HR Manager. Level 1. — rate 23990 rub. from Specialist, training, Date: November 28, 2023.
Miscellaneous / / November 29, 2023
The workshop meets the requirements of the professional standard “Human Resources Management Specialist”, approved. by order of the Ministry of Labor of the Russian Federation dated March 09, 2022 No. 109n.
A systematic approach to personnel management within the framework of the organization's strategy is the strength of this course. A successful combination of studying fundamental issues of personnel management and mastering all modern technologies is the key to the brilliant, complete knowledge that you will receive on the course.
You will become familiar with personnel recruitment and adaptation systems in detail, receive tools for analyzing and describing positions, and defining competency models from professionals. You will learn how to train and develop personnel, form and prepare personnel reserves. You will become familiar with effective methods of personnel assessment, issues of material and non-material motivation of personnel, as well as modern trends in the field of compensation and remuneration of personnel.
Classes are conducted in an interactive manner, with business games and practical problem solving, which helps to develop and consolidate the necessary skills.
The course is intended for personnel management specialists, HR managers, heads of specialized structural divisions and others listeners who want to improve their skills in human resource management of enterprises, regardless of their form property.
The program has been adjusted to meet the requirements of the professional standard “Human Resources Management Specialist”.
In personnel management, you can achieve high results only through the digitalization of business processes, using modern technologies and digital solutions (HR Tech). The most widely used tools are 1C products (1C: Salary and Personnel Management 8 other products of the 1C: Enterprise platform)
This course is recommended by Estaff!
This course is approved and recommended by the Association of Personnel Consultants!
-Carry out diagnostics of the organization (analysis of the organizational structure, analysis of the organization’s strategy, analysis of the organizational culture)
-Draw up job descriptions and develop competency models for employees of the organization
-Develop a system for searching and selecting personnel in the organization, as well as evaluate its effectiveness
-Use various methods of personnel assessment
-Develop a system for personnel assessment and certification
-Modern technologies of human resource management
-Methods of attracting and selecting personnel
-Goals and objectives of adaptation of new employees
-Methods of personnel assessment and certification
-Types, methods and principles of effective staff training
- Personnel motivation and incentive systems
Position: teacher at the Specialist Training Center at MSTU. N.E. Bauman, psychologist, police major in reserve
Practical teacher, certified specialist in the field of personnel management, member of the National Union of Personnel Officers of Russia. Teacher of courses on human resources management and soft skills (self-management). Experienced HR specialist, HR director, career coach, specialist in effective communication and analysis of business processes taking into account risks associated with personnel. More than 10 years of experience in personnel management, more than 20 years of teaching classes in self-development and psychology.
Irina Aleksandrovna graduated from St. Petersburg State University with a degree in psychological and social work and graduate school in the specialty 19.00.01 “Personality Psychology”.
Works as an HR-business partner in several small and medium-sized companies. Develops and implements transformation processes in HR services of organizations, including developing local regulations governing HR activities, systematizes business processes related to people, develops adaptation, motivation and training programs employees. Applies an integrated approach to solving HR management problems: search and selection of candidates, description functional responsibilities of key employees, conducting strategic and coaching sessions for managers.
Irina Aleksandrovna is the author of numerous publications in the areas of organizing the activities of the HR service, career counseling, retention emotional well-being of managers, building constructive communication in work relationships, including taking into account freelance situations. Regularly acts as a speaker at conferences and forums (EdKrunch Ural, II forum “The Future Begins Today”). In 2018 won the All-Russian competition named after. L.S. Vygotsky (Rybakov Foundation).
Irina Aleksandrovna is the developer of the training programs “Personnel Security”, “Effective Written Communication”, “Work and Play - Gamification for HR”, “Counteraction” manipulation”, “Conflict management”, “Safe behavior in a dangerous situation”, “Prevention of emotional burnout”, “Negotiating with terrorists during hostage-taking” and etc. They also turn to her for help at the federal level: in 2019 she developed jointly with the Ural Federal University (UrFU, Yekaterinburg) online course “Personal Security” for the Federal Platform “Open Education”.
In her classes, students learn to look at their activities and the work of a department or company systematically. They also receive algorithms for overcoming psychological barriers and personal limitations, which improves their quality of life. Students gain communication skills that help them achieve success in any profession and field of activity. Having completed training under the guidance of Irina Alexandrovna, you will learn how to build your career and life, how to cope with emotions and overcome anxiety, how to effectively set goals and negotiate, how to motivate yourself and others and much, much more.
Practical teacher, certified specialist in the field of personnel management, member of the National Union of Personnel Officers of Russia, author of numerous publications on issues personnel management, labor legislation and personnel records management (including in the magazines “Personnel Business”, “Labor Safety”, etc., on the portals “Consultant +”, Superjob.ru and etc.); Candidate of Legal Sciences, HR management consultant.
“If a person spends money on knowledge, then no one will take it away from him. The best investment is in knowledge." Benjamin Franklin
Leads the community of listeners and graduates – HR-club “Specialist”:
Olga Yurievna graduated from:
Professional experience (teaching, personnel management) – more than 30 years.
HR director in trade, production and service companies with functions in all main areas activities of the personnel service (personnel service management, consulting, coaching, labor disputes, etc.) – more than 10 years.
Teacher of higher professional and additional education – more than 20 years.
Courses taught in the following areas:
Olga Yuryevna is the developer of many proprietary courses and seminars.
Over the 10 years of work at the Center, Olga Yuryevna trained more than 7,500 people.
A unique combination of the highest professionalism, sincere friendliness and personal charm - all this awaits you in Olga Yuryevna’s classes!
Certified HR specialist, holder of a certificate of qualification for compliance professional standard “Human Resources Management Specialist”, certified personnel assessment specialist.
An excellent teacher, a practicing HR specialist with more than ten years of experience in administrative and management work. Svetlana Vladimirovna holds diplomas in such areas as “Management”, “Psychological and pedagogical education”, “Social philosophy”. Currently he holds the position of head of the personnel management department of the employment assistance center.
During her time at the Center, Svetlana Vladimirovna trained more than 1,000 people.
Svetlana Vladimirovna is not one of those who calmly sits still; she is constantly attracted by new knowledge. For example, she was a participant in the TECH WEEK conference in Skolkovo about innovative technologies for solving business problems, in particular an exhibition on new management methods and HR Tech.
Svetlana Vladimirovna’s professional and teaching talents allow her to teach courses on personnel and office management in a bright and interesting way. She knows how to create a creative and relaxed atmosphere in her classes. Graduates of this talented teacher’s courses are distinguished by a wealth of knowledge and a desire to work and improve!
“HR Officer of the Year 2021” in the “Champion for Tracking Changes in Laws” category.
Module 1. What is a personnel management system in a modern organization (4 ac. h.)
- concept, mission
-life cycle
-organizational structure and company resources
-concept, evolution of human resource management concepts
-tasks and functions of personnel management
-controllability norm
-labor functions (in accordance with professional standards)
-Areas of responsibility
-core competencies and roles (constructive and non-constructive).
-protection of employee rights by the Personnel Service, opposition to the company management
-lack of a work plan for the Personnel Service
-low own corporate culture in terms of timing and quality of execution of personnel decisions.
- passion for the process (office work), inattention to the results (the main objectives of the company (the so-called “false goals”)
Stage 1. Defining the life cycle of an organization (business case)
Stage 2. Determining the type of organizational structure of a company (workshop)
Stage 3. Compiling a list of organizational resources (discussion)
Stage 4. Formulation of the concept of personnel management in an organization (discussion)
Stage 5. Drawing up a list of management functions (discussion)
Stage 6. Determination of controllability norm (test)
Stage 7. Defining constructive HR roles (workshop)
Stage 8. Drawing up a list of HR labor functions in accordance with professional standards (discussion)
Stage 9. Development of a job description for HR (workshop)
Module 2. How to use HR marketing in searching, attracting and selecting candidates for a vacant position (profession, specialty) (4 ac. h.)
-tasks and step-by-step algorithm for personnel selection
-formation of requirements for a vacant position (profession, specialty), determination of selection criteria
- selection of optimal personnel selection technology: recruiting, exclusive search, headhunting, preliminaring
-search in internal sources: database, networking, referral recruiting, etc.
-features of searching in external sources of information: search engines and information resources to attract candidates (specialized work sites, social networks, corporate website of the company, etc.), advertising events, work with personnel agencies, etc.
-use of HR marketing tools, SMM for personnel search
-the purpose of compiling the content of the vacancy announcement
- taking into account the target audience for the ad
- ad format depending on the placement channel
-mass selection and regional selection
- selection of top managers
- selection of rare specialists
Stage 10. Development of a step-by-step algorithm for personnel selection (workshop)
Stage 11. Calculation of the average number of employees (workshop)
Stage 12. Calculation of staff turnover rate (business case)
Stage 13. Development of a form and filling out an application for selection (workshop)
Stage 14. Determining the optimal technology for personnel selection (workshop)
Stage 15. Compiling a list of external and internal sources of attracting candidates (workshop)
Stage 16. Determining the most effective sources of providing the organization with personnel (business case)
Stage 17. Listing the requirements for writing a vacancy announcement (discussion)
Stage 18. Writing a vacancy announcement (workshop)
Module 3. How to evaluate candidates’ compliance with the requirements of a vacant position (profession, specialty) (4 ac. h.)
-obtaining information about the candidate from various sources
-checking information about candidates for vacant positions (letters of recommendation, application forms)
-evaluation of the candidate’s portfolio
-analysis of different types of applicant’s resume (CV)
- studying the cover letter
-taking into account potential risk factors
-structure of a business conversation
-formats (telephone interview, personal meeting, video interview / Skype interview, etc.)
-types of interviews (by competencies, biographical, situational, projective, etc.)
-professional and psychological testing of candidates for vacant positions
- determination of the relationship between the qualification level and motivation of the candidate
-overqualified-applicant
Stage 19. Development of a step-by-step algorithm for selecting candidates for a vacant position (workshop)
Stage 20. Determining the optimal stages of candidate selection (workshop)
Stage 21. Formulating a list of potential risk factors (discussion)
Stage 22. Filling out the resume viewing grid (business case)
Stage 23. Analysis of candidates' resumes and selection of the best one according to specific parameters of the vacancy (business game)
Stage 24. Determining the needs of the target audience (business case)
Stage 25. Development of the structure of a business conversation (discussion)
Stage 26. Conducting a telephone interview (role play)
Stage 27. Determining the relationship between the level of qualifications and the motivation of the candidate (discussion)
Stage 28. Basic rules for testing candidates (workshop)
Stage 29. Determining the types of questions for different stages of the interview (workshop)
Module 4. How to make a decision on hiring a candidate and evaluate the effectiveness of selection (4 ac. h.)
-projective techniques
-case methods (case-tasting)
- stress resistance test
-decision-making criteria: wants-can-manage-safe
-legal restrictions when making decisions
-goals and content of a job offer
-1С
-E-staff
-Huntflow and other applications
-use of AI technologies and services (Robot Vera, etc.)
- deadlines for closing vacancies
- cost of expenses
-compliance of the candidate with the requirements of the vacancy
Stage 30. Determination of potential risk factors using projective techniques (workshop)
Stage 31. Using cases when assessing a candidate (workshop)
Stage 32. Determining the reliability of information (discussion)
Stage 33. Formulating the specifics of conducting a stress interview (discussion)
Stage 34. The decision-making procedure for hiring a candidate: willing-can-manage-safe (business case)
Stage 35. Determining the areas of responsibility of an HR manager in a personnel selection system (workshop)
Stage 36. Assessing the effectiveness of personnel selection (in terms of timing, cost of expenses and the candidate’s compliance with the requirements of the vacancy) (workshop)
Module 5. How to organize the process of adaptation/onboarding of personnel (4 ac. h.)
- concept and terms of testing
- criteria for passing the test successfully
- technology for making decisions about passing the test period
-concept, goals, types of adaptation
-stages, methods, tools and persons responsible for the adaptation process
-adaptation programs for different categories of employees
-target
-reality
-possibilities
-path
-ignoring the adaptation plan and reports
-lack of specific performance indicators
-failure to provide feedback to a new employee
Stage 37. Features of the employment test (discussion)
Stage 38. List of types of adaptation of new employees (discussion)
Stage 39. Determining optimal adaptation programs for different categories of employees (business game)
Stage 40. Algorithm for the adaptation process (discussion)
Stage 41. Formulating criteria for successfully completing the adaptation period (discussion)
Stage 42. Determining the areas of responsibility of an HR manager in the personnel adaptation system (workshop)
Stage 43. Solving cases on personnel adaptation issues (business cases)
Module 6. How to organize and conduct personnel assessment and certification (4 ac. h.)
-concept and tasks of personnel assessment
-types of assessment
-employee assessment tools
-specificity
-measurability and achievability
-relevance, availability of resources
- certainty in time
-development of a personnel assessment plan in accordance with the goals of the organization
- allocation of groups of personnel to conduct assessments
- determination of parameters and criteria for personnel assessment
- summing up and making decisions based on the results of the assessment
-concept and types of competencies
-behavioral indicators for assessing competencies
-development of a position/specialty profile to evaluate a specific employee
Stage 44. Formulation of personnel assessment tasks (discussion)
Stage 45. Determination of types of personnel assessment (discussion)
Stage 46. List of employee assessment tools (discussion)
Stage 47. Building a goal-setting model for personnel assessment (business case)
Stage 48. Formulation of goals using the SMART method (business game)
Stage 49. Identification of personnel categories for assessment (workshop)
Stage 50. Determination of indicators and criteria for personnel assessment (discussion)
Stage 51. Development of a step-by-step algorithm for the personnel assessment procedure (discussion)
Stage 52. Formulating the structure of the corporate competency model (discussion)
Stage 53. Development of a position/specialty profile for assessing a specific employee (workshop)
Module 7. How to analyze assessment results (4 ak. h.)
-procedure and technology for certification in accordance with the legislation of the Russian Federation
- assessment of the dynamics of productivity, intensity and efficiency of labor in the workplace with the use of management by objectives (MBO), performance management (PM), the use of KPIs / KPIs in -personnel assessment
- “circular methodology” / “360 degrees” for assessing competencies and conducting an assessment center / AC
-evaluation/certification matrix
-Gaussian normal distribution curve for analyzing the results of personnel assessment
-analysis of personnel assessment results
-organizational support of personnel assessment activities
-informing staff about the assessment results
-preparation of proposals for training and development of employees based on the results of the assessment
- inconsistency of the company’s maturity assessment system
-lack of connection between assessment and the system of material and non-material motivation
- inability of managers to conduct a post-test conversation
Stage 54. Choosing the optimal method of personnel assessment, taking into account the goals of the organization (workshop)
Stage 55. Drawing up an individual plan for employee assessment (business case)
Stage 56. Calculation of weighted average score (360 degree method) (workshop)
Stage 57. Development of an assessment/certification matrix (business case)
Stage 58. Preparation of proposals for employee development based on assessment results (business game)
Stage 59. Development of recommendations on the most common mistakes and difficulties in implementing the personnel assessment procedure (discussion)
Module 8. How to build corporate T&D systems for the development and motivation of employees (4 ac. h.)
-goals and types of training
-benefits and costs of personnel training
-specifics of adult education and technological innovations in business training, the concept of “active learning”
-analysis and determination of training needs for groups of personnel in accordance with the goals of the organization
-development of plans and choice of organizational form of training (internal, external)
-analysis of the educational services market and the organization’s needs for personnel training
-trainings (business training, cross-training, etc.)
-business and role-playing games, gamification
-cascade training
- distance learning system (e-learning, webinar, teleconference), etc.
-reaction
-Assessment of knowledge
-behavior change
-result
Stage 60. Formulating the benefits and costs of training (business game)
Stage 61. Determining the specifics of adult education (workshop)
Stage 62. Compiling a list of technological innovations in business education (discussion)
Stage 63. Development of a step-by-step algorithm for personnel training and development (discussion)
Stage 64. Drafting a staff training plan (discussion)
Stage 65. Conducting a rapid analysis of the learning environment to determine the optimal choice of external or internal training (workshop)
Stage 66. Determining the areas of responsibility of an HR manager in the system of personnel training and development (workshop)
Stage 67. Assessing the effectiveness of personnel training activities in D. Kirkpatrick (business case)
Module 9. How to build a system of motivation and stimulation of personnel / C&B (4 ac. h.)
-concept, features
-difference between motivation and stimulation
-the role of motivation in personnel management
-substantive (hierarchy of needs A. Maslow, two-factor model F. Herzberg, etc.)
-procedural (X-Y theory D. McGregor, Theory of expectations V. Vroom, parameters of internal motivation of Hackman and Oldham, etc.)
-material, conditionally material and intangible
-group and individual
-measures of encouragement and disciplinary action
- lack of understanding by employees of the motivation system (what needs to be done to receive a reward)
- lack of opportunity for the employee to influence the implementation of assigned tasks
-creation of an incentive system with inflated requirements
-lack of monitoring of the motivation system
Stage 68. Formulation of features of personnel motivation (discussion)
Stage 69. Development of recommendations for the application of modern theories of work motivation in personnel management (workshop)
Stage 70. Determination of the leading type of work motivation according to A. Maslow (test)
Stage 71. Determination of the type of work motivation according to F.’s two-factor model. Herzberg (test)
Stage 72. Calculation of parameters of internal motivation according to Hackman and Oldham (workshop)
Stage 73. Determination of the type of work motivation according to V. Gerchikov (test)
Stage 74. Development of recommendations for building a motivation system for employees with different types of work motivation (workshop)
Stage 75. Solving cases to determine the type of work motivation (business cases)
Stage 76. Compiling a list of examples of different forms and types of staff motivation (discussion)
Stage 77. Formulation of a list of signs of decline in job satisfaction (discussion)
Stage 78. Compiling a list of reasons for employee demotivation (discussion)
Stage 79. Formulating a list of typical mistakes in developing a personnel motivation system and recommendations for eliminating them (discussion)
Module 10. How to manage staff behavior (corporate social policy) (4 ac. h.)
-concept
-types of corporate culture
-components
-authoritarian
-democratic
-liberal
-concept
- stages of work
-strategies and rules of conduct in conflict
-corporate image standards
-symptoms of a weak corporate culture
-signs of a strong corporate culture
Stage 80. Determining the type of corporate culture (workshop)
Stage 81. Determining whether the type of corporate culture matches the organizational structure (discussion)
Stage 82. Development of a step-by-step algorithm for building a corporate culture taking into account the goals of the organization (discussion)
Stage 83. Formulation of the company mission (business cases)
Stage 84. Determining leadership style (workshop)
Stage 85. Development of stages of conflict management (discussion)
Stage 86. Formulating rules of conduct in conflict (discussion)
Stage 87. Determining the optimal strategy for behavior in conflict (test, role-playing game)
Stage 88. Formulating a list of strategies for successful HRs (discussion)
Module 11. Additional materials