Human Resource Development The Complete Course

Strengthen your leadership skills by expanding your academic background knowledge with a lot of practical content

What you'll learn
Professional background knowledge and tools for your first coaching sessions. In addition there are many practical examples
What is personnel development/ human resources development
Management Theories
Leadership concepts
Develop your own professionalism in terms of leadership and personnel development
Management Diagnostics
Employer branding
Employee survey
Recruiting
Systemic Coaching (in express run)
Management Coaching
Many quizzes and self-reflections for a good learning success
Requirements
Openness and courage to try new things
Description
Would you like to improve your skills in personnel management and are you a manager or a person with responsibility? This course offers you the necessary background knowledge with many practical examples to get you started quickly. The target group are (future) managers, project managers, people in leading positions or simply all people with responsibility on the job.I have implement both scientific content and my own experience as a trainer, coach and manager into these lessons. This will give you a good overview of the most important instruments of personnel development, which will expand and strengthen your professionalism as a personnel developer or/and manager.In this course we will deal with the following contents:Introduction to personnel development: In addition to defining personnel development, it is also important to get a good overview of this discipline. Furthermore, a demarcation to organisational development and coaching is made and the possible target groups are defined.Management theories: In order to better link necessary correlations and developments, this chapter provides you with a brief review of the history. Immediately afterwards we will take a look at the newer forms of organization such as Scrum and Holocracy. We also discuss the suitability of agile methods as well as the self-organization of companies, hierarchies and roles.Leadership concepts: In human resources development as a manager or human resources specialist, you are also an expert in leadership concepts. You will learn the most fundamental approaches so that you can apply them in management coaching. In addition to the professional teaching, it is also about a basic understanding of how leadership works and how you can implement these concepts in your own organization.Management Diagnostics: In this section you will learn about various approaches to measuring requirements and profiles. For this purpose we will go through requirements for managers and management diagnostics. In addition to the differentiation of leadership and management, the focus is on the preparation of the measurements. Furthermore, we will discuss the concept of appraisal interviews and how self-assessment of managers can be used for personnel development. We close this chapter with a self-reflection with the Johari Window.Management coaching: As a manager and/or personnel developer you will often accompany employees and/or managers on their way. In addition, you will learn the basic building blocks of process consulting. We will also discuss the consulting parts of coaching and focus on typical management tasks. With the necessary background knowledge and getting to know the 10 management roles, you will also be able to better allocate the various occasions for coaching. This is followed by the clarification of the assignment, which is obligatory in both small and large contexts. The triangular contract is often encountered in management coaching, which is why we will discuss its particularities. In the further course we will deal with the distinction between external and internal coaches as well as managers as coaches. At the end of the lesson we will discuss possible traps in management coaching.Systemic Coaching - An express introduction: This chapter is intended to give you a rough overview of systemic coaching. Since this topic is so comprehensive, I have provided a short excerpt from my separate course "Systemic Coaching - the complete course". If you would like to deepen your knowledge here, I invite you to take a look at the advanced course.Recruiting: Recruiting is an umbrella term that includes both recruitment and selection. Depending on your previous experience, you can deal with biographical, property-oriented procedures in this chapter. We also discuss assessment centers and how they can implement this concept in smaller companies. In addition to many examples, we also deal with hearings. This is followed by onboarding and outplacement, which is essential for successful employer branding.Key figures in personnel development: Key figures in personnel development: As (future) decision-makers, you need data-based bases for decision-making. To do this, they should have a basic understanding of the most common key figures in the HR sector. In this short lesson, you will learn a few practical examples.Employee surveys: Sooner or later you will be confronted with surveys in your work as a manager. No matter whether you only accompany them because you buy an external consulting service, or conduct the survey yourself, in this chapter we will go into the objectives, planning and implementation in more detail.Employer branding: Employer branding has long since ceased to be a fad. Nearly every HR department has already implemented EB- projects or wants to take even more initiatives in the future. In this lesson, you will learn how to define and differentiate between brand and branding, and you will also receive initial implementation recommendations. The larger the company, the more you will be involved in talent management, which we also cover.With this online course you will receive strategic guidance for personnel development which you can implement for your own company.Secure your knowledge advantage and enroll in this course right now.I look forward to seeing you in the course.Many greetingsMarkus Edenhauser, MA MSc

Overview

Section 1: Introduction

Lecture 1 May I introduce myself

Lecture 2 Prerequisite

Lecture 3 Expectations

Section 2: Introduction to human resources development

Lecture 4 Overview of this chapter

Lecture 5 Overview of disciplines and course structure

Lecture 6 Distinction to Organizational Development and Coaching

Lecture 7 Target group HRD

Lecture 8 Reflection task

Section 3: Management Theories

Lecture 9 Overview of this chapter

Lecture 10 Historical development of management theories

Lecture 11 Scrum

Lecture 12 Holacracy

Lecture 13 Suitability of agile methods

Lecture 14 Self-organised companies

Lecture 15 Hierarchy and roles

Lecture 16 Reflection task

Section 4: Leadership concepts

Lecture 17 Overview of this chapter

Lecture 18 Theory X and Y

Lecture 19 Leadership styles

Lecture 20 The dimensionally oriented concept

Lecture 21 Situational Leadership Model

Lecture 22 Transactional & Transformational Leadership

Lecture 23 Management by concepts

Lecture 24 Team roles

Lecture 25 Generations

Lecture 26 Organisational Culture

Lecture 27 Reflection task

Section 5: Management diagnostic

Lecture 28 Overview of this chapter

Lecture 29 Requirements for managers

Lecture 30 Interior and exterior view

Lecture 31 Examples soft skills

Lecture 32 Area of competence

Lecture 33 Example and application of a personality test

Lecture 34 Leadership levels

Lecture 35 Management levels

Lecture 36 Potential analysis

Lecture 37 Processing the measurements

Lecture 38 Appraisal interview with employee

Lecture 39 Appraisal interview with managers

Lecture 40 Self assessment in management coaching

Lecture 41 Task of reflection Johari Window

Lecture 42 Reflection task

Section 6: Management coaching

Lecture 43 Overview of this chapter

Lecture 44 Distinction of terms

Lecture 45 Process consulting

Lecture 46 Consulting services

Lecture 47 Coaching as a form of personnel development

Lecture 48 Coaching in HRD

Lecture 49 Consulting parts in coaching

Lecture 50 Management tasks

Lecture 51 10 Management roles

Lecture 52 Occasions for coaching

Lecture 53 Assignment of occasions for coaching

Lecture 54 Order clarification

Lecture 55 Formal contract contents

Lecture 56 Triangular contracts

Lecture 57 Social contract

Lecture 58 External Coach

Lecture 59 Internal Coach

Lecture 60 Manager as Coach

Lecture 61 Traps in management coaching

Lecture 62 Reflection task

Section 7: Systemic Coaching - Express introduction

Lecture 63 Overview of this chapter

Lecture 64 Coaching Procedure

Lecture 65 Systemic loop

Lecture 66 How would you define a problem?

Lecture 67 Hypothesis in the systemic environment

Lecture 68 Transfer

Lecture 69 Reflection task

Section 8: Recruiting

Lecture 70 Overview of this chapter

Lecture 71 Personnel procurement

Lecture 72 Personnel selection

Lecture 73 Distorted perception

Lecture 74 Halo effect

Lecture 75 Suitability diagnostic procedures 1/2

Lecture 76 Suitability diagnostic procedures 2/2

Lecture 77 Assessment-Center

Lecture 78 Example Requirement criteria

Lecture 79 Assessment-Center implementation

Lecture 80 Examples of Assessment-Center

Lecture 81 Case study holiday planning

Lecture 82 What can I measure?

Lecture 83 Hearing and Procedure

Lecture 84 Hearing Sample questions

Lecture 85 Onboarding

Lecture 86 Onboarding process

Lecture 87 Outplacement

Lecture 88 Reflection task

Section 9: Key figure in HRD

Lecture 89 Overview of this chapter

Lecture 90 Education controlling

Lecture 91 HR key figures

Lecture 92 What fluctuation really costs

Section 10: Employee survey

Lecture 93 Overview of this chapter

Lecture 94 Goals

Lecture 95 Planning

Lecture 96 Implementation

Lecture 97 Reflection task

Section 11: Employer Branding

Lecture 98 Overview of this chapter

Lecture 99 Definition

Lecture 100 Brand vs. Branding

Lecture 101 First implementations in employer branding

Lecture 102 Employer Branding Funnel

Lecture 103 Talent Management

Lecture 104 Content Talentmanagement

Lecture 105 Reflection task

Section 12: Conclusion

Lecture 106 Summary

Lecture 107 Thank you goodbye and one last reques

Lecture 108 Sources and literature recommendation

Lecture 109 All reflection tasks and quizzes as PDF for printing

People with responsibility in their job who want to develop their personal leadership and coaching skills. People who also reflect critically on their actions and strive for improvement.