Human Resource Management Sample

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TABLE OF CONTENTS Preface ..............................................................................................................................................3 What is Courseware? ................................................................................................................................ 3 How Do I Customize My Course? .............................................................................................................. 3 Materials Required ................................................................................................................................... 4 Maximizing Your Training Power.............................................................................................................. 5 Icebreakers ........................................................................................................................................6 Icebreaker: Friends Indeed........................................................................................................................ 7 Training Manual Sample.....................................................................................................................8 Sample Module: Following Up With New Employees ............................................................................... 9 Instructor Guide Sample................................................................................................................... 13 Sample Module: Following Up With New Employees ............................................................................. 14 Activities ......................................................................................................................................... 18 Quick Reference Sheets.................................................................................................................... 20 Certificate of Completion ................................................................................................................. 22

PowerPoint Sample.......................................................................................................................... 24 Full Course Table of Contents ........................................................................................................... 27

Preface What is Courseware? Welcome to Corporate Training Materials, a completely new training experience! Our courseware packages offer you top-quality training materials that are customizable, user-friendly, educational, and fun. We provide your materials, materials for the student, PowerPoint slides, and a takehome reference sheet for the student. You simply need to prepare and train! Best of all, our courseware packages are created in Microsoft Office and can be opened using any version of Word and PowerPoint. (Most other word processing and presentation programs support these formats, too.) This means that you can customize the content, add your logo, change the color scheme, and easily print and e-mail training materials.

How Do I Customize My Course? Customizing your course is easy. To edit text, just click and type as you would with any document. This is particularly convenient if you want to add customized statistics for your region, special examples for your participants’ industry, or additional information. You can, of course, also use all of your word processor’s other features, including text formatting and editing tools (such as cutting and pasting). To remove modules, simply select the text and press Delete on your keyboard. Then, navigate to the Table of Contents, right-click, and click Update Field. You may see a dialog box; if so, click “Update entire table” and press OK.

(You will also want to perform this step if you add modules or move them around.) If you want to change the way text looks, you can format any piece of text any way you want. However, to make it easy, we have used styles so that you can update all the text at once. If you are using Word 97 to 2003, start by clicking the Format menu followed by Styles and Formatting. In Word 2007 and 2010 under the Home tab, right-click on your chosen style and click Modify. That will then produce the Modify Style options window where you can set your preferred style options.

For example, if we wanted to change our Heading 1 style, used for Module Titles, this is what we would do:

Now, we can change our formatting and it will apply to all the headings in the document. For more information on making Word work for you, please refer to Word 2007 or 2010 Essentials by Corporate Training Materials.

Materials Required All of our courses use flip chart paper and markers extensively. (If you prefer, you can use a whiteboard or chalkboard instead.) We recommend that each participant have a copy of the Training Manual, and that you review each module before training to ensure you have any special materials required. Worksheets and handouts are included within a separate activities folder and can be reproduced and used where indicated. If you would like to save paper, these worksheets are easily transferrable to a flip chart paper format, instead of having individual worksheets.

We recommend these additional materials for all workshops: a. Laptop with projector, for PowerPoint slides b. Quick Reference Sheets for students to take home c. Timer or watch (separate from your laptop) d. Masking tape e. Blank paper

Maximizing Your Training Power We have just one more thing for you before you get started. Our company is built for trainers, by trainers, so we thought we would share some of our tips with you, to help you create an engaging, unforgettable experience for your participants. f.

Make it customized. By tailoring each course to your participants, you will find that your results will increase a thousand-fold. o

Use examples, case studies, and stories that are relevant to the group.

o

Identify whether your participants are strangers or whether they work together. Tailor your approach appropriately.

o

Different people learn in different ways, so use different types of activities to balance it all out. (For example, some people learn by reading, while others learn by talking about it, while still others need a hands-on approach. For more information, we suggest Experiential Learning by David Kolb.)

g. Make it fun and interactive. Most people do not enjoy sitting and listening to someone else talk for hours at a time. Make use of the tips in this book and your own experience to keep your participants engaged. Mix up the activities to include individual work, small group work, large group discussions, and mini-lectures. h. Make it relevant. Participants are much more receptive to learning if they understand why they are learning it and how they can apply it in their daily lives. Most importantly, they want to know how it will benefit them and make their lives easier. Take every opportunity to tie what you are teaching back to real life. i.

Keep an open mind. Many trainers find that they learn something each time they teach a workshop. If you go into a training session with that attitude, you will find that there can be an amazing two-way flow of information between the trainer and trainees. Enjoy it, learn from it, and make the most of it in your workshops.

And now, time for the training!

Icebreakers Each course is provided with a wide range of interactive Icebreakers. The trainer can utilize an Icebreaker to help facilitate the beginning of the course, as it helps “break the ice” with the participants. If the participants are new to each other, an icebreaker is a great way to introduce everyone to each other. If the participants all know each other it can still help loosen up the room and begin the training session on positive note. Below you will see one of the icebreakers that can be utilized from the Icebreakers folder.

Icebreaker: Friends Indeed Purpose Have the participants moving around and help to make introductions to each other. Materials Required • •

Name card for each person Markers

Preparation Have participants fill out their name card. Then, ask participants to stand in a circle, shoulder to shoulder. They should place their name card at their feet. Then they can take a step back. You as the facilitator should take the place in the center of the circle. Activity Explain that there is one less place than people in the group, as you are in the middle and will be participating. You will call out a statement that applies to you, and anyone to whom that statement applies must find another place in the circle. Examples: • • •

Friends who have cats at home Friends who are wearing blue Friends who don’t like ice cream

The odd person out must stand in the center and make a statement. The rules: • •

You cannot move immediately to your left or right, or back to your place. Let’s be adults: no kicking, punching, body-checking, etc.

Play a few rounds until everyone has had a chance to move around.

Training Manual Sample On the following pages is a sample module from our Training Manual. Each of our courses contains twelve modules with three to five lessons per module. It is in the same format and contains the same material as the Instructor Guide, which is then shown after the Training Manual sample, but does not contain the Lesson Plans box which assists the trainer during facilitation. The Training Manual can be easily updated, edited, or customized to add your business name and company logo or that of your clients. It provides each participant with a copy of the material where they can follow along with the instructor.

You You see see things; things; and and you you say, say, "Why?" "Why?" But But II dream dream things things that that never never were; were; and and II say, say, "Why "Why not?" not?" George Shaw George Bernard Bernard Shaw Sample Module: Following Up With New Employees As we mentioned in the previous module, orientation is a critical aspect of employee retention. Since the orientation process takes time and planning in order to be effective, this module will focus on the next critical aspect, which is following up with new employees.

Checking In Where a company is committed to drawing the right people, in turn they develop good people. This can help a company that is making an effort to be an “employer of choice.” If you speak to people who work for just such organizations, you probably know that their recruiting efforts are eased by the fact that candidates come to them asking for the privilege of working together. So how do you do your part to help your employer achieve that prestigious status? The answer is simple: by checking in with new employees. Just think of it this way: checking in with your employees will help them from checking out.

Following Up Sometimes your follow up will be based on the employee orientation checklist from the previous module, and simply making sure that each area is covered adequately. Other items may get added to your checklist based on your conversations with the employee. These regular interactions, which may be short and seem informal, or follow a more formal tone, also give the employee the opportunity to ensure that he or she has made the best decision possible in coming to work with you. If that person is able to get the information they need when they need it, your chances of developing a strong, engaged employee, continue to grow.

Designing the Follow-Up Schedule We recommend that you set up and follow a regular schedule to integrate your new employee. Depending on the role they are hired to, and your role, the schedule will vary, but there are a few key things to focus on: j.

The employee should meet with you each day in the first week.

k. The employee should meet with you (or your designate) every two weeks for the first three months on the job, and monthly thereafter. If you are new at providing this level of follow up for a new employee, and think it’s too much, then temper your approach accordingly. Always keep in mind, however, the way that the new employee feels about your workplace, their level of engagement, and what those meetings can do to ensure that you have made a good choice hiring this person.

Instructor Guide Sample On the following pages is a sample module from our Instructor Guide. It provides the instructor with a copy of the material and a Lesson Plans box. Each Instructor Guide and Training Manual mirrors each other in terms of the content. They differ in that the Instructor Guide is customized towards the trainer, and Training Manual is customized for the participant. The key benefit for the trainer is the Lesson Plan box. It provides a standardized set of tools to assist the instructor train that particular lesson. The Lesson Plan box gives an estimated time to complete the lesson, any materials that are needed for the lesson, recommended activities, and additional points to assist in delivering the lessons such as Stories to Share and Delivery Tips.

You see things; and you say, "Why?" But I dream things that never were; and I say, "Why not?" George Bernard Shaw Sample Module: Following Up With New Employees As we mentioned in the previous module, orientation is a critical aspect of employee retention. Since the orientation process takes time and planning in order to be effective, this module will focus on the next critical aspect, which is following up with new employees.

Checking In Estimated Time

5 minutes

Topic Objective

To understand the role of follow-up in employee orientation.

Topic Summary

Checking in with your employees will help them from checking out.

Materials Required

Worksheet One: Follow-Up Checklist

Planning Checklist

One worksheet per participant

Recommended Activity

Ask participants to review the follow-up checklist in pairs, and identify appropriate changes for their organization.

Stories to Share

Some of the greatest leaders are remembered because of the power of the questions that they ask. Simply meeting with someone every two weeks and asking “How are things going?” might be your management style, but it may not really generate useful, meaningful interaction. Be a thoughtful manager, ask good, open ended questions, and you will empower your people to act.

Where a company is committed to drawing the right people, in turn they develop good people. This can help a company that is making an effort to be an “employer of choice.” If you speak to people who work for just such organizations, you probably know that their recruiting efforts are eased by the fact that candidates come to them asking for the privilege of working together. So how do you do your part to help your employer achieve that prestigious status? The answer is simple: by checking in with new employees. Just think of it this way: checking in with your employees will help them from checking out.

Following Up Estimated Time

15 minutes

Topic Objective

To identify effective follow up strategies for new employees.

Topic Summary

Setting a follow up schedule is part of orientation.

Materials Required

Employee Orientation Checklist from Module Four

Planning Checklist

One copy of Employee Orientation Checklist per participant

Recommended Activity

Have participants discuss what is important about the questions on this checklist. One key point is that the checklist focuses on the individual and their positive accomplishments. It may also help identify motivators as well as potential stressors. Discuss the fact that in order to be effective, and depending on the job, it is appropriate to follow up every day with a new employee, then after the first week or two, every week, and then at regular intervals thereafter.

Stories to Share

Engaged employees usually have good relationships with their direct reports and their own managers have rapport with those individuals. These interactions need to be founded during the orientation period.

Delivery Tips

This activity can be performed in small or large groups.

Sometimes your follow up will be based on the employee orientation checklist from the previous module, and simply making sure that each area is covered adequately. Other items may get added to your checklist based on your conversations with the employee. These regular interactions, which may be short and seem informal, or follow a more formal tone, also give the employee the opportunity to ensure that he or she has made the best decision possible in coming to work with you. If that person is able to get the information they need when they need it, your chances of developing a strong, engaged employee, continue to grow.

Designing the Follow-Up Schedule Estimated Time

10 minutes

Topic Objective

To understand how to customize the follow up schedule.

Topic Summary

Different positions and levels of responsibility will lead to different frequencies of follow up.

Materials Required

Employee Orientation Checklist from Module Four

Planning Checklist

One copy of Employee Orientation Checklist per participant In groups of four, have participants discuss what the ideal frequency is for follow up in:

Recommended Activity

•

Their current position

•

Positions for people they hire

•

Their make believe position in the company they designed in the morning activity

Stories to Share

In 2008, the Gallup Management group estimated that only 29% of employees are actively engaged in their jobs. The remainder is not engaged (54%) or actively disengaged (17%).

Delivery Tips

Debrief by discussing the importance of regular, meaningful follow up for all employees, as they join the company, and throughout the year.

We recommend that you set up and follow a regular schedule to integrate your new employee. Depending on the role they are hired to, and your role, the schedule will vary, but there are a few key things to focus on: l.

The employee should meet with you each day in the first week.

m. The employee should meet with you (or your designate) every two weeks for the first three months on the job, and monthly thereafter. If you are new at providing this level of follow up for a new employee, and think it’s too much, then temper your approach accordingly. Always keep in mind, however, the way that the new employee feels about your workplace, their level of engagement, and what those meetings can do to ensure that you have made a good choice hiring this person.

Activities During the facilitation of a lesson Worksheet or Handout may be utilized to help present the material. If a lesson calls for a Worksheet or Handout it will be listed in the Lesson Plan box under Materials Required. The trainer can then utilize the Activities folder for the corresponding material and then provide it to the participants. They are all on separate Word documents, and are easily edited and customized. Below you will see the Worksheets or Handouts that are utilized during the training of the above lesson. They are located in the Activities folder and can be easily printed and edited for the participants.

Sample Worksheet: Follow-Up Checklist Every two weeks during first 3 months on the job, and then monthly thereafter, have a short, friendly meeting with your new employee. The following format is effective in that it focuses on strengths as well as opportunities, and when applied effectively, keeps the employee focused on the future. You should also be able to highlight any shortcomings, or areas for development, that are noticed. What is working well?

What challenges are you having?

What is motivating you right now?

What do you wish to learn?

Am I, as your supervisor or manager, meeting your expectations?

What are your short term goals (between now and next meeting)?

Do you have any questions for me?

Quick Reference Sheets Below is an example of our Quick reference Sheets. They are used to provide the participants with a quick way to reference the material after the course has been completed. They can be customized by the trainer to provide the material deemed the most important. They are a way the participants can look back and reference the material at a later date. They are also very useful as a take-away from the workshop when branded. When a participant leaves with a Quick Reference Sheet it provides a great way to promote future business.

Human Resource Management Key Factors Influencing Human Resources Today n. Technology: It challenges the workforce to keep up with significant developments while organizations decide which changes are worthwhile adopting. o. Globalization: as companies consider working in or expanding into foreign markets, and have employees working in different locations. p. Demographics: as the core numbers of the workforce age and move into retirement, and the available talent pool becomes smaller. What do the older workers need to sustain themselves? What are younger workers looking for in employment? q. Contingent workforce management: includes using part-time, temporary, and contract workers as a way to manage fluctuations in demand and to manage long term labor costs.

Interviewing Fairly r.

We used to think that if people sat with their arms crossed, they were being “closed” or “standoffish.” Sometimes, however, people are nervous and maybe trying to keep their hands still or perhaps they are simply more comfortable with their arms crossed.

s. Remember, too, that if an interviewer and applicant are of similar gender, race, or share other physical characteristics, this can (and does) influence interview results. t.

Women, people who are overweight and visible minorities are typically paid less than Caucasian men working in the same roles. Be aware of this in terms of employment equity.

u. The halo effect is seen when a personal attribute is presumed to reflect some kind of truth. For example, a person who is perceived as physically attractive is frequently considered more intelligent and sociable than someone who is less attractive, even in the absence of proof. v. Contrast effects surface when the characteristics of one candidate are compared to candidates who have already been interviewed, rather than against established behavioral criteria.

The Feedback Sandwich Managers often use a “feedback sandwich” as a way to provide feedback and to cushion criticism. The benefits include having positive comments that frame the critique. A feedback sandwich typically looks like this: 1) Make a specific positive comment 2) Offer critique or suggestions for improvement 3) Make an overall positive comment

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Certificate of Completion Every course comes with a Certificate of Completion where the participants can be recognized for completing the course. It provides a record of their attendance and to be recognized for their participation in the workshop.

CERTIFICATE OF COMPLETION [Name] Has mastered the course Human Resource Management Awarded this _______ day of __________, 20___

Presenter Name and Title

PowerPoint Sample Below you will find the PowerPoint sample. The slides are based on and created from the Training Manual. PowerPoint slides are a great tool to use during the facilitation of the material; they help to focus on the important points of information presented during the training.

Full Course Table of Contents Preface ..............................................................................................................................................5 What is Courseware? ................................................................................................................................ 5 How Do I Customize My Course? .............................................................................................................. 5 Materials Required ................................................................................................................................... 7 Maximizing Your Training Power.............................................................................................................. 7 Module One: Getting Started .............................................................................................................9 Housekeeping Items.................................................................................................................................. 9 The Parking Lot ....................................................................................................................................... 10 Workshop Objectives .............................................................................................................................. 10 Pre-Assignment Review .......................................................................................................................... 11 Action Plans and Evaluations.................................................................................................................. 11 Module Two: Human Resources Today .............................................................................................12 What is Human Resources Today? ......................................................................................................... 12 Key Factors Influencing Human Resources Today .................................................................................. 13 Growth in Human Resource Management ............................................................................................. 14 Module Three: Recruiting and Interviewing ......................................................................................16 The Job Selection Process ....................................................................................................................... 16 Get Good at Interviewing ....................................................................................................................... 18 Interviewing Fairly .................................................................................................................................. 19 The Best Way to Interview ...................................................................................................................... 20 Module Four: Retention and Orientation ..........................................................................................23 Getting Off on the Right Track ................................................................................................................ 23 Creating an Engaging Program .............................................................................................................. 25 Using an Orientation Checklist ............................................................................................................... 27 Module Five: Following Up With New Employees .............................................................................29

Checking In.............................................................................................................................................. 29 Following Up ........................................................................................................................................... 30 Designing the Follow-Up Schedule ......................................................................................................... 31 Module Six: Workplace Health & Safety............................................................................................33 Understanding Your Role and Responsibilities ....................................................................................... 33 Understanding Local and Industry Specific Rules ................................................................................... 34 Training for Managers ............................................................................................................................ 36 Module Seven: Workplace Bullying, Harassment, and Violence .........................................................38 Definitions ............................................................................................................................................... 38 Costs to the Organization ....................................................................................................................... 39 The Manager’s Role ................................................................................................................................ 41 An Employer’s Responsibility .................................................................................................................. 43 Module Eight: Workplace Wellness ..................................................................................................45 Wellness Behaviors ................................................................................................................................. 45 Wellness Trends ...................................................................................................................................... 46 The Case for Wellness ............................................................................................................................. 48 Module Nine: Providing Feedback to Employees ...............................................................................51 Feedback Model...................................................................................................................................... 51 The Feedback Sandwich .......................................................................................................................... 53 Encouraging Growth and Development ................................................................................................. 55 Module Ten: Disciplining Employees.................................................................................................56 The General Discipline Process ............................................................................................................... 56 The Progressive Discipline Process.......................................................................................................... 57 Having Discipline Meetings..................................................................................................................... 60 Following Up ........................................................................................................................................... 62 Module Eleven: Terminating Employees ...........................................................................................63

Documenting Events ............................................................................................................................... 63 Making the Decision ............................................................................................................................... 65 Communicating the Decision .................................................................................................................. 66 Module Twelve: Wrapping Up ..........................................................................................................68 Words from the Wise .............................................................................................................................. 68 Parking Lot .............................................................................................................................................. 68 Action Plans and Evaluations.................................................................................................................. 68