Covering the often onerous hiring process, this free online HR course emphasizes a full and fair recruitment process that results in satisfied employees and appreciative employers who have followed the law. Other topics this course includes are the tension of person-job fit versus person-organization fit, writing effective recruiting descriptions, and conducting meaningful job interviews. It is organized into one three hour session per week, lasting eleven weeks. Lecture notes are available in PDF format and the course covers issues like the youth labor market, living wage campaigns, and unions.
The graduate level course is part of the curriculum for the Sloan School of Management. Website This course is designed for anyone interested in using human resource management principles to get more out of their workforce. Non-monetary compensation; the manager as party of the work ecosystem; and alternative human resource approaches are topics covered in this introductory level course offering free enrollment.
It comes with a self-paced education option, course videos, readings, and practice quizzes. This course is presented from the perspective of a general manager and concerns HR fields like reward systems, EEOC law, diversity in the workplace, and how to retain the best employees.
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Features of this online course include selected lecture notes, written assignments, and exams. Website This hour course covers the diverse skill set required to manage an international team. Coping strategies and sustainability are two of the skills on offer with this program. This class includes an end-of-class assessment and certification is available through Alison.
This is one of several free courses provided by the National Programme on Technology Enhanced Learning. Website Cross-cultural communication is an important skill in the ever more diverse modern workplace. Covering such topics as basic intercultural competency, self-awareness, intercultural empathy, and cultural differences in nonverbal communication.
The class is offered by Purdue University multiple times per year through Futurelearn. And alignment is a big part of creating a meaningful work experience. With proper alignment, workers feel connected to the company and will use the full range of their talents to bring about professional success for them and for their employer. This free course from Alison can be completed in a couple of hours and receives high marks for its video elements.
Website Free and self-paced, this course from the Columbia University School of Professional Studies delves into how the workforce and therefore organizations are changing in unexpected ways. Using evidence-based techniques and with an eye to the future, this multi-hour educational exercise delves into a report by Deloitte LLP that looks at the top ten human capital trends in the global market at that time.
The course is targeted for HR and business leaders. A certificate of completion is available upon finishing the course. Website From the Wharton School at UPenn, comes this course about managing the most valuable and unpredictable resource of every business, the workforce. Getting and keeping good people, and maintaining a company culture that reinforces those goals, the class shores up these underserved areas of the HR curriculum. Taught by Wharton faculty Michael Useem and Peter Cappelli, Managing Social and Human Capital is available free from Coursera as a four week course requiring about hours per week of study.
Website Work is stressful, so many tasks, so little time on the schedule.
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This two-hour course will teach you and your employees useful hacks and time management skills to maximize productivity and minimize stress and burnout. Dealing with prioritization and routine development, this course also touches on how to develop and access the correct mindset for fuller productivity. If you work on a deadline, this free and brief class can help you break through the gridlock and get in touch with the You Who Gets Things Done.
Certification is available for a fee. Website Wellbeing is increasingly discussed as a measure of not just personal satisfaction, but at an organizational and national level, too, as a measure of the success of the endeavor as a whole. For instance, if the company thrives, but the employees are miserable and bailing out left and right, at what cost do you achieve success?
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Not to mention the HR headaches of such a situation. This course seeks to address how to measure wellbeing, and also how to pursue increasing this very desirable quality in your workers and your whole organization. Also covered is how best to care for the needs of employees after this paradigm shift. Thus, the purpose of this article is to provide an overview of the practical and strategic steps that those in the human resources field can take to facilitate success in this changing economy, as well as to warn against the implications and consequences of failing to meet these important challenges.
Until recent years, the traditional roles of human resources departments in organizations has been to recruit, select, place, and promote employees into different jobs.
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They have also been involved in overseeing salary and bonuses, performing administrative functions, and disciplining and terminating employees. However, with globalization, and information technology impinging upon today's organizations, human resources departments in the United States and around the world will have to take on the role integrating human resources structure into the whole of organizational functioning Meisinger, They need to become the leader, rather than performing a supporting role in the company. Moreover, an organization's ability to recruit, select, retain, and develop the best employees is essential for facilitating and maintaining a competitive advantage in the information age.
Such functions have become progressively more vital as the knowledgeable employees who possess the necessary competencies, knowledge, skills and abilities, are becoming very valuable, yet increasingly rare and difficult to replace. Due to the asset of the organization being progressively shifted toward the employee, the first thing to realize is the value of the company's human capital.
While it may sound insensitive and impersonal, many organizations do not realize the value of an employee, until he or she has left the organization, and even then it is still difficult to fully understand the value of what was lost. Evaluating the value of an organization's assets is not a new concept, it goes along with the old saying, "what gets measured gets managed," however, the application of this notion to human or intangible assets is fairly novel Weatherly, Recommendation 1: Measure the value of your human capital, to manage, develop, and cultivate it.
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After an organization is aware of the value of its human assets, the next is to attract selection and retain employees who fit the culture of the organization. Thus, the purpose of the next section of this article is to review the functions of employee recruitment, selection, and retention by discussing the current processes and how the paradigm shift accompanying the information society is going to change such functions. Employee recruitment is the first step to take on the path to hiring outstanding employees. The more successful an organization's recruitment strategy, the stronger the applicant pool, thus, the stronger the resulting hired employees.
According to Gatewood and Field , the three traditional purposes of recruitment are a to increase the pool of job applicants with minimum cost, b to meet the organization's legal and social obligations regarding the demographic composition of its workforce, and c to help increase the success rate of the selection process by reducing the percentage of applications who are either poorly qualified or have the wrong skills.
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