HRICE (Expert) is to upgrade the knowledge and skills from the level of the HR supervisory and or managerial level to the line managers to the level of Director and Consultant level, which will have the impact of a turnaround 180 process with full comprehension of the implementation of the HR strategic functions.

This program HRICE is specially designed for C level, expert professionals, managers, and executives who are involved in Human Resources management at the HR managerial level or line managers with a background of more than5 years of experience

It is a well-designed based on a unique logical sequence serving its interactive methodology and sharing knowledge and skills between the attendees and the instructor

Business Management & Policies

• Steps in Planning Function
• Planning in business, its tools SWOT and PETSEL
• Planning external and internal
• Advanced Human Resource Strategic Planning
• Steering team and HR functions
• Human Resource functions within the steering team
• A global view of Business Strategic Planning
• Implementing of HR Strategic Plan
• Steps in developing HRM strategy
• Elaboration
  • SWAT(SLOT) analysis,
  • PESTEL analysis,
  • Fishbone Diagram,
  • HR analysis, and
  • OCTAPACE Analysis,

Advanced modules for Business Management

• Human Resources as a Business Partner, contemporary roles and responsibilities
• Business Strategist and HR Practices, the inseparable function of an expert HR professional

Break

Human Resources Metrics & Analytics

• Unit 1: HR Metrics and Analytics
  • Definition of HR Metrics and Analytics
  • Introduction of the executive oversight of HR and the importance of HR Metrics and Analytics
• Unit 2: HR Metrics and Cost Justification
  • Definition of what an HR Cost-Benefit Analysis (CBA)
  • Assessment and definition of the HR Activities within HR Metrics and Workforce Analytics
  • The three HR activities within HRWA (HR Metrics & Workforce Analytics):
  • The three Components (sets of expertise) of HR Functionality:
  • HR Cost-Benefit Analysis and Using the HR CBA Matrix
• Unit 2: HR Metrics and Analytics, Strategy Functional Area- Business & HR Strategy
  • Knowledge related to HR metrics and analytics topics
  • Is HR a profession with people Not Numbers?”
  • Remember the Hawthorne Theory? (Observation)
  • Why are HR Metrics and Analytics a hot topic?
  • Common Activities used in HR Metrics and Analytics
  • Quantitative v. Qualitative Research, what and some examples
  • Qualitative Analysis, some methods
  • Employee Turnover Rates- Example

Human Resources Planning

• Definition of Planning and Human Resources Planning
• Human Resources Planning foundation
• Cohesive manpower planning
• Human Resources Forecasting Techniques
• HR Supply Forecast
• Manpower Control Section
• Importance of Human Resources Planning

Advanced modules for HR Planning

• Workforce Planning and Employment- HR myth

Break

Competency-Based Management (CBM) Advanced concept

• Competency-Based Management is a way to business excellence
• Components of Competency and Type of Competencies in depth
• Mini-workshop on the difference between Job Description and Competency Model
• Competency Model practical steps
• Elaborating factors that need to be considered in the design of the competency model
• Importance of the Link between Firm core competence & employee core competencies
• Highlighting benefits of using the competency model, for the company, managers, and employees
• Practical benefits of using a competency model in different HR functions.

Total Rewarding Management (Compensation and benefits C&B)

Strategic standpoint and beyond the general conclusion and implementation of Design a Compensation Structure and Design a Compensation Structure and Compensation Systems, this will elaborate on the followings:

• Market-Based Evaluation
• Pay Survey and Internal Vs. External Survey
• Rewarding Data analysis
• Pay Structure, Pay Grades, and Pay Ranges with Range Separates and Broad banding

Break

• Base-Pay Systems
  • Single- or flat-rate system.
  • Time-based step-rate system.
  • Performance-based,/merit pay system.
  • Productivity-based system.
  • Person-based system.
• Pay Variations and Pay Adjustments
• Types of Incentive Pay Plans
  • Individual incentive plans.
  • Group incentive plans.
  • Organization-wide incentives

Recruitment Advanced practices

• Recruitment and Selection
  • Recruitment and Selection function and its importance
  • Selection and Recruitment Process which will include but is not limited to interviews with different types and techniques
  • Recruitment Metrics
• Recruitment industry trends 2022
  • Natural Language Processing
  • Predictive analytics
  • Remote work
  • Work culture
  • Acqui-hires
  • Social media recruiting
  • Diversity
  • Employer branding
  • Soft skills
  • Hiring quality
• Orientation process, what and how?
• Termination process, what and how?

Break

Performance Management System (PMS)

From a strategic standpoint and beyond designing an effective Performance Management System (PMS) this will elaborate on the followings:

• The strategic purpose of a performance management plan
• Design what is Performance Appraisal?
• Elaborate and design different approaches to Performance Appraisal
• What are Performance Appraisal Pitfalls and their solutions?
• Link Individual Performance to Organizational Goals
• Contemporary Goal Management Vs. traditional one
• Automating the Performance Management Process
• A Quality Checklist for Organizational Goals
• Design and evaluate KRA KPA KPI What and how?

Advanced modules for PMS

• Performance Management Dialogue is the right answer to the dilemma of setting targets
• Performance through People Into action and accountabilities
• CSF, KPI, KPA, KPR, and KOR insightful perspective
• 3 Goals of the business activity
• Business Process Modelling (BPM)
• Origin of CSF’s and KPI’s “Historical overview”
• The Difference between CSFs and (KPIs)
• Understanding CSFs
• 4 basic types of Critical Success Factors:
• Some helpful questions for identifying your own CSFs
• How does an organization know if the factors that have been identified are the right ones?
• how to measure and validate the critical success factor CSFs
• Steps in the CSF’s and KPI’s Process
• How to Determine the Critical Success Factors for your organization
• Critical Success Factors: Benefits and Examples
• Critical success factors examples
• 5 Steps to Actionable KPIs
• Understanding Critical Success Factors and Indicators in Business
• What are the Steps to Identifying Critical Success Factors CSFs and Key Performance Indicators (KPIs)?

Training, Learning, and Development (TLD) as an advanced technique

Training, its role, and impact on the organization

• Training and development Overview and Process
• Training concept and definition.
• Employee Development concept and definition
• The Training Process what and how
• Conduct training needs analyses (TNA).
• Develop training objectives and review available training methods.
• Design/select training methods and also design a training evaluation approach(s).
• Implement a training program
• Measure training results (ROI)

Advanced modules for TLD

• How to be a qualified Trainer?
• How to be a qualified Training Manager?
• How to be a qualified Training Expert?
• HR professionals and roles in designing a Training Program or Workshops, tailored for specific solutions for their organization
• Competency-Based T, CL&D Models, and Gap Assessment Analysis

Break

Organization Development in an HR perspective

• Organization Development and a reciprocated role with HR, this will include Change Management, Human Resources Value Chain, and HR Lean Management, this includes but is not limited to deep discussions on:
• Human Resources Value Chain and what is the process?
• Human Resources Value Chain and Talent Acquisition, Employee Engagement and HR Operations

Break

Human Resources Due diligence, process, and importance

• What is the HR Due diligence, how to make use in the acquisition process, sell-out and or merge, and corporate assessment?

Final Exam 3 Hours online final exam

What format will the program follow?

This course will be delivered through a combination of lectures, case studies, practical hands-on exercises, and projects. The course is designed to provide the attendees with as much practical experience as possible to prepare them to implement the human resource functions in their organizations.

• General Rules

  Requirements for certification: The “Human Resource International certificate” will be offered to participants who attended the full registered days with a minimum of 80% of the entire program, and a professional demonstration from the attendee during the course which includes but is not limited to an interactive group discussion and debate regarding the different dimension of the HR and management live case studies and the applied methodology to solve each issue.

• Recertification

  The certification should be renewed every 4 years unless a higher certificate has been obtained.