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招聘、甄选和配置专家胜任力特训营(人力资源招聘管理课程)

【课程编号】:MKT009818

【课程名称】:

招聘、甄选和配置专家胜任力特训营(人力资源招聘管理课程)

【课件下载】:点击下载课程纲要Word版

【所属类别】:人力资源规划培训

【时间安排】:2017年07月15日 到 2017年07月16日3800元/人

2016年07月23日 到 2016年07月24日3800元/人

2015年08月01日 到 2015年08月02日3800元/人

【授课城市】:广州

【课程说明】:如有需求,我们可以提供招聘、甄选和配置专家胜任力特训营(人力资源招聘管理课程)相关内训

【课程关键字】:广州招聘技巧培训

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培训受众

1. 企业负责招聘和甄选的管理人员

Management personnel who are responsible for the enterprises’ compensation and benefits

2. 企业人力资源管理者

HR management personnel of the enterprises

3. 企业中高层管理人员和老板

Senior management personnel and boss of the enterprises

4. 有志于成为《招聘、甄选和配置专家》者

People who are willing to be a compensation and benefit expert

课程收益

1,通过训练使学员具备100%为企业找到职位候选人的技能;

Making trainees possess 100% skills to find candidates through training

2,通过训练使学员掌握科学的甄选技能,具备为企业选对人的能力。

Making trainees master scientific selecting skills and possess ability to select right person through training

课程大纲

第一天the first day

模块一: 战略性招聘策划、有效招聘渠道的开发和管理

Module1: plan of strategic recruitment, development and management of effective recruiting channel

—案例研讨:招聘执行副总裁的失败的原因。

Case study: the reason why it failed to recruit executive vice President

—经验分享:30天内招聘25个区域经的挑战

Sharing experience: the challenge to recruit 25 regional managers within 30 days

—具备识别公司目前和将来职位空缺的能力

Possessing the ability to identify enterprises’ present and future job vacancy

—经验分享:制定5年内的招聘计划

Sharing experience: working out 5-year recruiting plan

—决定是否要招聘现有职位空缺

Deciding whether it needs to recruit present job vacancy or not

—技能培养:不招聘可以吗?

Cultivating techniques: Is it ok to quit recruitment?

—确认职位空缺的工作内容和任职资格

Confirming the job content and qualification of vacant post

—决定填补职位空缺的策略

Deciding the strategy to make up the job vacancy

—工作模拟:内部招聘还是内部招聘?

Job sampling: internal recruiting or external recruitment?

—技能培养:开发有效的招聘渠道

Cultivating techniques: developing effective recruiting channel

—经验分享:如何招聘2名采购经理

Sharing experience: how to recruit 2 procurement manager

—吸引合适的应聘者应聘公司的职位空缺

Attracting suitable applicants to apply for the job vacancy of the enterprises

—工作模拟:那种招聘渠道适合?

Job sampling: which recruiting channel is suitable?

—建立外部人才库

Setting up external talent pool

—设计有效吸引合格应聘者的招聘广告

Designing effective recruiting advertisement to attract suitable applicants

—建立激励性的招聘制度和流程

Setting up incentive recruiting system and process

—工作模拟:策划招聘计划及行动

Job sampling: designing the recruiting plan and action

—策略性招聘经验分享

Sharing experience of strategic recruitment

—案例研讨:被开除的招聘主管

Case study: fired recruiting supervisor

—学员相关问题解答

Answers to the trainees’ questions

模块二: 战略性内部招聘策划实务

Module 2: practice of planning strategic internal recruitment

—案例研讨:他们为什么离开公司?

Case study: why do they leave the company

—经验分享:通过内部招聘有效留住和激励员工

Sharing experience: effectively retaining and encouraging employees through internal recruitment

—开发有效的内部招聘渠道

Developing effective internal recruiting channel

—内部招聘制度的建立

Establishment of internal recruiting system

—工作模拟:内部招聘方法选择

Job sampling: selecting of internal recruiting method

—通过内部招聘体系建立企业的留人系统

Setting up system to retain employees through internal recruiting system

—内部人才库的建立和应用

Establishment and application of internal talent pool

—管理培训生计划及安排

Plan and arrangement of managing trainees

—接班人计划策划实务

Designing practice of Succession Plan

—经验分享:不愿接收失败应聘者的部门经理

Sharing experience: not willing to receive failed department manager

—工作模拟:建立激励性的内部招聘制度

Job sampling: setting up incentive internal recruiting system

—家庭演练:建立本公司的内部人才库

Home exercise: setting up internal talent pool of the enterprise

—学员相关问题解答

Answers to the relevant questions of trainees

第二天 the second day

模块三:甄选、测试技术的开发及其应用实务

Module 3: development and practice of selecting and testing technology

—案例研讨:这几个经理为什么都工作不到半年

Case study: why do these managers work less than half a year

—经验分享:如何减少员工的流失率

Sharing experience: how to reduce the staff turnover rate

—了解空缺职位的关键素质要求

Knowing well the key competence requirement of job vacancy

—工作模拟:写出该空缺职位的关键素质要求

Job sampling: writing out the key competence requirement of job vacancy

—甄选组合技巧

Skills of selecting combination

—有效的甄选流程安排

Effective arrangement of selecting process

—甄选、测试技术及其有效性

Selection, testing technology and its validity

—开发甄选应聘者知识水平的方法和技术

Developing the method and technology of selecting applicants’ knowledge

—开发甄选应聘者能力水平的方法和技术

Developing the method and technology of selecting applicants’ ability

—开发甄选应聘者技能水平的方法和技术

Developing the method and technology of selecting applicants’ technique

—开发甄选应聘者态度适合度的方法和技术

Developing the method and technology of selecting applicants’ attitude

—开发和应用工作模拟甄选技术

Developing and applying selecting technology of job sampling

—工作模拟:如何设置甄选技术经理的方法

Job sampling: the method of selecting technical manager

—经验分享:甄选生产经理的挑战

Sharing experience: challenge of selecting production manager

—选择和发展合适的测试技术

Selecting and developing suitable testing techniques

—甄选决策

Selection decision

—甄选和配置策略经验分享

Sharing experience of selection and placement strategy

—工作模拟:如何甄选这位人力资源经理

Job sampling: how to select HR managers

—经验分享:甄选应聘者的态度适合度

Sharing experience: selecting the fitness of applicants’ attitude

—学员问题解答

Answers to the trainees’ questions

模块四:预测候选人未来工作绩效实务

Module 4: practice of forecasting the candidates’ future performance

—案例研讨:为什么技术总监业绩不好

Case study: why does technical director get poor performance?

—经验分享:预测销售经理的将来业绩

Sharing experience: forecasting future performance of sales manager

—开发预测候选人未来工作绩效的技术

Developing the technology to forecast the candidates’ future performance

—预测候选人未来工作绩效实务

Practice of forecasting the candidates’ future performance

—预测候选人工作稳定性实务

Practice of forecasting the candidates’ job stability

—预测候选人的诚实度实务

Practice of forecasting the candidates’ honesty

—工作模拟:预测员工稳定性

Job sampling: forecasting the employees’ stability

—家庭演练:预测员工业绩技术

Home exercise: technology to forecast employees’ performance

模块五:有效的面试技巧和员工配置管理

Module 5: effective interview skills and management of employees’ placing

—案例研讨:制造总监的压力面试

Case study: pressure interview of manufacturing director

—验验分享:如何甄选应聘者态度的适合度

Sharing experience: how to select the fitness of appliers’ attitude

—有效的面试安排

Effective interview arrangement

—案例研讨:面试失败的原因

Case study: the reason for failed interview

—结构化面试设计和实务

Design and practice of structured interview

—非结构化面谈技巧

Skills of unstructured interview

—行为面试技巧

Skills of action interview

—情景面试技巧

Skills of situation interview

—工作模拟:面谈方法安排

Job sampling: arrangement of interview method

—培训面试者

Training the interviewees

—有效的面试问题的设计实务

Practice of designing effective interview problems

—集体面试技巧

Skills of group interview

—有效的配置

Effective placing

—面试评估表的设计实务

Practice of designing the evaluation form of interview

—有效的面试经验分享

Sharing experience of effective interview

—面试工作模拟:集体面试

Job sampling of interview: group interview

—学员问题解答

Answers to the trainees’ questions

陈老师

陈建志导师(Depew Chen):资深实战型战略实施咨询、人力资源管理咨询和培训专家;

力资源硕士、心理学博士。20多年大型外资、合资、国营和民营企业人力资源高层管理职位工作经历。曾任亚加达国际商务教育培训中心人力资源培训导师。现任新世纪人力资源管理学会会长;外资合资企业HR经理/总监胜任力特训营首席设计师和首席培训导师;美国认证协会(ACI)授权导师,美国ACI:国际职业资格注册HR经理、执行官认认证广州区首席培训导师;GEPMS(全球企业绩效电子管理系统)首席设计师和顾问师。

Depew Chen, senior strength strategy implementation consult, HR management consulting and training expert; Master of HR, Doctor of Psychology. 20 years of working experience as HRD or above in large-scale foreign, joint ventures, state-owned and private enterprises. Mr. Chen has been the HR training coacher of Alcanta International Business Education Training Center. Currently, he is the President of New Century HR Management Association(pure academic non-profit professional Organization); Chief designer and chief training coacher of the well-known training brand—Goodcareer-Michigan: CPM-HR Training Series; Authorized coacher of American Certification Institution (ACI); Senior training coacher of International Professional Qualification Registered HR Management Series Certification issued by American Certification Institution (ACI)in Guangzhou area; Chief designer and consultant of GEPMS(Global Electronic Performance Management System); Chief strategy and HR consultant of Goodcareer Consulting Group.

陈建志导师长期专注于人力资源管理理论的研究和应用实践,以20年的人力资源管理实战经验和8年的人力资源培训和项目服务经验同国际现代人力资源管理理论和实践相结合,创立了以不同人力资源管理职位所需胜任力(KCI—HRM)结构为训练目标的实战型人力资源培训课程系列,成为一名知名的实战型人力资源管理专家、人力资源培训专家、人力资源项目服务专家和领先的人力资源课题研究者。其中开发的实战型人力资源管理胜任力培训课程有:CPM—HR系列(外训培训系列)——根据外资/合资人力资源管理经理级以上职位胜任力结构设计的八个级别系列训练课程,共128个HR专业模块;PHR系列(外训培训系列)——根据人力资源管理专家级胜任力结构设计的四个级别系列培训课程,共24个专业模块;MHR列(内训培训系列)—根据企业中高层管理人员管理胜任力结构设计的非人力资源管理者的人力资源管理技能培训课程,四个级别共26个专业模块等。

Depew Chen has been kept focusing on human resources management theory research for a long term. By combining 20 years of human resources management experience with international modern human resources management theory, Mr. Chen has established strength HR management training courses series with HR management ability as training goal. He has been a well-known strength strategy implementation expert、HR management expert、HR training expert, HR project service expert and leading HR issue researcher. The strength HR training courses are: CPM—HR series (external training series) designed according to ability structure of HR management manager level or above--- a total of 8- level series training courses and 128 professional modules. PHR series(external training series) designed according to HR management expert-level ability structure ——4-level series of training courses, a total of 24 professional modules; MHR series(internal training series);Non-HR Managers’ HR management ability training courses--- a total of four-level and 26 modules in accordance with enterprise middle and high-level management person ability structural design.

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在线报名:招聘、甄选和配置专家胜任力特训营(人力资源招聘管理课程)(广州)