Learning Objectives By attending this highly interactive programme, delegates will gain: • The ability to contextualize the reasons behind introducing a competency framework and build a business case • Insight into a variety of competency framework formats and explore the differences between functional and behavioural frameworks • Insight into framework formats, their advantages and disadvantages • The ability to design a competency framework • Insight into the need to get buy-in, to create a communication plan and to support users in the early days • An understanding of the breadth of possible applications for competency frameworks across the HR management spectrum • Insight into the need to review, evaluate and refresh the competency framework in the light of the organisation’s own development to ensure it remains relevant and fit-for-purpose.

By attending this highly interactive programme delegates will learn the: Six key requirements for building strategic HR Identify how HR can align to business strategy and then develop robust workforce plans to drive performance through people Identify the right things to focus on, analysing where HR can afford to be ‘lean’ and where practices need to be cutting edge to deliver the strategy Recognise that since one size does not fit all (for global or multinational clients) how to balance standardisation and differentiation Evaluate how HR currently works and what may need to change to develop an integrated HR partner operating model Develop pragmatic, sustainable implementation plans for both discrete, stand-alone solutions and large scale transformation programmes Build the HR capability required to confidently engage with the business and operate as a true strategic partner

Understand the concept of ROI and its relevance in the context of learning and development Learn various ROI methodologies and measurement techniques applicable to training programs Develop skills to collect, analyze, and interpret data for evaluating the effectiveness of training initiatives Gain insights into best practices for reporting and communicating ROI findings to stakeholders Apply ROI principles to optimize training investments and drive organizational performance

Explain the key principles and practices involved in implementing HR strategy Leading and working in the HR function to create tangible business value Crucial HR processes and the relationship with business results Becoming an “Employer of Choice" The use of values, competencies and branding HR Attracting staff, career development and managing talent/succession Employee Relations Grievance handling/compensation & benefits Work/Life balance Corporate social responsibility/diversity issues

After completing this course, participants will: Understand what performance management is and the contribution it can make to implementing the organization’s vision and goals and objectives. Understand the role of strategic measurement and its use in managing strategy Use the performance management framework to create and monitor performance and recommend plans for implementation Conduct appraisals using performance management.

Teaching and learning strategies will involve a balance of discussion, group and pair work, self-rating questionnaires, video, activity/presentation sessions. This course is led by an experienced and well qualified female trainer who has wide management and supervisory experience in U.A.E. and is able to assist participants whose first language is not English.

Manpower planning and succession planning best practice Strategic, tactical and operational manpower planning Situation analysis Manpower demand and supply The manpower plan Aggressive management of “high leverage” development assignments

Participants attending the programme will: Ensure the effective utilization of the organization’s human resources Review compliance concerns with administrative regulations Develop a process for reviewing the full HR function against best practice Establish a baseline line audit for own organisation.

Consider what effective employee relations looks like Identify the practical steps necessary to build strong employee relationships Review ER policies including discipline, grievance and capability Plan for dealing effectively with situations where employee behaviour falls below the expected standard Identifying opportunities to support managers, team leaders and supervisors in delivering effective ER practices Supporting staff in the delivery of their job role.

Training is an expensive but potentially the most powerful tool for personal and organizational development. Training Coordinators play a vital role in getting best value from training by ensuring that the right person goes on the right course for the right reason at the right time. This program will give you “best practice” in terms of tools, tips and techniques to: Ensure that training has an impact on the bottom line of the business Gain a good knowledge of the business and its changing needs and be able to demonstrate results Gain a good understanding of how, why, where and when people learn best and put this into practice Develop a range of skills from consultancy to course design and evaluation and use new models Develop your role to make it even more fulfilling and really to make a difference through value-added activities