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.

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