EMAGISTER CUM LAUDE
EMAGISTER CUM LAUDE
London Business Training & Consulting

HRM Delivery and Relationship with Strategy

London Business Training & Consulting
A London (England)
  • London Business Training & Consulting

2.931 
+IVA
*Prezzo Orientativo
Importo originale in GBP:
£ 2.645
CORSO PREMIUM

Informazioni importanti

Tipologia Short course
Luogo London (England)
Durata 1
Inizio 04/02/2019
altre date
  • Short course
  • London (England)
  • Durata:
    1
  • Inizio:
    04/02/2019
    altre date
Descrizione

Would you like to give an impulse to your professional life? If so, you should check this HRM Delivery and Relationship with Strategy Course, organized by London Business Training & Consulting, that Emagister.co.uk has added to its catalogue.

This training is suitable for HR managers and executives; heads of HR functions; HR business partners and advisors; HR professionals and practitioners; senior HR officers and assistants who wish to understand and contribute to the development and implementation of HRM within their organisations; small-business owners and managers responsible for the people function within their organisations.

Upon completion of this course, you will be able to understand the multiple meanings of HRM, the relationship between strategy and HRM, and the value of seeing strategy in terms of multiple stakeholders. Learning about the principal theoretical frameworks used in HRM – the universalist high-commitment paradigm, the contingency best-fit approach and the resource-based view of the firm is also part of the summary.

Don't miss this chance and enroll in this course now. Contact London Business Training & Consulting through Emagister.co.uk. You will receive all the information needed to take a step further in your career!

Informazioni importanti
Quali sono gli obiettivi della formazione?

Upon completion of this course, you will be able to understand:
The multiple meanings of HRM, the relationship between strategy and HRM, and the value of seeing strategy in terms of multiple stakeholders.
The principal theoretical frameworks used in HRM – the universalist high-commitment paradigm, the contingency best-fit approach and the resource-based view of the firm.
The distinctive roles played by HR professionals and line managers, as well as the alternative forms of HR service delivery through external consultants and shared service operations.
The concept of leadership – whether it is different from management or not.

È la formazione giusta per me?

HR managers and executives; heads of HR functions; HR business partners and advisors; HR professionals and practitioners; senior HR officers and assistants who wish to understand and contribute to the development and implementation of HRM within their organisations; small-business owners and managers responsible for the people function within their organisations.

Strutture (1)
Dove e quando
Inizio Luogo
04 feb 2019
10 giu 2019
07 ott 2019
London
Seven Pancras Square 7 King’s Boulevard Kings Cross London N1C 4AG, London, England
Visualizza mappa
Inizio 04 feb 2019
10 giu 2019
07 ott 2019
Luogo
London
Seven Pancras Square 7 King’s Boulevard Kings Cross London N1C 4AG, London, England
Visualizza mappa

Cosa impari in questo corso?

Strategic Management
Corporate Finance
Leadership
Corporate Social Responsibility
Consulting
Strategic Planning
HRM
Strategy Development
HR Practices
Business
Corporate planning

Programma

HRM, Strategy and Corporate Social Responsibility
  • The meaning of human resource management
  • Business and corporate strategies
  • Stakeholders and corporate responsibility
  • High-Commitment HRM Policy and Practice
  • An outline of high-commitment HR policies and practices
  • Bundles of human resource practices
  • Is high-commitment HRM universally applicable?
Aligning HRM with Organisational Goals
  • Contingency theory and best fit
  • ‘Best fit’ HRM
  • Limitations of best-fit / contingency models
  • Resource-based view of HRM and the ‘architecture’
  • Applying RBV and architecture models to HRM
The Role of the HR function in Changing Times
  • The development of HR as a specialist function
  • Analysing the role of the HR function
  • New forms of delivery: outsourcing, shared service centres and E-HRM
  • Assessing the contribution of the HR function
Line Managers, Leadership and HRM
  • Increasing the line management responsibility for HRM
  • Problems with devolving HRM to line managers
  • Developing line managers to provide effective HRM
  • Leadership