We find that, an invisible “psychological agreement” exists between employees and organizations. Employees are willing to devote for organizations because “psychological agreement” can be maintained: employees deliver performance (employee’s commitment to organizations) and also obtain “fair” satisfaction from organizations (organizations’ commitment to employees) including salary, welfare, trainings, career development. Line managers, as this agreement’s direct managers, best know requirements of both employees and organizations.
They first select right employees based on organizational demand and conditions, then provide employees with “fair” (for employees) and “reasonable” (for organizations) satisfaction based on employees’ requirements and performance. Therefore, they are cadres for HR management.
This program, based on the entire HR management circle, facilitates line managers to master systematic HR management tools, so to all-together effectively collaborate with the HR department, manage people in own departments and maintain good “psychological agreement” for employees’ high performance.
How you will benefit
- Identify the role and responsibility of line managers in HR management
- Master the difficulties and key of line managers in HR management to deal with the new challenges of people management under the new situation
- Master the important knowledge and skill in every stage of HR management
- Establish the common language on HR management between line managers and HR department
What you will cover
The challenge of line managers on HR management
- Line managers’ relation with organization and employees
- The new challenge of line managers on people management
- Psychological contract: Re-interpret the relation between employees and organization
- Line managers and HR management
High performance model of employees
- High performance comes from high input
- Empowerment model: The secret of high performance
- Empowerment model and HR management circulation
Recruitment
- HR management circulation: Recruitment
- Empowerment model in the recruitment phase
- Analyze the job requirement
- Design the questions of structured interview
- Seek individual suitable to the post and enterprise and help applicants understand the detailed information
Employee On-board & training
- HR management circulation: Employee on-board & training
- Understand the on-board training needs of employee
- Help employee smoothly finish the on-board process
- Guide the setting of performance objective
Employee availability and motivation
- HR management circulation: Employee availability and motivation
- Empowerment model in the availability and motivation stage
- Understand the motive behind the performance gap
- Provide rational compensation and reward
Career planning of employee
- HR management circulation- Career planning of employee
- Help employees understand the phases and direction of career development
- Lead employee make personal career plan
- Help employee recognize career stagnation
Employee quit
- HR management circulation: Employee quit
- Empowerment model in the quit stage
- Time-slot analysis of employee quit
- Why employees leave
- Significance and principle of quit interview
“The program is useful to my future work.”
“The program is practical and instructional. It provides impressive cases in the context of theory.”
“The cases come from work and life which are vivid and persuasive.”