1The Human Resources Management (HRM) function includes a variety of activities， and key among them is deciding what staffing needs you have and whether to use independent contractors or hire employees to fill these needs， recruiting and training the best employees， ensuring they are high performers， dealing with performance issues， and ensuring your personnel and management practices conform to various Activities also include managing your approach to employee benefits and compensation， employee records and personnel Usually small businesses (for-profit or nonprofit) have to carry out these activities themselves because they can't yet afford part- or full-time However， they should always ensure that employees have -- and are aware of -- personnel policies which conform to current These policies are often in the form of employee manuals， which all employees Note that some people distinguish a difference between between HRM (a major management activity) and HRD (Human Resource Development， a profession) Those people might include HRM in HRD， explaining that HRD includes the broader range of activities to develop personnel inside of organizations， including， eg， career development， training， organization development， There is a long-standing argument about where HR-related functions should be organized into large organizations， eg， "should HR be in the Organization Development department or the other way around?"The HRM function and HRD profession have undergone tremendous change over the past 20-30 Many years ago， large organizations looked to the "Personnel Department，" mostly to manage the paperwork around hiring and paying More recently， organizations consider the "HR Department" as playing a major role in staffing， training and helping to manage people so that people and the organization are performing at maximum capability in a highly fulfilling 2Professional AchievementsOrganizational Development-Change Management-Leadership DevelopmentDesigned organizational effectiveness human resources plan， for intra-departmental diversity practice Result: Target increases in employee recruitment and retention， “diversity-sensitivity” within management and line employee ranks， productivity gains， employee matching to customer Design-Execution of management development Result: Improved leadership communications linked with business plan， increased productivity， litigation Developed guidelines for managing corporate change， to include staff and functional unit restructuring， shift abolishment， management “early-outs，” and HR systems Advisor on HRIS impacts， ERP transitional Result: Ease of employee coping to corporate and business condition changes， staffing shifts， and HR system Created and provided leadership to system-wide teams， processes， protocols for crisis management (critical incidents， terrorist event impacts， natural disasters)， threat assessment， and work environment improvement (wei)Result: pioneering urban workforce crisis management model resulted in early identification outcomes leading to decreases in EEO complaints， grievances， workplace conflict， and litigation Outcome: state-of-the-art emergency Leadership to senior and middle management business awareness and productivity enhancement committee: designed district-wide business goal awareness initiatives， using continuous messaging communications and graphics Result: Increased teambuilding between craft and management， productivity gains of 15-20%， and business Strategic PlanningInitiated strategic training and consulting to private， public， governmental and military sectors in US， Canada， Bermuda， Europe and A Developed and negotiated business proposals with federal， state， and local government leaders， private sector CEO's and HR directors， public and military sector As part of follow-up service provision to HR consulting and training clients， provided strategic steps and best practices for local business adoption and further Design and oversight of Employee Assistance Programs (EAP) Formed global business networks in key human resource and business arenas， created consultant relationships with governmental officials， provided training and consulting work products to these target Designed and implemented internal corporate outplacement program for 3，000 executives and line Result: Multiple business referrals from these Increase in teamwork and performance due to team Diversity ManagementDesigned organizational development plan integrating corporate diversity goals and metrics into business growth strategy for 10，000-urban employee private Result: Positive impacts on company culture， and employee Designed， executed， and communicated global diversity (metrics-based) plan for 7，000+-member Result: Re-branding from domestic to global organizational Plan included training， diversity dialogue focus groups， research， marketing and recruitment， and OD outcome-based High impacts on continued worldwide new member growth: international regional membership grew from 4 chapters in 26 countries to 10 chapters in 34 countries， going from 5% to 12% of total global membership over 7 Strongest association gains made in 12 years since inception of diversity director Conceptualized， implemented， and managed first global strategic diversity committee whose mission was to attract membership and drive diversity management Committee included delegates from all USA regions， UK， Canada， Bermuda， Trinidad， Thailand， and AResult: Ongoing awareness of diversity business issues at Board， Chapter， and member Committee membership grew from 0-25 with 5 target area Expert diversity trainer to global and domestic business Result: Improved cross-cultural understanding in leadership to “globalize” WriterWrote and published global association magazine columns on corporate and association diversity best practices; 180-page training guide for industry leaders on crisis management and threat assessment; training curriculum for business audiences on teambuilding， change management， corporate diversity audits， and executive coaching; online web site text for HR small business in consulting and training; multiple newsletter and online articles for hr-related organizations and businesses on relevant HR topics (domestic partnership benefits and HR， diversity best practices， employee recruitment and retention); Corporate outplacement plan for executives and support staff; corporate polices and procedures， publicity and marketing materials for internal HR projects， and HR small business; Marketing Result: Provision of original product deliverables (hardcopy and online) for targeted business goal TrainerTrained business audiences for Fortune 500 companies: US Army Corps of Engineers; Town of Braintree， MA; Honeywell; General Electric; American Transtech (AT&T); Cigna and IBM Groups ranged to 650 persons， from executive ranks， to middle management， employee and support Training aimed at behavioral improvements， policy and protocol implementation， best practice adoption， and awareness Result: Reduced litigation exposure， increased effectiveness of service-product delivery， improved executive-management 3Strategic Human Resources ManagementCertificate ID: ILRSHRC1Become an HR leader by influencing organizational leaders and aligning HR Use diversity and inclusion to increase profits， develop a talent management culture， and engage DescriptionThe development and execution of a human resources strategy that is aligned with organizational goals and matched to an organization's competencies delivers tangible outcomes for an organization's people， customers， and Such a strategy requires transforming HR from a "business partner" to a "business " As a leader， HR plays a significant role， not only in human-capital development， but in how human capital can contribute to the execution of organizational and business This certificate program from Cornell University's School of Industrial and Labor Relations develops the leadership competencies required make this The courses in this series focus on several drivers for transforming HR into a world-class function: the HR leader's influence on strategy and organizational leaders， alignment of HR strategy， using diversity and inclusion to achieve bottom-line results， developing a talent-management culture， strategies for employee engagement， and using metrics to measure impact on business Each course explores a topic in depth， with particular emphasis on the role of the HR leader， industry best practices， and short projects that emphasize the application to your particular Effective HR leaders look beyond managing the HR They don't stop at building the talent pool of the organization; they operate at the most senior levels and play a strategic role in the They influence the strategic planning process to ensure alignment with the goals and values of the organization， while managing the process to ensure superior This course is based on the research and industry expertise of Patrick M Wright， PD， Professor and Director of the Center for Advanced Human Resources Studies (CAHRS) at Cornell U It introduces D Wright's SELF Model of Human Resources Leadership that defines the leadership and influencing competencies needed to balance the tradeoffs present in the formation of organizational The SELF Model focuses on HR's role in guiding strategy development to ensure that it will result in the expected Strategic， Ethical， Legal， and Financial outcomes for an This course also introduces the Human Frailties framework， a tool for managing the interpersonal dynamics at the most senior levels of the organization in order to produce the most positive A thorough understanding of your organization's value creation model and ability to develop competencies through processes， technology， and people are essential to ensuring that the HR organization is aligned vertically and horizontally to produce superior With this understanding， HR will be able to articulate how it can improve processes， people and customer outcomes， and financial This course， based on the research and expertise of Christoper Collins， PD， Associate Professor and Director of Executive Education for Cornell University's School of Industrial and Labor Relations， develops the skills needed to assess how organizations create value and to align the HR function to execute the organization's Participants analyze the Balanced Scorecard approach as a means of vertically aligning the HR system with organizational They learn how to create a vertical-alignment strategy and use it to improve HR decision-making， people outcomes， processes， customer outcomes， and financial And they learn the skills required to plan and assess horizontal alignment of HR systems and Finally， the course discusses best practices related to workforce partitioning， performance variability， value identification， and employee The management of diversity and inclusion has evolved from handling day-to-day compliance issues to leveraging diversity for competitive Organizations that no longer see diversity as a legal or moral requirement， but as a competitive advantage， have an opportunity to improve performance at the financial， employee， customer， and community Diversity and inclusion practices must be embedded in an organizational culture to make a positive impact on This course summarizes the evolution of diversity and inclusion management; outlines key management practices for improving performance， contextualizes diversity in terms of current challenges， and provides direct linkages between diversity and the bottom line at the organizational and functional D Roberson's model of strategic approaches to diversity and inclusion provides a comprehensive toolkit for strategic diversity management， implementing next generation high-involvement practices， and ensuring stakeholder alignment with strategic The linkage between bottom-line performance and diversity is explored through the varying lenses of legal outcomes， customer and employee outcomes， and business metric In addition to measuring diversity's impact， and being able to create a diversity dashboard， learners discuss the future of diversity and inclusion and the complex relationships between diversity and organizational reputation， business practices， strategic capabilities， and financial As the existing "war for talent" intensifies and becomes increasingly global， organizations must develop strong talent-management practices that are tightly aligned with business Successful organizations build talent management cultures to take advantage of their human They focus on attracting top talent， identifying and developing future leaders， and retaining the best prospects in the high-potential talent This course focuses on developing a strategic approach to managing core Such an approach begins with the development of an employment brand in order to attract the best talent to the organization， promote the organization as a preferred employer， and produce superior recruiting Organizations must then identify and implement an integrated marketing and communication strategy to build brand The complexity of managing employee retention and engagement includes understanding the root causes of talent-retention The course identifies practices and solutions for increasing the likelihood of top talent remaining with the organization and becoming its future HR leaders have the ability to drive business performance by defining， designing， developing， and delivering competitive advantage through A key component of their ability to do so is a solid understanding of the organization's business drivers and a demonstrable competence in matching human capital to strategic Metrics enable HR to demonstrate its competence in terms of its business literacy and adopt a data-driven approach to management and This course focuses on identifying and developing key measures of HR's impact on business It distinguishes between business metrics and HR metrics and relates them in terms of how to measure and communicate HR's Metrics must support the organization's business This course provides models for matching metrics to organizational outcomes and developing business-based metrics including the use of the balanced scorecard tied to financial， customer， process， and people This course also provides frameworks for categorizing and analyzing metrics according the business value they measure， analyzing HR metrics， and building a model to link metrics to organizational goals and Employee engagement can be broadly defined as employees consistently acting in the best interests of the Linked to critical outcomes including absenteeism， turnover， customer satisfaction， operational performance， and financial performance， employee engagement is a vital driver of an organization’s bottom-line This course focuses not only on why employee engagement is important and valuable， but also on how to foster and measure employee engagement and link it to key organizational metrics and It examines the business case to pursue employee engagement as a strategic initiative and evolve beyond the transactional approach of traditional employee relations to a strategic approach focusing on relationship-oriented and emotional measurements of employee It also develops the competencies necessary to build employee engagement in your organization， the risks involved， and the implications for the HR professional in adopting this This course is based on the research of Cornell ILR School Professors Patrick M Wright， Director of the Center for Advanced Human Resource Studies， and Christopher J Collins， Director of Executive E
many HR functions these days struggle to get beyond the roles of administration and employee champion， and are seen rather as reactive than strategically proactive partners for the top In addition， HR organizations also have the difficulty in proving how their activities and processes add value to the Only in the recent years HR scholars and HR professionals are focusing to develop models that can measure if HR adds value
