Personnel management - free course from the Russian School of Management, training 250 hours, date of December 3, 2023.

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.
• The procedure for forming a budget for personnel training and development.
• Examples of budget formation for personnel training and development using different methods.

• Analysis and justification of expenses, defense of the draft budget.
• Planning expenses for corporate benefits and events.
• Justification of payroll expenses using factor analysis.
• Examples of cost calculations based on factors causing budget deviations.
• Budgeting of personnel costs.
• The concept of budgeting.
• Classification and number of personnel, labor standards.
• Formation of the wage budget - payroll.
• Formation of a budget for personnel selection and adaptation, training and development.
• Analysis and justification of expenses, defense of the draft budget.

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.

Development and implementation of an Assessment Center
• Organizing an Assessment Center in the company.
• Development of the Assessment Center program.
• Assessment Center summary.

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.

Current issues of personnel records management
• Documents of the organization. Mandatory and optional.
• Constituent documents. Charter
• Order on the appointment of those responsible for recording, maintaining and storing work books.
• Internal labor regulations. Payment Regulations. Regulations on the protection of personal data.
• Staffing.
• Vacation schedule.
• Work books and inserts for them. Books for recording the movement of labor books.
• Receipt and expense book for accounting of work book forms.
• Orders on labor relations. Shelf life.
• Mandatory local acts.
• Internal labor regulations.
• Payment Regulations. Staffing schedule.
• Regulations on the protection of personal data.
• Registration of labor relations.
• Procedure for registering labor relations.
• Part-time and combination.
• GPC agreements.
• Changes in the terms of the employment contract. At the initiative of the employee. For medical reasons.
• Vacations. Vacation schedule. Annual vacations without pay.
• Leave for pregnancy, childbirth and child care.
• Disciplinary action. Kinds. Procedure for issuance.
• Termination of an employment contract by agreement of the parties. Application procedure. Benefits for the employer. Exceptions.
• Contents of the employment contract. Fixed-term employment contract.

Legal regulation of remuneration and labor standards
• Regulation of wages.
• Remuneration is a key issue in labor relations.
• Regulatory acts regulating wages. Local regulations on remuneration.
• Terms of payment of wages.
• Other issues of wage regulation: changing the bank, indexation, issuing pay slips, allowances.
• Liability for late wages. Legal regulation of bonuses.
• Working hours: norm and deviations from the norm. Job descriptions.
• Non-standard cases when recording working hours.
• Irregular hours and overtime work, paperwork.
• Drawing up and changing job descriptions.
• Labor rationing. Changes in wages.
• Types of labor standards, their use in organizations.
• Working time photography: concept. Organizing work time photography. Using the results.
• Options for changing wages.

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 bracket, the overlap between the brackets and the optimal number of grades.
• Determination of salary growth within the range (grade).
• Development of a salary revision plan. Examples of developing a system of job levels (grades) for a trading and manufacturing company.

Inspection of State Tax Inspectorate and other government agencies. All about HR checks
• The procedure for conducting a GIT inspection. Types of verification. Risk-based approach.
• What exactly will the inspector check?
• List of documents to be checked, areas of verification, statistics.
• Personnel documents that will be checked by the inspector. Typical employer mistakes when providing personnel documents.
• Occupational safety documents that will be checked by the inspector.
• Preparation of verification documents. Communication with the inspector.
• How to properly prepare documents for the inspector. Preparation algorithm. Consequences of the audit.
• Who and in what cases will check the maintenance of military records.
• Checking quota documents.
• Archive design. Algorithm for preparing documents for the archive.
• Personal data and its protection. Algorithm for preparing documents.
• Roskomndazor inspections.

Compensation and benefits. Social package. Non-material motivation system
• Approaches to the formation of a social package.
• Physical well-being.
• Financial well-being.
• Social and mental well-being.
• State guarantees and compensation.
• Taxes and business benefits.
• Theories of motivation and reward.
• Non-material motivation.
• Corporate culture.
• The role of the manager in motivating employees.

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.

Introduction of a corporate culture that motivates development. Internal PR tools
• Value-based approach to managing team activities.
• Framework for corporate culture.
• Mission, values, vision of the company as a management tool.
• Corporate cultural code.
• Types of corporate cultures.
• Transformation of corporate culture through the life cycle of the organization.
• Formation of corporate culture.
• Internal PR. Tools of corporate propaganda.
• Organizational ideology.
• Assessing the effectiveness of measures to create a corporate culture
• X and Y work motivation. Evolution of approaches. Generation theory.
• 10 factors of motivational organization of work. Modern techniques.
• Kaleidoscope of management practices.

Profiling. Knowledge of character
• Basics of typology, features of human thinking
• Types of characters (demonstrative tendency, aggressive tendency, stuck tendency, sensual tendency, active tendency, creative tendency)
• Types, essence and grounds for the formation of various psychotypes of human character
• External manifestations of the psychotype (gestures, facial expressions, style of self-expression, features of self-presentation)
• Goals and values ​​of people of different psychotypes
• Technologies for correcting the interlocutor’s behavior based on knowledge of his character type
• Conflict management taking into account the psychotype of the interlocutor
• Connection between the type of thinking and a person’s psychotype
• Drawing up a character profile based on facial features
• Determination of psychotype based on video and photographic materials
• Errors and inaccuracies in determining the psychotype
• Features of collecting information to determine a person’s psychotype
• Analysis of the psychotypes of famous people, video examples
• The problem of self-analysis and the ability to regulate one’s own behavioral manifestations
• Working with combinations of psychotypes in one person
• Practical tools for influencing people during group communication
• Additional ways to influence carriers of various psychotypes
• Exercises for post-training development of analysis and observation of the interlocutor’s behavior

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.

Workshop on KPI
• KPI – as a tool for managing staff motivation and company performance.
• Technology for developing bonus schemes based on management by goals and KPIs.
• Basic parameters of bonus schemes according to KPI. Payment for results, contributions, competencies.
• Characteristics and content of KPIs, development features, typical KPIs.
• Practice of determining KPIs for different categories of employees and types of activities.
• Stages of developing a comprehensive bonus system based on KPI.
• Formation of a results assessment scale for calculating bonuses based on KPIs.
• The practice of calculating bonuses based on salary KPIs.
• Interest rate matrix for calculating bonuses.
• Manager's assessment in the KPI system. The procedure for introducing the new bonus system.