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Certified Human Resources Specialist: From Traditional Concept to Work Partnership

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Certified Human Resources Specialist

From Traditional Concept to Work Partnership


This course is based on the latest research and best practices related to human resources management, providing participants with new experiences and examples, as well as knowledge and understanding of what makes human resources a successful business partner. The course utilizes an integrated approach to training, including lectures, case studies, group activities, and knowledge sharing. Participants will learn about different human resources strategies, design key performance indicators, and identify all the competencies necessary for success in the role of human resources as a business partner. The course concludes with participant evaluation to demonstrate their understanding of the content, and successful completion of the assessment grants them the right to receive a course completion certificate.

Course Objectives:

By the end of the course, participants will be able to:

  • Understand the nature of human resources as a managerial function.
  • List all human resources functions, responsibilities, and their contributions to the success of the organization.
  • Play the four new roles that make the human resources department a trusted business partner in modern organizations.
  • Measure the contribution of human resources to the outcomes of profit and non-profit organizations.
  • Evaluate the effectiveness of human resources functions through the use of smart key performance indicators.
  • Describe the functions and responsibilities of human resources and identify their contributions to the success of the organization.
  • Demonstrate how to increase the efficiency of human resources through competency frameworks.
  • Specify the key competencies of a human resources specialist.

Target Audience:

Human resources department managers, business partners, team leaders, and specialists in this field.

Program Content:

  1. Human Resources Management: An Overview
    • Definition and objectives of modern human resources management.
    • Human resources management between the past and present.
    • Key functions of human resources management.
    • Organization.
    • Resource provision.
    • Climate and culture.
    • Training and development.
    • Performance management.
    • Compensation management systems.
    • Employee affairs management.
    • Competency-based human resources management: An overview.
  2. Human Resources as a Business Partner
    • The four new roles to be performed.
    • Strategic human resources management.
    • Managing the institutional infrastructure.
    • Managing employee contributions.
    • Managing transformation and change.
    • Core competencies required for performing the four roles.
    • Human resources as a business partner and emotional intelligence.
    • Core framework for emotional intelligence.
    • Emotional intelligence for HR professionals.
  3. Job Analysis, Description, and Evaluation
    • Widespread use of job descriptions.
    • The four methodologies for job analysis.
    • Key Result Areas (KRAs) for a job.
    • Using KRAs methodology in writing job descriptions.
    • Characteristics of effective job descriptions.
    • Ensuring internal consistency through job evaluation.
    • Overview of the MERC job evaluation system.
  4. Basics of Strategic Human Resources Management
    • Environmental analysis.
    • From SWOT analysis to corporate vision and mission.
    • The relationship between strategy and performance.
    • Key Result Areas (KRAs) for human resources vs. KRAs for the organization.
    • Measuring HR KRAs through SMART Key Performance Indicators (KPIs).
    • Converting KPIs into SMART objectives.
    • Balanced Scorecard: An overview.
  5. Competency-Based Human Resources Management
    • Definition of competency.
    • Types of competencies.
    • Different components of competency.
    • Competency-based recruitment and selection processes.
    • Competency-based training and development processes.
    • Competency-based performance management process.
    • Benefits of competency-based human resources.
  6. Measuring Human Resources Performance
    • Business results dominating human resources outcomes.
    • The five steps for conducting analyses.
    • Measuring recruitment and selection
    • Measuring compensation and benefits.
    • Measuring training and development.
    • Measuring performance management.
    • Designing a balanced scorecard for human resources.

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