Human Resource Development the complete course

Explore human resource development by aligning competencies with company goals, nurturing internal and external talent through personal development tools, and recognizing that culture is created by employees.

Explore management theories and leadership concepts to inform neutral selection and coaching. Learn recruiting techniques, personal developer indicators, branding, and fast strategic implementation for small and mid-sized companies.

Distinguish human resource development, coaching, and organizational development, highlighting systemic coaching for individuals and hrd and od for groups, departments, and whole organizations, with leadership concepts and management theories.

Identify the target groups in hrd, including managers and employees, and support them with appraisal interviews, development plans, and incentives to stay motivated.

Explore management theories by grounding concepts in historical development and theoretical background, and overview the main concepts, including self-organization, hierarchy, and the suitability of HIIT methods.

Trace the historical development of management theories from Babbage's division of work and Ford's assembly lines to Taylorism, kaizen, kanban, and agile methods like Scrum.

Explain Scrum: the product owner drives economic success and backlog goals, the Scrum Master enforces the framework, and teams run daily scrums, manage product and sprint backlogs, and deliver increments.

Explore Holacracy, a circle-based organizational system that uses double linking, defines roles and functions, separates operational and management meetings, and enables integrative decision making to empower employees.

Assess the suitability of agile methods by evaluating organizational readiness to learn, openness to experimentation, and top management support; start small, empower teams, remove obstacles, and evaluate outcomes.

Discover how self-organized companies empower departments to decide best practices, favor people over processes, prototype over exhaustive documentation, and collaborate with customers to drive faster, profitable outcomes.

Shift from a traditional hierarchy to a flexible, self-organizing model by distributing decision-making and authorizing employees to give instructions. Clarify responsibility, adapt division of labor and working time, and establish transparent communication channels to support change management.

Explore leadership concepts, theory x and y, and diverse leadership styles and approaches. Understand Belbin team roles, generational work expectations, and organizational culture in leadership practice.

Explore Theory X and Theory Y leadership, contrasting command-control with empowerment, intrinsic vs extrinsic motivation, and how self-fulfilling prophecy shapes workplace outcomes.

Explore three leadership styles, authoritarian, democratic, and laissez-faire, and how they fit different environments, affect decision making, group goals, and the leader’s role as coach.

Explore dimensionally oriented concepts by mapping four leadership styles on a grid of steering versus emotional warmth, including corporative, authoritarian, laissez-faire, and protector and trust, and learn development strategies.

Explore a flexible situational leadership model that adapts directing, supportive, and delegating styles to team maturity, motivation, and competence, with scenarios for juniors, seniors, and virtual teams.

Compare transactional and transformational leadership, highlighting extrinsic rewards versus intrinsic self-realization, and explain why transformational leadership is harder to implement in organizations without charismatic, well-trained leaders.

Explore four common management by concepts - management by objectives, delegation, exception, and decision - showing how objectives, delegated work, exception handling, and decision processes guide career paths and accountability.

Explore Belbin's team roles and the three categories guiding team dynamics. Identify roles like shaper, implementer, plant, monitor evaluator, resource investigator, and specialist to optimize collaboration.

Examine baby boomers, Generation X, Generation Y, and the generation born around 1994, describe each generation's preferences, and show how managers can plan early to optimize performance and collaboration.

Examine organizational culture as a living process shaped by values, corporate social responsibility and symbol systems, and gender diversity; align scope, regional and international policies, industry ethics, and founder influence.

Explore the management diagnostic chapter to apply four requirements for managers, placing the right person in the right place through diagnostics, competencies, self-assessment, potential analyses, appraisal interviews, and reflections.

Identify the requirements for managers by evaluating potential, motivation, and competencies, and show how development, acquisition, and performance indicate their ability to work under pressure and deliver on time.

Explore the interior and exterior approach to evaluating employees by integrating knowledge, skills, job performance, satisfaction, intrinsic motivators, and resilience with objective measurements.

learn how to measure soft skills with neutral measurement guidelines, breaking complexity into simple steps; identify core traits like empathy, openness, cooperation, and determination to guide decisive, transparent leadership.

Learn how to design an area of competencies grid and dashboard, using a spreadsheet to capture hard and soft skills, self-assessment, and manager feedback.

Explore measuring competencies with the 16 personalities framework via a free online test, highlighting four categories: analysts, diplomats, centenaries, explorers—and assess reliability across raters.

Discover leadership levels and distinguish leadership from management through three leadership levers—professional expertise, core competence, and personal development—ranging from team leader to CEO, with guidance on resources, objectives, and instructions.

Examine management levels from control of partial areas and change management to business management, highlighting leadership roles, project management, delegation, resources, and resilience under stress.

Learn how potential analysis compares self-assessment with external views using structured interviews and grid-based competency scoring to uncover mismatches and improve candidate selection.

Process measurements by visualizing applicant data with grids based on leadership and management skills, then compare candidates to support a data-driven hiring decision.

Learn how to conduct appraisal interviews with managers, including self-assessment, feedback from supervisors, and intercultural considerations, to set development plans with measurable competencies and language skills for future projects.

Apply a systemic self-assessment in management coaching using three circles—self-image, actual self, and external image—to reveal blind spots, foster self-reflection, and drive personal development.

Explore self-awareness and peer learning through the Johari window, using reflection tasks, discussion, and bilateral exchange to reveal blind spots, promote personal growth, and knowledge sharing.

Explore management and systemic coaching in human resource development, starting with key terms and how to implement consulting powers, contracting, and external versus internal coaching.

Explore the distinctions and overlaps between executive coaching, management coaching, and management development. See how coaching solves problems and develops management skills through a systemic approach and diagnosis.

Contrast doctor-patient, expert-advice, and process consulting approaches, showing how process consulting guides clients to identify problems, provoke thinking, and drive change in personal development and leadership.

Engage in consulting services through active listening, advisory skills, and systemic coaching to understand client needs, provide expert input, and develop reflective, strategic processes for management development with soft skills.

Coaching is a form of personal development used by managers, leaders, and developers to guide thinking, plan actions, and build leadership through diverse coaching settings in daily business.

Coaching in HRD integrates identifying training needs, budgeting for department training, psychological orientation seminars, manager coaching with 60-degree feedback, and external expert input for personal development of executives and managers.

Apply consulting parts in coaching within a systemic approach to address management problems, using internal or external expertise to develop options and guide leadership development.

Compare classic management tasks from 1955 to newer models, and learn how planning, organizing, leading, and controlling inform coaching and personal and team development.

Learn how the ten management roles described by Mincberg guide coaching and development across management levels, including figurehead, supervisor, networker, monitor, disseminator, spokesperson, innovator, problem solver, resource allocator, and negotiator.

Explore when to use coaching for crises and improvements, including individual and collective coaching, leadership development, organizational change, mergers, restructuring, and quality management to guide behavior, culture, and career growth.

Explore how to assign occasions for coaching by distinguishing crisis from improvement, and by considering individual and collective needs, task motivation, and the involvement of multiple coaches.

Master order clarification in coaching by identifying the client and motivation, and examining triangular relationships and contexts in coaching cases, applying a systemic observe-hypothesis-intervention loop.

Set up time, duration, location, and meeting format in contract contents; define fees, cost centers, and cancellation terms, with transparent follow-up options for coaching with managers.

Identify the real goal and motivation in triangular coaching, and determine which participants to involve. Plan three to five sessions, address scheduling and costs, and uphold confidentiality through transparent guidance.

Align with a systemic coaching approach by establishing a social contract, emphasize professional context, trust in coaches’ self-organization, avoid blame, and pursue resource- and solution-focused goals in harmony with clients.

External coaches bring fresh energy and new insights from outside the company, promoting neutrality but at higher cost, while offering creative interventions for tough conflicts.

Position as a non-hierarchical internal coach, transparent about confidentiality, neutral in conflict handling, and focused on supporting development and accountability.

Explore how managers act as coaches, balancing supervision and coaching roles, using conflict solving tools, transparent communication, and confidential space to develop coaching competencies aligned with organizational goals.

Identify common traps in management coaching, such as the fix-it mindset, boundary blur, portfolio-driven cases, and hubris. Align order with goals, monitor circle of influence, and maintain transparency and professionalism.

Explore the basics of systemic coaching, the systemic attitude, and key concepts such as systemic loop, the coaching procedure, and transfer, offering a brief insight through an extra course.

Explore the coaching procedure with a systemic attitude, focusing on contract and orientation, building an open, solution-oriented session, and transferring outcomes into action through observation, hypothesis, and interventions.

Explore the systemic loop as a transparent, structured tool in systemic coaching, guiding observation, hypothesis formation, and interventions to reach a proper solution with empathy and persistence.

Define how to identify a problem within coaching by examining the model's target, current state, and dynamics, including communication, conflicts, and changing conditions.

Form useful hypotheses as the foundation of systemic interventions guiding coaching toward solutions with Kochi. Apply stimulus and order functions to break down complexity and visualize emotional context versus data.

Explore how transfer differs between systemic coaching and management coaching in human resource development, with concrete questions, tasks, and follow-up measures that ensure implementation and monitoring of results.

Discover the recruitment process, including internal and external hiring, interviews with external applicants and internal leaders, assessments such as an assessment center, and onboarding, outplacement, and exit interviews.

Explore how to design a structured personnel selection process, from setting criteria and mandatory qualifications to internal/external sourcing, preselection, interviews, and final decision, with emphasis on timing and communication.

discover how distorted perception affects personnel selection and how neutral, structured processes counter bias. use multiple evaluators and cross-check perceptions to improve hiring decisions and reduce first impression bias.

Explore the halo effect as a cognitive distortion that shapes perceptions and judgments in personal development, illustrated by interview cues and how features influence assumed abilities, with strategies to counteract.

This lecture contrasts biographic orientated procedures with structured selection interviews in suitability diagnostics, using cover letters, CVs, portfolios, and references, plus mini role plays to assess behavior under pressure.

Compare characteristics orientated and stimulation orientated diagnostic procedures, and show how work samples, standardized tests, and simulation orientated assessments reveal applicant performance and behavior under pressure.

Explore the assessment center as a personnel selection method, using group and individual tasks to observe behavior under pressure, compare candidates, and provide transparent feedback for better hiring decisions.

Set up requirement criteria and subcategories to assess candidate performance, including communication skills, observation, objection handling, and teamwork, using structured assessments and objective feedback.

Learn how to implement an assessment center in a new company by assembling participants, observers, and a moderator; run interviews, tests, case studies, and presentations to assess and provide feedback.

Explore practical assessment center examples through group assignments and observed interactions, highlighting leadership, initiative, and adaptability while evaluating creative, emotional, and collaborative dynamics.

Explore a holiday planning case study that tests a new manager's ability to align workforce scheduling, manage emotions, and transparently decide under clear framework conditions, training key human resources competencies.

Explore what you can measure in assessments, including self presentation, resilience, customer orientation, time pressure, decision competencies, leadership, and social and rhetorical skills through case studies and role-plays.

Hearing is a one applicant selection process like an assessment center, involving managers to assess interpersonal and professional fit through preparation, questions, role plays, and decisive feedback.

Explore hearing sample questions to assess capability, development potential, technical competence, and resilience. Learn to probe leadership style, vision, project management, and conflict handling through scenario-based role plays.

Define onboarding as a well-thought-out integration led by HRD managers, ensuring a structured first day, ongoing feedback, and supportive interactions to boost corporate loyalty and employer branding.

Implement a structured onboarding from pre-entry to six months, including pre-boarding invitations, access setup, a mentor program, first-week orientations, and ongoing feedback loops.

Learn how to implement structured outplacement and separation management with transparent, respectful communication, preparation for reasons, flowcharts, and support for finding new jobs.

Identify the key figures in human resource development and your company, and learn how basic facts support informed decisions and situational understanding in this overview chapter.

Design and manage education and training plans in a mid-sized company, implementing an introductory program and a training pyramid, plus key figures to track costs, events, and participation with Excel.

Explore HR key figures such as human capital return on investment and net profit per full time equivalent to compare departments, plan budgets, and guide training, salaries, and fluctuation insights.

Identify how budget limits drive turnover costs, and explain how careful selection, onboarding, and a right person in the right place reduce replacement and productivity losses.

Mark Colvin introduces a new chapter on measuring job satisfaction for employees and managers, showing what an employee is and how to conduct assessments, including outsourcing and handling statistics.

Assess and improve job satisfaction by using anonymous surveys to capture feedback, align change with employee needs, and build trust through transparent outcomes and an open-door platform.

Plan by forming department-based project groups, selecting employees, and drafting survey questions to drive engagement and feedback. Ensure data privacy and consider external consultancies, training, communication, working conditions, and innovation.

Implement token-based anonymous access to collect employee feedback online or on-site, enabling one-to-one submissions, with a short one-week timeline and reminders, and publish a transparent action plan with three-month milestones.