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8/14/2019 Fall 2009Spring 2010 Advancing the World of Work
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Expanded career options forHuman Resource Professionals
www.ilr.cornell.edu/mgmtprog/hr/new
Whats New in theHuman ResourcesProgram
Fall 2009Spring 2010
Advancing The World of Work
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Cornell ILR has been designated as aHuman Resources Certification Institute (HRCI)approved provider. For more information aboutrecertification credits toward your PHR or SPHR,please visit www.hrci.org or our website.
This symbol throughout the catalog indicates approved workshops.
Training Location
New York City: 16 East 34th Street, 6th Floor
Welcome to Cornell!Your Partner for Human Resources CareerAdvancement. Introducing our new three-tieredportfolio and Learn-for-the-Turn.
Do you have the right skills to make a business impact?
Are you focusing on development that will advanceyour career?
Our HR portfolio has been designed to support you throughout your careerby providing essential knowledge and skills that you need to learn, turn to
the next level of your career and advance. Featuring assessments, workshops
and personalized attention, our growth oriented approach will help you excel
in your current role; and anticipate, prepare for and accelerate your transition
to the next career level.
Three graduated tiers of practitioner training are offered:
Driving HR Strategy: workshops are advanced-level training for theseasoned HR professional.
Building Business Partnerships: workshops are designed for those
experienced in HR and transitioning into a strategic HR role.
Executing HR Practices: workshops will prepare HR professionals to
perform essential HR functions and initiatives.
These levels of training are targeted to address issues and challenges that HR
professionals are faced with over their career.
Explore our exciting opportunities and consult with your Cornell, ILR partner
to find the programs that best meet your development needs.
Continuing Education Units
Cornell offers continuing education units (CEUs) for all workshops in this catalog.Each full day of training equals .6 CEUs. To be eligible to receive CEUs, you mustattend and participate in the entire workshop. Applications and letters of completionwill be available on the last day of the workshop you attend. Forms and moreinformation are also available at www.ilr.cornell.edu/mgmtprog. Please addressall questions to [email protected] or fax them to 607-255-9826.
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TableofConte
nts
HumanResources
Program
Cornell ILR Difference . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
Five Ways to Advance your Career. . . . . . . . . . . . . . . . . 2
Certificates. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37
Driving HR Strategy Workshops
Organizational Agility: Securing and SustainingCompetitive Advantage NEW . . . . . . . . . . . . . . . . . . 8
M&A: HR and Enterprise Growth Strategy,a Seat-at-the-table NEW. . . . . . . . . . . . . . . . . . . . 9
Executive Compensation: When the Public and
Government are Watching NEW . . . . . . . . . . . . . . . 9 Senior Leader Transitions: An Opportunity for
Driving Strategic Change NEW . . . . . . . . . . . . . . . . 10
Building Business Partnership Workshops
Negotiating a Strategic Partnership with yourLine Leaders NEW. . . . . . . . . . . . . . . . . . . . . . . . . . 11
Fiscal and Operational Literacy for theHR Practitioner NEW. . . . . . . . . . . . . . . . . . . . . . . . 12
Organization Design: An Essential HRCapability NEW . . . . . . . . . . . . . . . . . . . . . . . . . . . 13
Ethical Considerations for HR Professionals . . . . . . . . 14
Employee Complaints and Internal Investigations . . . 15
Conflict Resolution: Coaching and Facilitation . . . . . . 16
Advanced Employee Complaint Handling . . . . . . . . . 17
Executing HR Practices Workshops
Fundamentals of Human Resources. . . . . . . . . . . . . . 18
Human Resources and the Law . . . . . . . . . . . . . . . . . 19
Introduction to Human Resources Law . . . . . . . . . . . 20
Building and Managing Employee Relations . . . . . . . 21
Fundamentals of Employee Benefits . . . . . . . . . . . . . 22
Fundamentals of Compensation . . . . . . . . . . . . . . . . 23
Job Analysis and Evaluation . . . . . . . . . . . . . . . . . . . . 24
Selection and Staffing . . . . . . . . . . . . . . . . . . . . . . . . 25
Performance Management and Appraisal . . . . . . . . . 26 Developing Effective Training . . . . . . . . . . . . . . . . . . . 27
Training for Impact NEW . . . . . . . . . . . . . . . . . . . . 28
Effective Interviewing. . . . . . . . . . . . . . . . . . . . . . . . . 29
Advanced Issues in Employee Relations . . . . . . . . . . . 30
Essentials of Strategic Human Resources Planning . . . 31
Foundations of Internal Consulting Skills . . . . . . . . . . 31
The Role of HR in Organization Development . . . . . . 32
Registration Form. . . . . . . . . . . . . . . . . Inside Back Cover
Registration Information . . . . . . . . . . . . . . . . Back Cover
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HumanResources|TheCornellILRD
ifference
2 | Register on- l ine at www.ilr .cornell .edu/mgmtprog/hr/new
The Cornell ILR Difference
Ivy League education and credentials with a schedule
designed for working professionals
Dynamic program that has been delivering excellencefor over 50 years by integrating research, thought
leadership and practical applications. ILR is one of thenations most prestigious and influential workplace-
focused institutions.
Powerful learning for Human Resource professionalsacross all career levels
Designed for private industry, government agenciesand non-profits
Established resource and authority on workplace
and employment law
Five Ways to Advance Your Career
1) Certificate Programs. Develop in-depth knowledge in yourspecialized area by completing a sequence of 5 to 9 workshops.
Earn a Cornell Certificate, a nationally recognized credential.
2) Interactive One-to-Three-Day Workshops. Featuring experiencedfaculty and interactive learning with a diverse mix of professional
peers.
3) Custom, On-Site Learning. Programs that address yourorganizations issues and needs. Practical solutions, delivered to
your employees at your workplace.
4) Blended Learning. A combination of in-person and eLearningoffering the benefits of varied instructional approaches.
5) Distance Learning and eCornell On-Line Learning. Designedfor diverse audiences, particularly people in different locations.
Consult the Cornell team about your organizations HR training needs andselect the options that best meet your needs. For specific questions, pleasecall Gwyneth L. Dobson at 212-340-2875 or e-mail [email protected].
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Hum
anResources|C
ertificatePrograms
Cal l for Information 866-470-1922 | 3
Cornell ILR offers a wide array of certificates for professionals in the
workplace. Choose from 6 different Human Resources certificates of
study to acquire the specialized knowledge and skills you need to succeed
in todays changing work environment. Employers and employees alike
recognize ILR as the leading authority on issues related to the workplace. A
Cornell certificate provides you with in-depth expertise in your chosen
field, improves your job performance, and equips you with an added
credential to help you advance in your career. Each curriculum includes coreworkshops that span the depth of contemporary knowledge and offers
electives that allow you to tailor the certificate to your individual
development needs. Cornell certificates are awarded each year in the
following areas:
Human Resources Studies
Advanced HR Studies
Employee Relations
HR Complaints and Internal Investigations
Advanced EEO/HR Complaint Handling
Business Partnership
General Requirements
To earn a certificate from Cornell, all workshops associated with your
certificate must be taken within a five-year period. You must attend in its
entirety and actively participate in each workshop, and complete any pre-work, assignments, or evaluations.
It is not necessary to officially enroll in a certificate program. Each certificates
specific requirements, along with a faculty contact, are detailed on the
following pages.
Workshops and Units Needed
The number of workshops needed to complete a certificate varies depending
on the curriculum. Most certificates require from 3 to 7 workshops, totaling6 to 14 days of training. See the individual certificate requirements for more
information.
Depending on the workshops you choose, you may end up completing a
certificate with more units than the minimum amount required.
Please note, if you have taken a workshop as part of the core curriculum of a
certificate, you may not apply it towards the elective requirements of anothercertificate.
For specific questions, please call Gwyneth L. Dobson at 212-340-2875 or
e-mail [email protected].
CertificatePrograms
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HumanRes
ources|CertificateP
rograms
4 | Register on- l ine at www.ilr .cornell .edu/mgmtprog/hr/new
Human Resources Studies CertificateThis certificate provides a foundation in the key disciplines of the HR
profession. You must complete six workshops totaling a minimum of 72
units. Five of these workshops must be selected from the core curriculum,
and one must be selected from the list of approved electives. Individuals
with less than 6 months experience must take Fundamentals of Human
Resources as a pre-requisite. This certificate is also offered online (see
www.ecornell.com/ilr).
Core Curriculum Page Units
Human Resources and the Law 19 18
or Introduction to HR Law* 20 6
Building and Managing Employee Relations 21 12
Selection and Staffing 12
Fundamentals of Compensation 23 12
Fundamentals of Employee Benefits 22 12
Performance Management and Appraisal 26 12
Electives (choose one or two)
Effective Interviewing 29 12
Fundamentals of Human Resources 18 18
Fundamentals of Compensation 23 12(if not taken as part of the core)
Fundamentals of Employee Benefits 22 12(if not taken as part of the core)
Developing Effective Training 27 12
Training for Impact 28 18
Total 72
*If you take Introduction to Human Resources Law then you must take either one 18 unit
elective or two 12 unit electives.
Advanced HR Studies Certificate
This certificate is for human resource professionals who have several yearsof experience in the field and who want to prepare themselves to move to
a generalist position with greater responsibility. In order to earn this
certificate, you must actively participate in and complete seven workshops
totaling 72 units.
Core Curriculum Page Units
Essentials of Strategic HR Planning 31 12
Organizational Change: The Fundamentals (OC382) 12
Foundations of Internal Consulting Skills 31 6Essentials For Successful Project Management (MD342) 6
Influence Strategies (MD372) 6
Ethical Considerations for HR Professionals 14 6
Role of HR in Organization Development 32 12
Finance for Nonfinancial Manager (MD271) 12
Total 72
Please visit www.ilr.cornell.edu/mgmtprog/hr/newfor descriptionsof workshops not listed in this brochure.
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Employee Relations CertificateEmployee Relations (ER) is more than a just another HR function. HR
professionals who manage from an employee relations perspective can
contribute significantly to the attainment of overarching strategic
organizational objectives. ER is individually and organizationally
expansive and its impact is significant. Cornell ILRs Employee
Relations Certificate will provide you with a fuller
understanding of the impact of employee relations on the
business and individual, and will enable you to use an ER
approach to manage, strategize, and accomplish your business
goals more effectively. To earn this certificate, you will need to
complete all core requirements (48 units) as well as (12 units) of elective
workshop time.
The Employee Relations Certificate requirements have changed. If you began
the program under the old curriculum, please contact Gwyneth Dobson
([email protected] and 212-340-2875) to discuss your curriculum optionsmoving forward.
Core Curriculum (must take all) Page Units
Introduction to HR Law 20 6
Building and Managing Employee Relations 21 12
Advanced Issues in Employee Relations 30 12
Ethical Considerations for HR Professionals 14 6
Developing Effective Communication Skills (MD322) 12
Electives (Take one or two workshops to total 12 units)
Managing a Diverse Workforce (MD355) 6
Navigating Difficult Conversations (MD125) 6
Performance Management and Appraisal 26 12
Total 60
NewRequirements
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ertificatePrograms
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HumanRes
ources|CertificateP
rograms
6 | Register on- l ine at www.ilr .cornell .edu/mgmtprog/hr/new
HR Complaints and InternalInvestigations Certificate(previously HR Dispute Management and Conflict Resolution)
Requirements: Page Units
HR and the Law* (recommend taking first) 19 18
Employee Complaints and Internal Investigations 15 12
(Previously Dynamics of Handling Employee Complaintsand Concerns)
Advanced Employee Complaint Handling 17 12
(Previously Advanced Dynamics of Handling Employee
Complaints and Concerns)
Resolving Conflict (MD336) 12
Conflict Resolution: Coaching and Facilitation 16 6
(Previously ADR: Coaching For Conflict Resolution)
Power of Listening (MD321) 12
Total 72
*HR and the Law is the only workshop double counted from HR Certificates
Required workshops that are not double counted can be replaced with: EEO Internal, External& ADR Procedures, Harassment Prevention, Diversity Awareness. Note: If all of these workshopshave been taken contact Susan W. Brecher, Director at [email protected]
Business Partnership CertificateThe Business Partnership Certificate will offer you robust and hands-on
experience with this increasingly important HR role. Workshops will be taught
by instructors who have expertise in business and HR practices. To earn this
certificate you will complete 8 workshops (including 2 electives) for a total of
84 units that focus on business strategy and drivers, financial and operational
literacy, organizational consulting and effectiveness and personal effectiveness.
Three core workshops for this certificate are available in Fall 2009. The
remaining workshops will launch in 2010.
Core Curriculum Page Units
Negotiating a Strategic Partnership with Your Line Leader 11 6
Organization Design: An Essential HR Capability 13 12
Fiscal and Operational Literacy for the HR Practitioner 12 6
The remaining requirements will launch in 2010.
New
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ertificatePrograms
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Advanced EEO/HR Complaint HandlingCertificate and Certification Option
Requirements:
The completion of either the EEO Complaints and Internal Investigationscertificate or the HR Complaints and Internal Investigations certificate isrequired (total 72 units)
Earn 114 units:
24 core class units based upon previous certificate 18 elective units
Core Classes Page Units
HR and the Law 2 days* (EEO Required) 19 12Resolving Conflict (MD336 (EEO Required)) 12EEO Law 2 days** (HR Required) 12Investigative Reports (HR Required) 12
Electives (18 Units***) Page Units
EEO Internal, External and ADR Procedures 6Harassment Prevention 6Advanced EEO Law 12Difficult Issues in Harassment and Retaliation 6Diversity Awareness (DV150) 6Tools and Techniques: Developing Facts and Evidence (LR102) 6
* For those individuals who completed the EEO Complaints and Internal Investigations certificatethe following core classes are required. For the HR Law class you will only take the 2nd 3rdday (as you previously covered some material in the EEO Complaints and Internal Investigationscertificate). The fee is $1350 and registration must be faxed to 607-255-9826.
** For those individuals who completed the HR Complaints and Internal Investigations certificate thefollowing core classes are required. For the EEO Law class you will only take the 2nd 3rd day of theclass (skipping the first day because you previously covered this material in the HR Complaints andInternal Investigations certificate). The fee is $1350 and registration must be faxed to 607-255-9826.
*** Workshops already earned cannot be double-counted towards this certificate. If all of theseworkshops have been taken, you will need to replace them with other workshops approved bythe Director; contact Susan W. Brecher at [email protected].
Certification in EEO/HR Complaint HandlingHandling Employee Complaints is a complex area that requires investigatoryinterviewing, investigation and resolution skills, as well as knowledge ofEEO and employment laws and organization policies. EEO and HRProfessionals who are responsible for investigating and resolving complaintswill have the opportunity to gain certification by demonstrating an in-depthunderstanding of the skills and knowledge required to effectively managethe process for handling complaints. Advanced HR/EEO Certificate holderswill receive a Cornell Certification in Employee Complaint Handling uponthe successful completion of an exam covering the areas of EEO andemployment law, intake interview analysis, planning an investigation,submitting an investigation report and developing a resolution plan.
Requirements for Certification:
Completion of the Advanced HR/EEO Complaint Handling Certificate
Certification exam consisting of: (1) multiple choice questions on legal,
policy and complaint handling areas and (2) an in-depth analysis of anemployee complaint including all of the phases of the process intake,investigation and resolution.
For more information about certification and fees contact Susan W. Brecher, Director [email protected]
New
New
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Huma
nResources|Workshops
8 | Register on- l ine at www.ilr .cornell .edu/mgmtprog/hr/new
$1095 | Course HR450
Organizational Agility: Securing andSustaining Competitive AdvantageNovember 12, 2009 . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45
Participants explore a range of HR strategies and tactics to build necessary
capabilities and foster an agility- oriented infrastructure. Participants will
leave the session with an assessment of their firms organizational agility and
insight about how to build a highly effective and dynamic organization.
Workshop content is based on research conducted at Cornell Universitys
ILR School on dynamic and agile organizations.
Key Topics
Develop HRs positioning strategy in promoting enterprise agility
Acquire new methods/framework to analyze market factors that impact
your firms organizational performance
Assess your firms current organizational agility and its loose-tight score
Clarify the role/contribution of agility in your firms performance
Select HR practices and principles that enhance organizational agility
and drive performance
Test the vertical fit of HR practices/outcomes to your firms business drivers
Develop action plans to increase organizational agility post workshop
Who Wil l Benefit
Senior HR Leaders responsible for developing and executing HR strategy
Driving HR StrategyWorkshops
HR Strategy workshops we designed for HR practitioners with senior level
responsibilities, including multi-discipline HR management and financial
accountability, seeking in-depth exploration of critical business challenges
impacting HR are the target audience for these workshops.
Participants should demonstrate strong business literacy and be
responsible for driving the alignment of HR strategies to organizational
objectives.
New
Any of our workshops
can be delivered on-site
at your place of work.
See our website for details:
http://www.ilr.cornell.edu/
mgmtprog/onsite/
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orkshops
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$1995 | Course HR451
M&A: HR and Organizational GrowthStrategy, a Seat-at-the-tableDecember 1-2, 2009 . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45
The focus of this session will be on HRs role in identifying/selecting targetorganizations; contributing to all aspects of the due-diligence dialogue; buildinga sustainable integration process and structuring a high performing integrationeffort customized to the acquirers culture, strategic objectives and financialgoals. Participants leave this workshop with a playbook for their business.
Key Topics Evaluate potential partners/targets to fulfill your organizations strategy
Review and assess financial due-diligence
Establish stretch goals for merger or acquisition
Oversee crafting of pre-close, close and post-close integration plans
Strategies for integration teams
Develop a high level 100 day project plan
Develop real time goals and outcomes
Who Wil l Benefit
Senior HR Leaders who seek more of a leadership role in developing andexecuting M&A strategy
$1095 | Course HR452
Executive Compensation: When the
Public and Government are WatchingOctober 28, 2009 . . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45
Vigilance over executive compensation has surged due to an economic
meltdown brought about (in part) by many who should have known better.
Businesses can no longer ignore the outrage that is being expressed by the
public and government. Whether executive pay is justified or not businesses
must now be prepared to respond to increased scrutiny and criticism. HR
Leaders must prepare to address the issues facing executive compensation
and deal head on with the related credibility of companies.
Key Topics
Bailout rage: Whats so evocative? The case of Citigroup
Linking executive pay to organizational performance: tougher than it seems?
Congress: behind closed doors
Assess the political reality, internal climate issues, recruiting and
retention and organizational justice Paint a bulls-eye on your organization: A profile of the ideal target
Create scenarios of pay modeling and explore degree of exposure andrisk/benefit for each scenario
Develop a plan to implement an internal process for establishing,managing and monitoring executive pay
Create a narrative on why invest in an independent oversight council
Pre-emption: giving investors a voice
Creating and steering the internal dialogue about executive compensation Draft your own PowerPoint presentations to influence your internal clients
Who Wil l Benefit
Senior HR Leaders responsible for executive compensation
New
New
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Huma
nResources|Workshops
10 | Register on- l ine at www.ilr .cornell .edu/mgmtprog/hr/new
$995 | Course HR453
Senior Leader Transitions: An Opportunityfor Driving Strategic ChangeNovember 19, 2009 . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45
Senior executives new to their roles often dont achieve their desired impact
and run the risk of failing to make it past the critical first 18 months. HR
Leaders can be a focal point in driving a process to minimize the risk, mitigate
the disruption and maximize the positive impact of senior leader transitions.
Acquire a specific methodology that taps the tacit knowledge of key
stakeholders around the role to enable the new leader to quickly gain deep
understanding of the business and organizational situation at hand and
rapidly reinforce or re-direct as needed. Learn how to accelerate recognition
of strategic business opportunities and challenges, organizational capabilities
and gaps, key external and internal stakeholders, relationships and networks
(social capital) and the leadership behaviors required to achieve results in the
particular culture.
Key Topics
Create a framework to maximize success of senior leader
Develop the strategic approach to transfer knowledge, engage the
organization and set the agenda
Apply tools used in knowledge transfer and direction setting
Understand how to surface tacit knowledge and apply transition coaching
Prepare for change management and transition coaching in different
business situations
Who Wil l Benefit
Senior HR Leaders involved in strategic talent moves
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orkshops
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$895 | Course HR410
Negotiating a Strategic Partnershipwith Your Line Leaders
December 15, 2009 . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45
HR strategic partnerships are in high demand. But, far too often line leaders
cite HR as lacking business experience and acumen and having no helpful
solutions for challenging and urgent situations. Attend this workshop and
experience the perception and attitudes of line leaders when interacting with
HR practitioners during an interactive simulation.
Participants analyze line leader discussions as they reveal business challenges
and seek advice. Respond in real time to a series of questions, probes,challenges and confrontations that covers the range of traditional responses
to HR. Recognize line leader hot buttons and practice discussions that will
get line leaders attention and demonstrate your ability to be a strategic partner.
Key Topics
Develop your own narrative, rationale and case for a seat at the table
Recognize typical HR responses that create a negative bias
Increase your confidence by having a wider range of responses indifficult exchanges
Learn tips and techniques for demonstrating rapid responses to business
situations
Practice making your case
Who Wil l Benefit
Mid level HR Leaders who are supporting business functions and have access
and opportunity to provide counsel to line leaders
New
Any of our workshops
can be delivered on-site
at your place of work.
See our website for details:
http://www.ilr.cornell.edu/
mgmtprog/onsite/
Building Business PartnershipWorkshops
Workshops at the Business Partnership level are designed for HR practitioners
with business unit consulting responsibilities who seek expertise in building
strategic partnerships and becoming a trusted advisor to line leaders.
Participants should demonstrate technical mastery of HR practices,
have experience leading teams and be involved with more complex
business challenges requiring rapid response solutions.
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Huma
nResources|Workshops
12 | Register on- l ine at www.ilr .cornell .edu/mgmtprog/hr/new
$895 | Course HR411
Fiscal and Operational Literacyfor the HR PractitionerNovember 16, 2009 . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45
Day-to-day operations require HR practitioners to demonstrate and act on
knowledge about business strategies, goals, customers and finances.
Analyzing and managing HR practices from a business perspective is core to
being a strategic business partner.
Participants will work with finance experts to examine and interpret
operational practices and levers that are commonly used to make businessdecisions. Gaining insight to business operations and becoming conversant
in the day-to-day language of line leaders will increase your confidence
during business discussions and increase your impact with line leaders.
Key Topics
Analyze core determinants of an operating plan
Establish operating plan metrics
Create an annual budget with assumptions
Construct budget forecasts
Analyze business trends, leading and lagging indicators
Prepare a written communication on quarterly results
Who Wil l Benefit
Mid level HR leaders who are responsible for developing HR strategies that
directly support business functions
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orkshops
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$1995 | Course HR409
Organization Design:An Essential HR CapabilityOctober 8-9, 2009 . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45March 24-25, 2010. . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45
Organization Design has become a crucial offering of the set of organization
development services that internal HR and OD professionals are being asked
to provide to their clients. This course, designed specifically for the HR
audience, will allow participants to better understand what organization
design is and how it fits within the context of broader organizational
development work (e.g., the interrelationship between organizationalstructure and all other levers of performance).
Key Topics
Create alignment between components of the organization and
the overall corporate framework
Demonstrate consulting and analytical skills by using tools to ask the
right questions, clarify needs, identify underlying business drivers, and
propose actionable options
Articulate the alternatives available in organization design, the business
needs they serve, the advantages and disadvantages of various options,
and anticipate and plan for unintended consequences
Contract with and influence line clients and balance a facilitative and
expert role
This two-day program is a highly interactive and practical mix of concepts,
examples from leading companies, practice against a case, and applicationto real participant situations.
Note: The program is designed and delivered by Downey Kates Associates, a managementconsulting firm based in New York City that specializes in organization design
New
This symbol next to course numbers indicates
approval for HRCI recertification credits toward your PHR,
SPHR, or GPHR. Please visit our Web site or www.hrci.org
for more information.
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Huma
nResources|Workshops
14 | Register on- l ine at www.ilr .cornell .edu/mgmtprog/hr/new
$795 | Course HR206
Ethical Considerations for HRProfessionalsOctober 26, 2009 . . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45March 26, 2010 . . . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45
Cover-ups and money laundering, insider trading and outright theft, corrupt
practices, and conflicts of interest in the private sector. Misappropriation of
public funds, lavish and unauthorized spending, conflicts of interest, and
illegal practices in the public sector. Oftentimes, HR professionals are caught
squarely in the middle. Meanwhile, HR professionals are feeling pressured to
compromise their organizations ethical standards to achieve aggressivebusiness goals. How can private and public-sector entities regain their
constituents trust? What is the right thing to do in any given
circumstance? Explore the ethical considerations that weave through the
tapestry of HR systems, including those that support:
Key Topics
Examining Individual vs. business ethics
Recognizing corporate compliance and legal issues Addressing the culture-value gap
Understanding the complexity of creating ethical standards within
global organizations
Building organizational responsibility (social, community, and
environmental concerns)
Ethics in action (what would you do if?)
Key questions to determine if your decisions are ethical Tips for designing effective ethics initiatives
Special Features
Work in small groups on multilayered case studies and report out to a guest
speaker who will challenge you to assess the ethical dilemmas within typical
HR-related situations.
Who Wil l Benefit
HR professionals
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$1495 | Course HR252
Employee Complaints andInternal InvestigationsNovember 4-5, 2009. . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45March 17-18, 2010. . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45May 4-5, 2010 . . . . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45
This unique workshop explores the intricacies of handling all types of
employee concerns, issues, or complaints. Through a practice-based, step-
by-step approach, you will enhance your understanding of:
The internal complaint-handling process from A to Z
The legal requirements organizations must observe
The necessary process and communication skills
Key Topics
The complaint process
The role of the Complaint Handler
Differentiating between legal and non-legal concerns
Intake Handling the emotional aspects of employees
Effective communication skills
Essential interviewing questions
Legal concerns: confidentiality and documentation
Structuring an investigation
Stating issues in terms of policies
Using information-gathering techniques
Interviewing employees for information Determining when to involve an attorney
Complaint resolution
Identifying solutions, interventions, or resolutions
Monitoring and following up on issues
Evaluating the effectiveness of the complaint process
Special Features
Simulated employee, human resources, and legal issues, including practicesessions, role plays, professional critiquing, and skill pointers
Who Wil l Benefit
HR managers or professionals who want to gain in-depth, hands-on
experience in managing and resolving employee concerns
Prerequisite: Human Resources and the Law or Introduction to Human Resources Law or
equivalent knowledge of employee legal issues. Recommended knowledge of complaint
policies and procedures or EEO Internal, External and ADR Procedures.
This course is available as part of Cornells Blended Learning solutions.
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$795 | Course HR235
Conflict Resolution:Coaching and Facilitation(formerly ADR: Coaching for Conflict Resolution)
December 7, 2009 . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45May 24, 2010 . . . . . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45
Coaching for conflict resolution allows HR Professionals to assist
managers/employees with ways to resolve basic conflicts. With facilitation
from HR, employees can learn to explore options and develop collaborative
resolutions of one-on-one conflicts. This interactive workshop will examine
the skills and methods that HR and EEO Professionals can use when guiding
employees to resolve conflicts and improve their working relationship.
Key Topics
The role of HR professionals in coaching/facilitating conflict resolution
Listening to assist individuals seek clarity
Determining when coaching and or facilitation is appropriate for a dispute
Identifying and defining the issue to resolve Techniques for coaching toward resolution of a conflict
Developing options for collaborative resolutions
Fostering positive communications and working relationships
Guides for modeling respectful conversations to resolve disputes
Determining when to intervene during a resolution meeting
Defining the scope of confidentiality
Preparing employees for a meeting to resolve a dispute
Facilitating conflicts that can not be resolved
Addressing specific issues involving supervisors
Pros and cons including formal and informal methods of coaching
and/or facilitation in a resolution process
Who Wil l Benefit
HR and EEO Professionals involved in resolving conflicts and disputes
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$1495 | Course HR332
Advanced Employee ComplaintHandlingDecember 8-9, 2009 . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:30May 25-26, 2010 . . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:30
This workshop provides HR and EEO professionals with the advanced skills
needed to handle complex employee internal complaints and investigations.
Through an intensive series of issues presented by a challenging case study
from which you will further develop:
Investigatory interview techniques
Thorough investigation methods
Strategies for avoiding common errors
The necessary steps for creating and implementing solutions
Key Topics
Advanced techniques for handling complaints
Interview note-taking methods
Checklists for all stages of the process Anticipating potential legal issues
Developing a sound investigative strategy
Knowing when an investigation is complete
Implications of creating documentation
Ensuring successful resolution
Defining your role in the resolution process
Creating individual or group multiple solutions
Guidelines for developing interest-based resolutions Presenting resolutions persuasively
Options when resolution is not achieved
Weighing the information and determining credibility
Preparing a formal complaint and organizational report
Enhancing your communication skills
Effectively phrasing what you say
Addressing difficult situations
Special Features
Mock complaint-handling practice sessions, including professional critiquing
and skill pointers
Who Wil l Benefit
HR and EEO/AA managers and professionals who want additional strategies
and methods for handling complaints
Prerequisite: The Dynamics of Handling Employee Complaints and Concerns or The
Dynamics of Handling EEO Complaints.
This course is available as part of Cornells Blended Learning solutions.
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18 | Register on- l ine at www.ilr .cornell .edu/mgmtprog/hr/new
$1895 | Course HR101
Fundamentals of Human Resources
September 21-23, 2009 . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45March 17-19, 2010. . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45July 12-14, 2010 . . . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45
This workshop explores some of the primary disciplines in the human
resources function. While obtaining exposure to a wide variety of topics
and an equally wide slate of experts who will be facilitating discussion of
those topics you will collaborate with seasoned professionals, and with
each other, as you gain insight, acquire knowledge, and develop skills.
Key Topics
Understanding the evolving role of the HR professional as it relates to:
Staffing
Basics of learning and development
Key elements of performance management
Components and importance of compensation
Benefits: more than completing forms
Ethical considerations and concerns for HR professionals Diversity: a critical dimension
Special Features
HR panel: Interact on several levels with a group of seasoned HR
professionals. First, panelists will share relevant insights about their
backgrounds, experience, and valuable lessons learned pertaining to the
human resources profession. Small groups of participants will then
collaborate on and develop solutions to challenging case studies and present
those recommendations to other workshop participants and to the panel.
The panelists will lead a discussion and share additional insights about each
case study presentation, linking their own experiences to each case study.
Finally, you will be invited to ask open-ended questions to the panel.
Questions can relate back to issues that emerged at other points in the
workshop or to any other topic of interest.
Who Wil l Benefit
HR practitioners with less than two years of experience; individuals whocurrently specialize in one HR discipline and who are interested in learning
about other disciplines; individuals who are interested in exploring HR as a
possible profession.
Executing HR PracticesWorkshops
The target audience for these workshops is made up of both HR practitionersalready implementing HR practices as well as those who are new to the HRfunction. Participants will have varying degrees of professional experience;they may be seasoned professionals looking to hone their skills in newcontent areas, in the early stages of their HR career, or looking to move tothe next professional level.
Participants should demonstrate ability to project, manage and
implement a broad range of initiatives as part of an HR team and/or
work with line functions and clients.
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$1995 | Course HR111
Human Resources and the LawOctober 5-7, 2009 . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45
November 11-13, 2009. . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45February 8-10, 2010 . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45March 8-10, 2010 . . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45May 18-20, 2010 . . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45
This workshop will provide an understanding of:
The laws that obligate employers
Recent legislation and court cases defining employer-employee rights
and obligations Practical implications of the laws in day-to-day human resources operations
Alternatives for minimizing the companys exposure to employee
lawsuits and administrative charges
Key Topics
EEO: Equal Employment Opportunity
FLSA: Fair Labor Standards Act
OSHA: Occupational Safety and Health Act
ERISA: Employee Retirement Income Security Act
FMLA: Family and Medical Leave Act
NLRA: National Labor Relations Act
WARN: Workers Adjustment and Retraining Notification Act
COBRA: Consolidated Omnibus Budget Reconciliation Act
HIPAA: The Health Insurance Portability and Accountability Act SOX: Sarbanes-Oxley Act
Employment at will/wrongful discharge
Privacy issues and management rights in the workplace
State and local legislation and court action
Special Features
A CD-ROM containing comprehensive legal summaries prepared by
renowned labor and employment lawyers.
Who Wil l Benefit
HR managers and professionals in federal and state laws, regulations, and
court cases affecting the workplace
This symbol next to course numbers indicates
approval for HRCI recertification credits toward your PHR,
SPHR, or GPHR. Please visit our Web site or www.hrci.org
for more information.
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20 | Register on- l ine at www.ilr .cornell .edu/mgmtprog/hr/new
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$995 | Course HR102
Introduction to Human Resources LawNovember 6, 2009 . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45
April 23, 2010. . . . . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45June 18, 2010. . . . . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45
Human resource practitioners must know about many federal, state, and
local laws in order to effectively perform their responsibilities within their
organizations. This workshop provides an overview of the legal issues
associated with day-to-day employment-related decisions and actions,
including:
Legal implications of decisions affecting employees How to spot legal problems and prevent them
Internal resources: when and how to involve them
Relevant laws, applicable to daily operations and special situations,
addressed in laypersons terms and provided in writing for reference
Key Topics
Understanding the legal framework
The relationship between laws and court cases
The implications of laws on employment agreements and policies
Comparison of relevant federal, state, and local laws
Understanding the basics of key employment laws
Making nondiscriminatory employment decisions
Compliance with wage-and-hour laws
Safety and health rights and responsibilities Required versus discretionary leaves of absence
Managing employees covered by labor agreements
Individual rights and wrongful discharge
Understanding special legal situations
Sexual and other types of harassment
Disability and religious accommodations
Understanding and avoiding retaliation
Who Wil l Benefit
First- or second-level HR managers or nonmanagement professionals who
wish to obtain an overview of HR laws; typical attendees are fairly new to HR
or have been limited to a narrow area of HR
Learn about our Human Resources
Studies Certificate on page 4.
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$1350 | Course HR251
Building and ManagingEmployee RelationsSeptember 14-15, 2009 . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45November 9-10, 2009. . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45January 19-20, 2010 . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45March 11-12, 2010. . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45April 19-20, 2010 . . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45June 14-15, 2010 . . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45
If we define employee relations as identifying and responding to the issues
and concerns affecting the employees of an organization, then there is not
much, if anything, that falls outside its scope. This two-day interactive
workshop provides a basic overview of the components for creating and
sustaining a positive employee relations climate. You will examine:
The elements of an effective employee relations program
Effective coaching, counseling, and progressive discipline strategies
Identification of employee concerns
Effective communication techniques
Successful performance management
Key Topics
How organizational culture affects employee relations
How to develop management-employee dialogue
How to ensure compliance with progressive discipline policies
How to use coaching and counseling to assist line managers
How employee development activities can promote positiveemployee relations
How to manage workplace conflicts
How to recognize and respond to work and family concerns
Who Wil l Benefit
HR professionals who have recently acquired responsibility for employee
relations in their organizations. Also, HR professionals who are new to the
employee relations area, have had limited employee relations responsibilities,
or have assumed this function in addition to other duties
Any of our workshops
can be delivered on-site
at your place of work.
See our website for details:
http://www.ilr.cornell.edu/
mgmtprog/onsite/
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$1350 | Course HR225
Fundamentals of Employee BenefitsOctober 13-14, 2009 . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45
December 9-10, 2009 . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45April 12-13, 2010 . . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45June 16-17, 2010 . . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45
This workshop provides a comprehensive overview of the full range of
benefits responsibilities. Whether benefits planning or administration is your
only responsibility or just one of many demands on your human resources
plate, you will find this workshop valuable. You will take an in-depth look
at the:
Key aspects of benefits
Alternatives for your organization
Approaches for containing costs
Key Topics
The evolution and current status of employee benefits
Strategies and objectives for a total program
Legally mandated benefits
Regulatory issues and requirements
Group welfare plans: design and administration
Medical coverage options
Dental programs
Disability income-replacement plans
Survivor protection options Wellness initiatives
Consumer-driven health plans
Flexible (cafeteria) programs
Retirement income and capital accumulation plans: design and
administration
Traditional (defined-benefits) pension plans
Savings/401(k) plans, profit sharing Managing pay-for-time-not-worked benefits
Minimizing and containing costs
Communicating with employees
Effectively utilizing internal and external resources
Emerging trends and issues for the future
Who Wil l BenefitHR generalists who require a comprehensive overview of the benefits
function or individuals who have recently acquired responsibility for benefits
administration or planning
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$1350 | Course HR222
Fundamentals of CompensationSeptember 14-15, 2009 . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45
January 28-29, 2010 . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45April 14-15, 2010 . . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45
Understanding and effectively integrating the fundamental elements of
compensation management and salary administration is critical to the
development of sound compensation plans that support and reinforce
organizational objectives. The technical skills and practical knowledge
explored in this workshop will enable you to respond more knowledgeably
and creatively to the needs of your clients. You will also gain an appreciationof how subtle differences in compensation impact human resources systems,
which in turn impact the organization as a whole. In this program, you will
explore:
The practice and theory of compensation management
An approach for providing day-to-day compensation management
consistent with business objectives
How to tailor a compensation program to support the organizations
strategic goals and objectives
Collection and integration of market data to develop and support
a competitive salary program
Key Topics
The meaning of total compensation in the context of the
organizations strategic goals
The evolving impact of compensation on an organizations human
resources programs and policies
Selecting and implementing compensation programs and guidelines
Constructing salary structures: ranges, wage rates, and incentives
Linking pay to performance: merit guidelines and performance
management
Market pricing: how to read, understand, and customize survey data to
meet your organizations needs
Scanning the legal environment and complying with federal and state
laws and regulations
Who Wil l Benefit
HR professionals and generalists who seek to broaden their understanding
of compensation; compensation practitioners, new to the profession, who
wish to maximize the strategic impact they can have on their organizations
compensation-related programs
Any of our workshops
can be delivered on-site
at your place of work.
See our website for details:
http://www.ilr.cornell.edu/
mgmtprog/onsite/
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$1350 | Course HR221
Job Analysis and EvaluationNovember 2-3, 2009 . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:30
April 15-16, 2010 . . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:30
The success of many human resource initiatives is contingent upon effective
job analysis and evaluation. Keys to being effective include a consistent
process of fact gathering, documentation, analysis, and controlling for
factors that could undermine the objectivity and usefulness of the process.
This two-day workshop will provide you with:
Systematic procedures for analyzing and evaluating jobs
An understanding of the relationship between job analysis and job
evaluation
A review of the key organizational functions enhanced by effective job
analysis and job evaluation
An overview of management concerns and legal issues affecting job
analysis and job evaluation
Key Topics
Job analysis: what is a valid, practical job analysis and why is it
performed?
Uses of job analysis: selection, training, performance management
and appraisal, compensation, and career development
Similarities and distinctions between job analysis and job evaluation
A look at various job analysis methods and techniques
Job demands: determining physical, environmental,
and organizational requirements
Preparing job descriptions: matching the jobs critical objectives
Documentation of the content and context of a job: identifying and
prioritizing job tasks
Identifying and avoiding common pitfalls when doing job analysis
and evaluation
Legal concerns: the Fair Labor Standards Act, the Civil Rights Act of
1964 as amended, and the Americans with Disabilities Act
Who Wil l Benefit
Compensation professionals and job analysts who are new to the job
evaluation function or who wish to gain broad-based understanding of this
function; human resource generalists
This symbol next to course numbers indicates
approval for HRCI recertification credits toward your PHR,
SPHR, or GPHR. Please visit our Web site or www.hrci.org
for more information.
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$1350 | Course HR242
Selection and StaffingSeptember 16-17, 2009 . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:30
October 28-29, 2009 . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:30January 26-27, 2010 . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:30April 26-27, 2010 . . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:30
Staffing an organization today has become more complex than ever.
Projecting when to add or reduce head count is one of the strategic
contributions human resource professionals are expected to make. To be
successful, you need a cohesive process to understand the needs of your
organization as well as an integrated approach to meeting those needs. This
workshop will cover how to:
Create a systematic approach to addressing your staffing and
selection issues
Develop effective recruitment strategies and methods
Select appropriate screening and selection techniques
Align your promotion and succession strategies with your companys
strategic goals
Key Topics
Planning for staffing needs
Selecting appropriate labor markets
Recruiting methods and techniques
Sourcing hard-to-find candidates
Selection techniques (e.g., tests, assessment centers)
Achieving competitive advantage through positive selection
Becoming an employer-of-choice
Legal requirements
Succession planning
Executive assessment
Orientation: retaining new hires
Why valued employees leave
Evaluating the recruitment and selection processes
Special Features
Guest speakers on current issues in selection and staffing will share their
experiences and answer your questions.
Who Wil l Benefit
Human resource professionals who are responsible for recruiting, screening,hiring, promoting, and outplacing employees; human resource managers
making promotion and succession decisions
This course can also be taken online at www.ecornell.com/ilr and is available aspart of Cornells Blended Learning solutions.
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$1495 | Course HR201
Performance Management and AppraisalOctober 1-2, 2009 . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45
December 1-2, 2009 . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45February 11-12, 2010 . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45March 15-16, 2010. . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45
Human resource departments today are being called upon to make greater,
more measurable contributions to their organizations bottom line. Few HR
initiatives are seen to contribute more to an organizations productivity and
profitability than a comprehensive, effective performance management system.
This two-day workshop will provide you with the knowledge and skills to:
Develop and implement a performance management system
Select the most appropriate performance appraisal methods and forms
Link the goals and performance of each employee to the companys
strategic goals
Provide a clear and credible basis for merit increases and incentive awards
Train your managers on the elements of your organizations system
Key Topics
The difference between performance management and performance
appraisal
Types of performance appraisal systems
Implementing and managing the performance appraisal system
Setting and communicating objectives and performance standards
Providing feedback
Planning and writing the performance appraisal
Conducting the performance appraisal feedback session
Dealing with substandard performance
Monitoring the performance management process
Multi-rater appraisals
Employee development
Who Wil l Benefit
HR professionals and managers responsible for implementing or managing
performance management or appraisal
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$1495 | Course HR231
Developing Effective TrainingNovember 2-3, 2009. . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:30
April 8-9, 2010 . . . . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:30
This two-day interactive workshop provides less-experienced trainers with
an overview of the training process and shows them how to make each
element yield effective learning results. Through team and individual
application of the techniques presented, you will learn:
The components of the training process and their relationship to each
other
The elements of good training design
How to ensure training has a positive impact
Key Topics
The role of training and development in the organization
Building credibility and support
Needs assessment methods and tools
Using needs assessment to build credibility and support for trainingwith management
The benefits of needs assessment for the organization, managers,
learners, and training development professionals
Selecting the appropriate needs assessment tool
Learning principles and process
The components of learning systems: instructor, learner, materials,
activities, and environment
Adult learning principles The universal learning process
The fundamentals of good design
Using sound project management techniques
Identifying design resources
Creating design specifications
Developing learning objectives
Matching learning objectives to learning methods
Creating useful training materials
Key implementation issues: what they are and what to do about them
Increasing the usefulness of training evaluations
Transferring knowledge back to the job
Case-study practice
Exercises using your organizations training projects
Who Wil l Benefit
Trainers with less than three years of hands-on experience or those who
have not had a formal course in training development; training managers
without a training background
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$1895 | Course HR232
Training for ImpactThis course replaces Training Delivery: Train the Trainer.
November 4-5, 2009. . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45February 3-4, 2010 . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45April 28-29, 2010 . . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45
If you want to deliver learning that matters on Monday, join us in our
newly designed workshop for trainers and hone the skills that move you
beyond tricks of the trade.
To achieve face-to-face training results, adult learners must do hands-on,
practical work in the classroom that can be applied back to the workplace.Learn to use the natural vibrancy of your participants to actively engage
learners and bring training to life. See how on ramp and off ramp
activities will increase your efficiency and allow you to optimize your
classroom time for highly interactive activities. Bring a current training project
or challenge to the workshop to test drive your project and apply what
you have learned.
Pre-workshop assignments will include readings and preparation of your
training project, which will serve as the basis for your Practice Delivery in class.
Key Topics
Authentically engage and involve adult learners, move beyond the basics
Pull participants through a learning process, instead of pushing them
through a training process
The how and why of action learning: the case of case studies
Refine your presentation style and model new behaviors, you arethe message
Shifting gears on your feet, how to make design modifications on the fly
Technical and soft skill training, whats the difference in delivery?
What are you delivering: awareness, knowledge, skills?
Special Features
Peer and instructor feedback, video debriefing of your delivery, practice with onyour feet adjustments, dealing with push-back, challenges, and resistance.
Who Wil l Benefit
Professionals who are accountable for delivering face-to-face training
programs
New
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28 | Register on- l ine at www.ilr .cornell .edu/mgmtprog/hr/new
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$1495 | Course HR310
Advanced Issues in Employee RelationsSeptember 16-17, 2009 . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45
November 11-12, 2009. . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45January 21-22, 2010 . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45April 21-22, 2010 . . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45
Experienced human resource professionals and managers frequently
encounter complex and potentially high-risk situations related to a variety of
employee relations issues. This two-day workshop will help cultivate skills,
confidence, and expertise in dealing with an array of challenging and realistic
workplace circumstances. Specifically, this workshop will provide
opportunities to interactively explore:
How to position yourself as a strategic partner in resolving complex
employee relations issues that impact organizational performance
How to turn managers into effective employee relations problem-solvers
and partners
How senior HR managers can determine when legal intervention
may be required
Key Topics
Coaching managers to more effectively manage
high-performing employees who consistently
demonstrate one serious performance issue
Collaborating with managers to assist them in focusing on
performance issues without being influenced by employees
personal circumstances
Working with managers on dealing more effectively with strongnegative employee reactions to direction or feedback
Addressing managers behavior that is inappropriate and potentially
high-risk
Who Wil l Benefit
Typical attendees are HR generalists, managers, or directors with at least five
years of full-time experience addressing and resolving employee relations
issues.
Prerequisite: Building and Managing Employee Relations (classroom or online).
BEST SELLER!Register early
to ensureyour place.
Any of our workshops
can be delivered on-site
at your place of work.
See our website for details:
http://www.ilr.cornell.edu/
mgmtprog/onsite/
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Hum
anResources|W
orkshops
Cal l for Information 866-470-1922 | 31
$1495 | Course HR301
Essentials of Strategic HR PlanningOctober 29-30, 2009 . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45
March 4-5, 2010 . . . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45July 15-16, 2010 . . . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45
Strategic HR planning is essential for addressing the challenges thatbusinesses are faced with today. In this workshop explore the ever-changingrole of HR, translate the role into value added services for your organization,develop an HR impact model, conduct a gap analysis on your current HRprocesses and build a strategic business plan.
Key Topics Practice building a strategic HR planning model
Aligning the HR plan to corporate plan
Process to build a HR plan
Implementing metrics and feedback
Assessing your organizations readiness to plan
Implementing the planning process
Developing action plans
Who Wil l Benefit
Mid-level and upper-level HR professionals, managers, and directors
$795 | Course HR244
Foundations of Internal Consulting Skills
October 19, 2009 . . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45February 22, 2010. . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45
Todays business environment has created the need for human resourceprofessionals to serve as internal consultants. The HR professional can workproactively with internal clients on projects that focus on strategies as wellas on operational issues that need improvement.
You will explore a structured approach toward internal consulting projects,the consulting stages, the specific activities within each of these stages, theroles and responsibilities of the consultant and the internal client, and thedesired outcomes for each stage. You will examine the purpose and role ofthe HR consultant, identify key performance competencies for success, learnthe key stages of consulting, practice the consulting narrative and discusstypes of projects where HR is an essential input.
Key Topics
Identify the need for internal consulting in your organization
Gain comprehensive knowledge of the seven stages of internal consulting Understand this structured yet flexible approach to internal consulting
Distinguish the appropriate issues requiring internal consulting skills
Special Features
Develop skills and further understand internal consulting through a casestudy example
Complete and analyze a special instrument for diagnosing your internalconsulting efforts
Who Wil l Benefit
HR professionals at all levels of the organization who are seeking an overviewof the internal consulting process and how it applies to their organization.
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32 | Register on- l ine at www.ilr .cornell .edu/mgmtprog/hr/new
Huma
nResources|Workshops
$1495 | Course HR320
The Role of Human Resourcesin Organization DevelopmentOctober 27-28, 2009 . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45March 1-2, 2010 . . . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45
Human resource professionals have a critical role to play in identifying an
organizations competitive advantage and ensuring its success. One of the
ways to address that strategic issue is to employ and use OD methods.
Whether you will be working side-by-side with OD consultants or are being
asked to engage in an OD project yourself, this workshop will deepen your
understanding of the practice and the process of organizational learningand change. Working in small groups on a simulation of a typical OD
assignment, you will assess a situation, diagnose root causes, and make
recommendations to the companys senior management. Using an action
maze, you will find multiple decision points along the way that may lead
you to an effective solution or that could lead you astray.
Key Topics
Defining the practice Understanding organizational culture
Step-by-step approach to addressing organizational change
Learning when to use one-time events and when to employ long-term
process shifts
Addressing the pros and cons of external consultants
Contracting with consultants and with clients
Practical tips and tools when you have to do it yourself
Who Wil l Benefit
HR generalists exposed to organizational development projects and
interested in building more advanced HR skills.
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Hum
anResources|R
egistrationForm
Mail to: ILR Customer Service CenterCornell University, ILR School, Ives Hall
Ithaca, NY 14853-3901 Fax to: 607-255-9826
Part ic ipant Information
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Title_____________________________________________________________________
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