HR Director - course 65,500 rub. from Russian School of Management, training, date November 28, 2023.

Ph.D., consultant on management, training and personnel development. Has practical experience in the development and implementation of HR technologies in retail business.

Budgeting for personnel costs
• The concept of budgeting, HR budget.
• Types of budgets, basic techniques and methods of budgeting.
• Types of costs (expenses) of the company.
• HR budget: local, functional.
• Classification and number of personnel, labor standards.
• Classification of personnel into categories and groups.
• List and average number of personnel.
• Labor rationing, examples of labor intensity calculations in personnel work.
• Formation of the payroll budget.
• Composition of labor costs.
• Payroll planning methods: traditional, direct, normative, by analogy.
• Examples of FZP calculations using different methods.
• Planning bonuses in the payroll fund.
• Formation of a budget for personnel selection and adaptation, training and development.
• Composition of costs for personnel search and adaptation.
• Planning of selection costs using traditional and direct methods.

Development of competency models. Organization of a system of recruitment and adaptation of personnel. Selection assessment
• Development of a competency model.
• Competency-based approach, competency-based management. Competency clusters. Competency structure. Examples of competencies in Russian companies and banks.
• Organization of a system of recruitment and adaptation of personnel.
• Recruitment technology.
• Job/vacancy profile.
• Sources of personnel search: social networks, head hunting, executive search, recruitment (mass recruitment), “Refer a Friend” program.
• Interview on competencies at the stage of selecting candidates for the company.
• Adaptation. Types of adaptation: corporate, social, professional adaptation.
• Employee adaptation program for the probationary period. Introductions to the position. Mentoring.
• Factors that hinder employee adaptation: different values ​​and priorities, disappointed expectations, poor personal contact, working conditions, volume of tasks.

Grading technologies
• Fundamental approaches to developing a grading system. Positioning of the company in the labor market.
• Job evaluation: definition of basic positions and job evaluation procedure.
• Selection of job evaluation methods: simple ranking, integral method, point method with analysis of key factors. Advantages and disadvantages of each method. Discussion, selection of the most suitable method for the company.
• Development of salary structure. Using labor market surveys.
• Determining the optimal price for the position. The optimal ratio of the fixed and variable parts of remuneration.
• Selection of the control value of the salary scale for each position, determination of the width of the salary bracket, the overlap between the brackets and the optimal number of grades.
• Determination of salary growth within the range (grade).
• Development of a salary review plan. Examples of developing a system of job levels (grades) for a trading and manufacturing company.

Development of a bonus system. Performance Management System. BSC Balanced Scorecard
• Development of goals and KPIs using the BSC methodology.
• Algorithm for developing an effective reward system. Development of a map of company goals and BSC - a balanced scorecard taking into account cause-and-effect relationships.
• What financial indicators do you want to achieve? Development of goals and indicators of the component.
• Goals and indicators of the client component.
• What internal business processes need to be improved.
• Development of the BSC table - a balanced scorecard.
• Development of balanced goal and KPI tables for top managers as a basis for performance assessment and remuneration.
• Examples of balanced goal and KPI tables for managers.
• Implementation of PM – performance management. Development of an effective performance-based remuneration system based on KPIs for main departments (production, sales).
• Basic principles of the Performance management system – performance management.
• Determining employee performance. Relationship between performance and remuneration.
• Goal and KPI tables for commercial departments. Calculation of performance and remuneration using the example of the head of the sales department.
• Goal and KPI tables for production departments. Calculation of performance and remuneration using the example of a workshop manager.
• 2 approaches to creating goal tables. Which to choose. Advantages and disadvantages.
• Remuneration tables based on performance.
• Development of an effective KPI-based remuneration system for supporting departments
• Algorithm for developing goals and KPIs for supporting departments.
• Formulas for calculating % of goals achieved and KPIs. An example of calculating the CSI index of internal customer satisfaction.
• An example of calculating performance and remuneration for the HR director, HR manager, recruiting manager, etc.
• Examples of goal tables and KPIs for supporting departments: head of the purchasing department, chief accountant, head of the marketing department, IT, etc.
• An example of calculating remuneration based on results (KPI) and competencies.

Change management when working with personnel
• Human resource and changes: features of perception and development.
• The theory of generations in the context of communication and work with change.
• Resistance to change. Conflicts when implementing changes. Prevention and overcoming.
• Willingness to change at the company level. Creating an environment of change.
• Effective implementation of changes.
• Involvement in the process of developing changes. Agents of change.
• Modeling of changes, pilot projects. Assessing the effectiveness of changes. Pitfalls of statistics and evaluation of results.
• Roadmap for supporting changes across generations. Company experience.
• Cascading information on changes. Management training.
• Assessing the effectiveness of implementing changes. Features of conducting surveys.
• Matrix of communications and change support tools.
• Creation of an effective communication environment. Principles of building effective communication: language, channels, form, time.
• Communication matrix when implementing changes.
• Selection and implementation of key HR tools that support the system of changes (training and development, personnel reserve, material and non-material motivation.