Professional HR Skills

"A person's true calling lies where their enjoyment meets the needs of the world."

The Professional HR Skills module offers specialized training for HR management specialists and focuses on competences that strengthen their position of important business partners in their organization.

WHO IN YOUR COMPANY COULD PRIMARILY BENEFIT FROM "PROFESSIONAL HR SKILLS" TRAINING:

HR managers and specialists.

EXAMPLES OF PROFESSIONAL HR SKILLS TRAINING:

• Internal AC/DC.
• Job interview - Behavioral Even Interview
• Internal coach training
• Internal instructor training (Train the Trainers)
• Mentor training
• HR Business Partnering

INTERNAL AC/DC

Assessment Center (AC) is a modern method of employee selection that significantly increases the objectivity of the selection process. However, the success depends on the competences of the people implementing and realizing AC - this training focuses precisely on the development of these skills.

After completing the training, participants will be able to:

• understand competence models,
• create AC design according to assignment (according to the internal client's needs),
• apply ethical rules in AC implementation,
• judge the quality and suitability of different AC methods,
• decide between internal and external AC, individual or group AC, etc.
• evaluate information gathered during AC and make decisions accordingly.

JOB INTERVIEW - BEHAVIORAL EVEN INTERVIEW

Past performance and behavior is considered the best indicator of future behavior and performance. This fundamental fact is the basis of the specific Behavioral Event Interview (BEI) method. It is a structured interview used both in HR and in management to gather information that helps us make predictions about a person's future behavior at work. In this, BEI is a very powerful tool applicable in employee selection, assessment interviews, etc.

After completing the training, participants will be able to:

• use the BEI methodology flexibly and for various purposes (employee selection, performance evaluation, etc.),
• create a complex BEI design mapping specific competences,
• minimize subjective influences on the evaluation of BEI results,
• make predictions about the future behavior of employees based on their past performance.

INTERNAL COACH TRAINING

The aim of this educational program is to strengthen competences necessary for internal coaches: using interactive methods to present the coaching process as an efficient tool for employee development, explain the basic principles of coaching stressing the importance of initial contact and setting coach-subject rules, help participants learn key coaching tools, increase their motivation for the role internal coach, set a unified standard for internal coach performance, etc.

After completing the training, participants will be able to:

• recognize differences between coaching and other employee development methods such as mentoring,
• apply basic coaching principles in employee development,
• create good conditions for efficient coaching and adequate results,
• facilitate creation of a coaching contract,
• use the GROW model to lead coaching interviews,
• ask questions to stimulate the subject's potential,
• facilitate definition of attractive goals and action plans,
• use feedback as one of coaching tools.

INTERNAL INSTRUCTOR TRAINING (TRAIN THE TRAINERS)

This training focuses on strengthening processional competences of participants in the specific area of soft skills and particularly their ability to share information and develop skills as part of their company's internal education programs.

After completing the training, participants will be able to:

• efficiently share information and develop specific skills in participants in internal training,
• choose suitable tools to achieve their educational goals,
• prepare and deliver attractive presentations on specific topics,
• use group dynamics to increase the efficiency of training,
• further develop the strengths of their trainer style and address deficiencies.

MENTOR TRAINING

Mentoring is a personal, voluntary form of support from a mentor to a mentee. It may be applied wherever we are concerned with the growth of individuals and organizations. An important condition for successful mentoring is thorough training of mentors that provides them with practical exercises and opportunities to learn the necessary skills.

After completing the training, participants will be able to:

• form a high-quality, collaborative and result-oriented relationship with the mentee,
• form mentoring contracts, facilitate definition of SMART goals and action plans,
• ask questions that stimulate the mentee's potential,
• regularly analyze own role as mentor and develop new skills,
• deal with difficult mentoring situations,
• apply ethical principles and observe the company's common mentoring standards.

OUR GOOD PRACTICE EXAMPLE:

We implemented a "How to be a good mentor" training in a multinational pharmaceutical company. T was preceded by a rigorous definition of internal mentoring processes set by the company's HR department. Before the training, we carefully analyzed its desired goals as well as the specific needs of the company and its HR.

At the beginning of the session, we showed an excerpt from a film that illustrated the potential and risks of information sharing in a simple, attractive and pertinent way. Then we focused primarily on mapping and strengthening participants' motivation to take on the prestigious role of a mentor and we explained the importance of initial contact between the mentor and the mentee. Participants defined the key topics that had to be discussed before the actual mentoring process may begin (e.g. reasons for nomination, objectives of mentoring, time and place of meetings, end of mentor-mentee relationship, confidentiality, etc.). We then tried several exercises practicing creation of such a contract with the mentee. The next part of the training focused on intensive presentation of suitable tools (mental mapping, telling stories of own growth and learning, etc.), goal setting and feedback. We also offered individual and group supervision of participants' work with mentees. Participants appreciated this support as well as the entire training.