Building an effective system of training and personnel development - free course from the Russian School of Management, training, date: December 6, 2023.
Miscellaneous / / December 06, 2023
What is included
-Convenient platform
-Interactive course
-Self-test of knowledge
-Certificate of advanced training
-Unlimited access for 30 days
Consultant on organizational development, strategic and operational management, personnel training. Expert in setting up business processes.
Consultant, expert in the field of personnel reserve formation and personnel assessment. Certified expert of the “Leaders of Russia” competition. Co-author of the book “HR Practice”.
Master of Psychology, business coach, expert practitioner in the field of reward systems, recruitment management and personnel optimization.
The concept of creating a corporate university
• The Corporate University is an important production unit.
• The value of a corporate university for a company.
• Modeling the activities of the Corporate University.
• Corporate culture as the basis for team building.
• Intended use of the Corporate University.
• Strategy of the Corporate University.
• Tactics of the Corporate University.
• Evaluating the effectiveness of the Corporate University.
• Organizational and staffing structure of the Corporate University.
• Center for Financial Responsibility.
Corporate University
• The place of the Corporate University (CU) in the organization's development strategy.
• Corporate University, Training Center or Training Department – choosing a business model for your organization. The value of CG for business. Training strategy and policy (external providers and internal trainers). Principles and indicators of CG formation.
• Stages of creation.
• Diagnosis of the current situation in the company. Goals and objectives of creating CU.
• Definitions of target groups (objects) of training. Selection of forms and methods of teaching. Selection of external providers and internal trainers. Corporate competencies as a basis for developing training needs. Development of a system of training programs, seminars and other CG training procedures.
• Determining the contribution of CG to the strategic performance of the company (evaluation of CG products, the effectiveness of mentoring of line managers, the level of knowledge and skills acquired by employees). Development of an action plan and budget for the CG. Analysis of further effectiveness of CG.
• Internal and external PR and communications in the work of CG. Influence on the strength of the company's HR brand.
• Formation of the structure, determination of the main functions.
• CG organizational structure. Main functions of the control system. Main forms of CG activity. Planning and management of the CG budget. Development and implementation of corporate training standards. Development of documents regulating the activities of CG.
• Team management.
• Head of KU. Attracting, hiring, adapting and evaluating CU employees. Motivation system for CU specialists.
• Methodological support of activities.
• Technology of formation of the methodological base of CG. Development of curriculum, training programs and materials. Distance learning. Knowledge management methods, reporting forms and methods. Employee adaptation. Introductory training. Mentoring. On-the-job training.
• Key success factors.
• Criteria and factors of training effectiveness. Contribution to the company's business results. Internal benchmarking, best-practice, mentoring. Implementation of training results in the employee’s work. Pre- and post-training support.
Development of competency models. Hiring system. Adaptation system. Personel assessment
• Development and application of a competency model.
• Competency structure. Examples of competencies in Russian and international companies.
• Competency assessment and potential assessment.
• Organization of a system of recruitment and adaptation of personnel. Recruitment technology.
• Position/vacancy profile.
• Sources and methods of personnel search: social networks, head hunting, executive search, targeted selection, mass recruitment, referral bonus program.
• Interview and competency assessment at the candidate selection stage.
• Adaptation. Types of adaptation: corporate, social, professional adaptation.
• Employee adaptation program for the probationary period. Introduction to the position. Mentoring and the role of the mentor.
• Factors that hinder employee adaptation: different values and priorities, disappointed expectations, poor personal contact, working conditions, volume of tasks.
Technology for implementing an assessment center in a company
• Goals, objectives and areas of application.
• Main stages of the project.
• Development of competencies.
• Formation of an assessment matrix.
• Administrative issues.
• Conducting Assessment Centers.
• Integration and reporting.
• Feedback for the participant.
• Building an individual development plan.
Development of employee potential. Talent-management. Knowledge Management
• Principles of “Talent Management” in recruiting and selecting employees. Creating a motivational environment. Application of coaching and mentoring technology for talent development.
• Knowledge management and core competency management. Planning for the development of key competencies. Assessment of the level of intellectual capital. Relationship between human resource management strategy and knowledge management strategy. Creation of a knowledge management system based on corporate training.