HR partner - free course from the Russian School of Management, training, date: December 5, 2023.

Master of Psychology, business coach, expert practitioner in the field of reward systems, recruitment management and personnel optimization.

HR strategy of the company. Audit. Analytics. Automation of business processes
• Development and implementation of HR strategy: HR director: role, competencies, functions. Key trends in personnel management until 2020. Choosing an HR strategy based on the company's business strategy. The influence of the socio-economic environment.
• HR audit: a view of your function from the “customer’s” side: Technologies and methods of express assessment. Comprehensive diagnostics of the personnel management system. Adjustment of the HR system after the audit.
• HR analytics: Goals and objectives. Satisfaction, loyalty and involvement are indicators of effective implementation of HR strategy. Pyramid of indicators. Reference values ​​and benchmarking. Review of key metrics. Return on investment in personnel. Labor market monitoring: balance of material and non-material motivation, risks of underpayment and overpayment of employees.

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.

Place of assessment in the personnel development system. Assessment center. Personnel reserve
• Place of assessment in the system of training and development of personnel.
• Interrelation of the management system – motivation system – training and development system.
• Purposes of conducting personnel assessment.
• Selection of an assessment procedure depending on the purpose.
• Selection of criteria for evaluation procedures.
• Requirements for the expert group. Features of employee motivational behavior during the assessment period. Communication in assessment. Information support (PR) in the company during the assessment and work with staff resistance.
• Methods for assessing competencies.
• Competency interviews: types, strategies, attributes of a good interview. Concept of STAR example.
• 360 degree method: stages of implementation, features of developing questionnaires, interpretation of results and writing reports.
• Assessment Center (Assessment Center).
• Key principles for conducting an assessment center.
• Stages of preparation and implementation of the assessment center. A package of documents for conducting an assessment center.
• Development of an assessment center program. Types of exercises used in AC.
• Observer position and basic observation skills.
• Summing up the results of assessment procedures.
• Interpretation and use of employee assessment results in the organization. Types of assessment reports.
• Feedback on assessment results.
• Personnel development based on assessment results. Making management and personnel decisions: opportunities and risks.
• Development of an individual development plan (IDP) for an employee.
• Personnel reserve and career management.
• Basic career planning activities and types of personnel movements. Stages of assessment and selection of reservists.
• Features of the development of the personnel reserve of managers: the transition from specialist to manager. Stages of working with reserves.

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.