Human Resource Management Certificate
a noncredit Chancellor's Certificate Program
Your role in human resources is key to your company’s success. But what you don’t know can hurt you and your firm. As the first point of contact with potential employees, you have the power to build a strong foundation of quality, expertise, and knowledge. Refresh your knowledge of recent legal, corporate, and cultural changes that affect human resource management.
Our instructors are recognized experts with experience as attorneys, HR professionals, and trainers who will teach you the latest about the laws and cultural influences that affect hiring, training, and firing employees. You will learn from the experts how to read the workforce market, identify and develop the right people at the right time, and optimize your available resources. Whether you are refreshing, clarifying, or beginning your HR career, this program will ensure that you are on the right path.
This comprehensive, competency-based certificate program will give you the confidence and the knowledge you need to succeed in this complex and ever-changing field. By participating in this certificate program, you will learn how to:
* enhance employees’ career growth and development.
* motivate employees to greater levels of productivity.
* avoid time-consuming and costly lawsuits.
* reduce costs through effective selection and placement of employees.
* save your organization money by knowing how to decrease employee absenteeism and turnover.
* create more effective ways of developing the right people at the right time.
* respond effectively and efficiently to current affirmative-action-related legal issues.
Who should pursue a Human Resource Management Certificate?
* New human resource professionals desiring additional knowledge and skills for career advancement
* Current human resource specialists taking on increased responsibilities
* Human resource professionals reentering the job market looking to freshen up their resumes with knowledge of current practices
* Administrators or office managers in small to mid-size organizations needing to bring their human resource function to a higher level
* Divisional or departmental managers in decentralized organizations or branch operations that are responsible for the human resource function to multiple employees
* Social science graduates and others interested in pursuing a career in human resource management
Sample Topics
- The Human Resources Function—Planning, Recruiting, and Selection
- Health and Welfare Benefits
- Hiring and Firing -Compensation Issues
- Employee Orientation and Development -Retirement Benefits
- Labor Relations
- The Performance Management:
> Performance Issues
> Content Issues
> Process Issues -Legal Perspective on:
> Selection and Hiring Decisions
> Managing Performance
> Compensation and Benefits
Comprehensive List of Topics
The Human Resources Function--Planning, Recruiting & Selection
* Overview of role of the human resource professional
* Identify the basic composition of a human resources department
* Projected changes concerning tomorrow's workforce
* Recruiting and selecting the best candidates
* Job specifications and job descriptions
* Discussion of pre-employment and employment testing
* Principles of employee retention
Hiring and Firing
* Designing and conducting an employment interview
* Overview of the termination meeting
* Practice key steps through role-play exercise
Legal Perspective: Selection and Hiring Decisions
* Practical relevance of the law when advertising jobs
* Employment applications and screening
* Legal considerations of pre-employment and medical testing
* Interviewing and making job offers
Employee Orientation and Development
* The role of training and development in a human resources organization
* Principles of adult learning
* Conducting an effective new employee orientation program
* Assessment tools to determine training needs
* Methods for employee development and on-the-job training
Labor Relations
* Basic structure of employment manuals and pitfalls when drafting a manual
* Overview of the National Labor Relations Act, a mainstay of labor law
* Understanding collective bargaining relationships and negotiations
* Common terms and concepts in union contracts: grievance procedure, "just cause," arbitration
* The doctrine of termination-at-will
Legal Perspective: Managing Performance
* Overview of the regulation of workplace conduct
* A checklist for disciplinary action and how to document grounds for action
* Procedures for avoiding sexual harassment liability
* Handling internal investigations of misconduct and allegations of sexual harassment
* Prevention of discrimination claims and lawsuits
The Performance Management Process
* The purpose and scope of the performance management process
* Alignment of performance systems with company goals
* The criteria, components, and roles of an effective performance management system
* Designing performance management tools that add business value
* Conducting effective appraisals
* Strategies for managing poor performance
Performance Management: Content Issues
* Purpose of performance management
* Criteria for designing a valid appraisal system
* Legal aspects of appraisal
* Methods of appraising employee performance
* Evaluation of different approaches
Performance Management: Process Issues
* Steps in the appraisal process
* How to conduct an effective performance feedback session
* Preparing for the annual review
* Coaching for improved performance
Health and Welfare Benefits
* Requirements for a sound benefits program
* Establishing specific objectives concerning employee needs and expectations while benefiting the employer
* Contemporary trends and reasons for the growth in employee benefits
* Types of employee benefits: required by law, discretionary, supplemental, and employee services
* Functional approaches to designing and evaluating employee benefits
* Understanding and handling insurable risk as it relates to employee benefits
* Defined contribution approaches to managed-care programs
* Concerns and questions regarding employee benefits, managed care, and the associated terminology, such as HMO, PPO, and POS
* Employee benefits considered as part of an employee's total compensation
* Review of Web-based resources for health and welfare benefits
Compensation
* Objectives of a compensation program and compensation planning
* How to choose compensation strategies to minimize total compensation cost
* How to determine the internal value (job evaluation) and the external value (wage survey) of all jobs
* The compensation structure: pay grades, rate ranges, use of wage and salary surveys
* The relationship between relative worth of jobs and their wage rates
* Linking incentive plans to organizational objectives, such as executive compensation, group incentive plans, and profit sharing
Retirement Benefits
* An overview of plan design and terminology
The purpose of employer-sponsored retirement plans
* How employer-sponsored retirement plans complement Social Security
* Distinguishing between various types of pension plans
* The differences between defined benefit plans and defined contribution plans
* An overview of services provided by outside vendors
Legal Perspective: Compensation and Benefits
* Review of the workers’ compensation statute
* Review of the Fair Labor Standards Act
* Review of the Family Medical Leave Act
* Review of the Americans with Disabilities Act
Note: Course content is subject to change.
Certificate Requirement
Complete the 36 hours of training within one year of the starting date, and you will be awarded 3.6 Continuing Education Units and a noncredit Chancellor’s Certificate in Human Resource Management by the Chancellor of the University of Missouri–St. Louis.
Cancellation Policy for Noncredit Business Administration Programs:
The University reserves the right to cancel any program. In the event of cancellation, you will be notified immediately, and all program fees will be returned. If you must cancel the registration, you are entitled to a full refund only if you cancel two weeks prior to the first class. A $50 processing fee will be assessed for later cancellations up to the first class.
Income Tax Deduction:
The cost of continuing education is deductible for federal income tax purposes under certain circumstances. Check with the IRS or your tax advisor.
This page last updated
December 11, 2008
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