of days you
will attend with a 10% discount applied
if attending 3 days. No early bird or
other discounts can be applied to such
registrations. Once registrations for
"days" opens, we will email
you and provide you with a special code
to ensure that when you register online,
you only pay for the days you will attend.
There is no formal exam for this course. However, for delegates who are interested in gaining a certificate of competence (rather than the certificate of attendance) in HRM from PsyAsia, we optionally provide a post-course assessment. The assessment consists of completing two papers (3000 words each). One of the papers is a practical case-study, whilst the other is a theoretical/academic question. The work must be completed on your own within one month following the course and then sent to PsyAsia for marking. It will be marked within one month and the appropriate certificate will be mailed to you, along with some feedback on your two papers. Those who wish to undertake this assessment need to pay an additional fee. This fee includes the marking and feedback. Should further work be required as a result of a low grade, an additional fee will apply. This will be agreed with the delegate on the basis of the work involved for the marker. The minimum fee will be 50% of the original assessment fee and the maximum will be 100% of the original assessment fee.
Those who attend
every module and who are not absent
from the training room for periods
of time in excess of 5 minutes will
receive a certificate of attendance
from PsyAsia International, signed
by the facilitator mentioned below
(with a logo which shows his status
as a registered organisational psychologist
(Australia) and the Australian Psychological
Society Psychologist logo. Those who
attend only parts of the course will
have the parts attended endorsed on
their certificate of attendance.
The course is conducted by Dr. Graham Tyler, an award-winning, Registered (Australia & Hong Kong) Organisational Psychologist educated in the UK and Australia. He is a member of the Hong Kong Institute of HRM and an Associate Fellow of the Hong Kong Psychological Society. Organisational psychologists have skills in a number of areas related to HRM, such as Selection & Assessment, Training and Development, Job Analysis, Career Development and Counselling, Organisational Change and Development, Performance Management and Review, Well-being, Conflict and Stress Management and so on. Dr. Tyler taught HRM for the UK’s University of Leicester’s overseas MBA program in Dubai and other Middle Eastern countries for 3 years. In Asia, he has been a MSc in HRM Lecturer for the Hong Kong Polytechnic University. He has worked in both teaching and HRM consulting roles for local, government and multinational organisations worldwide, including Nigeria, Singapore, Malaysia, Thailand, PRC, Macau SAR, Hong Kong SAR, Australia, UK, Saudi Arabia and Oman. At the current time, Dr. Tyler is the executive director of PsyAsia International. He is a resident of both Singapore and Hong Kong and commutes between these two cities and travels around Asia and the world to deliver his sought-after training and consulting solutions. As a practitioner, he applies his skills on a daily basis in many of Asia's most well known companies and for government bodies. He balances this practical slant with his academic teaching and publications in international peer-reviewed journals. He is also a reviewer for the Society for Industrial and Organizational Psychology conference (USA) and the Journal of Personality & Individual Differences.
Syllabus Change Note:
Prior to every course that we run, it is our policy to consult the worldwide literature and practice databases to ensure that we teach the most up-to-date content. For this reason, our syllabus is subject to change. However, you can of course rest assured that we do not bring you a static course, rather a course that evolves with the Asian and international business and human resource management environments.
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Please select a location from the drop-down below to view the next scheduled dates and fee for the course Human Resource Management. All fees include GST/VAT where applicable. Fees shown below are discounted for payment within 14 days. Please add 10% for 30 day terms. Please subtract any current promotional discounts from the fees below.
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If you would like to consider running this or any PsyAsia International course at your company for a group of people, please contact us for a quotation.
Defining HRM
