Pack of TEN : HR Courses on Demand 2023

Overview: This highly interactive Webinar offers you and your team an array of practical tools to coach effectively in today's work environment. You'll learn practical techniques for making your direct reports feel welcome, trust you to maintain confidences, to listen and develop an Action Plan collaboratively with each f your team members, enhancing your overall team performance!

Why should you Attend: By attending, you will understand how to even more effectively:

• Mentor and coach
• Teach
• Determine your Mentor/Coaching Goals
• Maintain confidentiality
• Define Areas of Limits
• Define Communication
• Discuss Time Commitments
• Openness and Respect
• Keep it Professional
• Continuous Self-Improvement
• Communicate the Knowledge
• Allow for Failure
• Provide a System of Rewards

Are you feeling a bit overwhelmed when it comes to coaching?

Could you use a ‘coaching refresher", to help you get a better handle on things? Would you like to brush up on your coaching and mentoring skills?

If you answered "yes" to any of these questions, then come laugh, listen and learn as Chris DeVany leads us all through those important topics, key questions and answers we all need to be able to address effectively to improve our communication effectiveness, improve our team members’ and team’s performance, adding to the bottom-line!

Areas Covered in the Session:

What We Will Address

Keys to being a successful Mentor / Coach: Being a mentor/coach is an important informal and ongoing portion of being a successful manager. To better help you understand how to be a good mentor, follow these characteristics of what a successful mentor/coach might practice.

Be a Teacher

Mentor/coaching decisions should never interfere with your managerial decisions. The employee is not necessarily bound to take your advice, and some may choose not to. Do not get discouraged; rather keep providing opportunities for them to improve. Managerial decisions should focus on the business aspect, while the mentor/coaching aspect should only focus on the improvement and success of your employees.

Determine your Mentor/Coaching Goals

Determine what you want to accomplish through mentoring. What goals are you setting for yourself to achieve by mentoring your employees. It is important that you communicate these goals with the employee.

Keep Confidentiality

Both parties need to feel confident that discussions will remain between them. Both parties must also feel confident that discussions are only for the area of improvement for the employee, not as a disciplinary action. This will keep the lines of communication open for the flow of honest information.

Define Areas of Limits

It is important that areas off limits for discussion are clearly defined. Some areas of improvement may spill into your employee’s personal life and either of you may feel uncomfortable discussing those areas. It is important to define those areas of limits before, or as close to the beginning of the working relationship as possible.

Define Communication

How will you do your one-to-one level of being a mentor? Will you have regularly scheduled meetings? Will you do it at yearly reviews? Both parties need to make their preferences known at the beginning or as close to the beginning of the working relationship as possible. If there are different preferences, try to reach an acceptable compromise. Remember, you are trying to provide and atmosphere for improvement. You do not want to shut down the lines of communication before you even begin.

Discuss Time Commitments

A mentor must give employees adequate time for improvement. Setting a schedule at the beginning avoids irritating misunderstandings later. This especially could be utilized during every review.

Openness and Respect

Both the mentor/coach and the employee being mentored need to be open and honest, yet respect the other. A mentor/coach that withholds important information or comments does not contribute to the employee’s improvement. However, such comments should be delivered with tact and courtesy – and (even if somewhat hurtful) received with an open mind. Both parties need to understand this, and observe it. It is important that this be expressed in the beginning, or as close to the beginning as possible, of the working relationship.

Keep it Professional

The relationship between the mentor/coach and their employee is a professional one, not a personal one. It is particularly important that the employee understand this point. Both parties must understand that the goal is to provide an avenue of success for the employee, and any comments are made in an effort to achieve that goal. No comment should ever be considered, or made, as a personal attack.

Continuous Self-Improvement

Every mentor/coach must continuously be improving themselves as well as the employee, especially in areas of communication and interpersonal relationships. We all have areas that need improvement; and advancements in communication and interpersonal styles can improve the mentor/employee relationship. Good communication and interpersonal skills will improve employee acceptance, and limit the feeling of being criticized.

Communicate the Knowledge

You want to accelerate the employee’s ability to accept more and bigger responsibilities and mange them successfully. Create a way to get them involved in business outcomes as soon as possible. Make a point of including them in a decision process. Explain where their thinking is not in alignment with yours. Remember, you are trying to create confidence in the ability to make good decisions and carry them out. Try to play to the employee’s strengths and interests.

Allow for Failure

Make sure the employee knows that they can come to you if they feel things are not going well. Acknowledge the fact that they had the ability to see the problem, and if things happen to get to the point of failure before you are made aware, ask for an analysis of what went wrong and the lessons learned.

Provide a System of Rewards

When an employee reaches an improvement goal, have a set system of rewards. You would be amazed how well received a simple acknowledgement of a job well done can be. Make sure you convey the importance of the accomplishment that was achieved, and begin focus on the next goal.

Who Will Benefit:

• CEO
• Senior Vice President
• Vice President
• Executive Director
• Managing Director
• Regional Vice President
• Area Supervisor
• Manager

Overview: Before the Coronavirus (COVID-19) appeared, has your workforce been largely office-based? Is this the first time you and your team have been working 100% virtually? If so, then this Webinar is for you! As enterprises have been growing far and wide, often international in scope, we find ourselves as executives and managers with our talent spread farther and farther, often at dozens and hundreds of locations. How do we 'get a better handle’ on all this? The speed of everything has changed. Are your time management skills up to the challenge? Do you put off more today than you can ever accomplish tomorrow exhaust yourself by 4:00 p.m. with only a fraction of your work done see yourself as a decision maker who never gets around to making decisions dread the next business meeting-or worse, going back to your desk to see what voice mails and emails await you? If you’re doing more and enjoying it less, it's time to get out of the time trap and back to productive management! This webinar gives you practical techniques for controlling time and making it a manageable resource.

Why you should Attend:

• Are you managing your entire team remotely?
• Are you concerned about how much time and productivity your people are wasting?
• What about lost energy, efficiency and effectiveness, especially because people are overtasked and overburdened?
• Would you like to gain an extra 30 minutes each day?
• Would you like to improve your concentration and increase your efficiency?

If you answered "yes" to any of these questions, then come laugh, listen and learn as Chris DeVany leads us all through those important topics, key questions and answers we all need to be able to address effectively to improve our team members' and team's performance, no matter how widely distributed everyone is!

Areas Covered in the Session:

• Maintain Order While Managing Long-Distance
• How to give multiple locations a business “road map” that’ll keep them headed in the right direction
• How to create crystal-clear procedures that off-site staff will follow to the letter
• Expert insight on “friendly” competition between sites could this be doing your company more harm than good?
• Discuss today's long-distance management challenges and brainstorm possible solutions
• How to quickly smooth things over when you have to lay down the law and enforce an unpopular policy from a distance
• The one action you must take if you want to significantly slow down the paper blizzard from multiple locations
• Self-Evaluation: How Do You Manage Your Time
  • Take the Time-Mastery Profile® to identify how you spend your time
  • Highlight your strengths and challenges with time
  • Identify timewasters and learn how to avoid them using new techniques
• Concentration and Focus
  • Learn techniques that will help you complete your tasks at a faster rate
  • Discuss how to handle distractions and interruptions-both self- and other-imposed
• Planning to Succeed
  • Refine the planning process and goal-setting system using the SMART technique
• Decision Making and Prioritizing
  • Align your priorities with your goals for better decision making
  • Learn about "the window of opportunity" to determine the most appropriate course of action
• Getting Organized
  • Learn the principles of organization to eliminate clutter and maintain order and effective filing systems
  • Learn to manage your phone, e-mail and electronic files
• Establishing Boundaries to Create Balance
  • Learn when to say "yes" and when to say "no"
  • Say "yes" to yourself...by saying "no" to others
  • Create quiet zones to think, reflect and concentrate
  • Build a commitment to your own time-management plan -it's up to you!
• Setting SMART Goals
  • SMART: Specific, Measurable, Achievable, Relevant, Timely
  • What are my roles?
  • What weekly goal will I set for each role?
  • TOPPS: Task, Objective, Product, Program, Schedule
  • OPICS: Output, Product, Input, Conditions, Standards
  • Setting milestones
  • Working the Plan

Learning Objectives :

• Managing your entire team remotely
• Achieve better results through more effective planning and clarifying objectives
• Delegate effectively and free yourself for bigger tasks
• Set group goals and priorities
• Eliminate the time wasters
• Handle interruptions and distractions
• Say no to unreasonable demands
• Redirect your efforts to the most important and valid tasks
• Make sure there is time in the day for you
• Learn strategies to improve concentration and increase your efficiency

Who Will Benefit:

• CEO
• Senior Vice President
• Vice President
• Executive Director
• Managing Director
• Regional Vice President
• Area Supervisor
• Manager

Overview: The summer of 2020 will be long ingrained into our social and individual consciousness due to COVID and the horrific murder of George Floyd, a black man. George’s murder by white police officers, captured on video for the world to see, sparked outrage around the globe. So what, you may be asking, does that have to do with the business world. Racial bias workshops just won't do any more. Employers and business leaders need to respond to racism by taking substantial action. Merely throwing out politically correct corporate statements needs to be over.

It is time for leaders who are committed to racial justice to create a business strategy to actively and strategically address racial inequity in their workplace (and society). Systemic racism can be fought by American businesses. Indeed, many U.S. corporate boardrooms have already begun the fight through hiring practices, funding organizations and movements working to eradicate racism, and using their political power to influence federal and state legislation.

But what steps can employers begin doing - today - to enhance their workplace culture to racial equity and belonging? Discussing white privilege and unconscious bias is a starting tactic.

Dr. Francis Kendall states "For those of us who are white, one of our privileges is that we see ourselves as individuals, "just people," part of the human race. Most of us are clear, however, that people whose skin is not white are members of a race. Being born white provides privileges that other races in the U.S. do not have. Other races may "earn" privilege but are not "born" with privilege due to the color of their skin.

Unconscious bias, something we all have built into our DNA, does not mean we are bad people. How does unconscious bias work against Blacks? How does it support white privilege? How does it maintain the status quo? Discussing the issues addressed in this webinar may be uncomfortable-that's the way it should be, difficult as it is. Discomfort is required for change.

Why you should Attend:

• Kindly fill in all the columns for better understanding of the audience regarding the webinar
• Enlist at least 5 or more important talking points that your session will reveal. Be very specific about the core points that you will be talking about and the solution to those issues
• Spell out all acronyms and briefly explain the industry-specific concepts you will be highlighting to make the audience better acquainted with the subject matter
• Highlight briefly, the basic concepts, challenges and methods you wish to educate your intended audience about

Areas Covered in the Session:

• To discuss Black Lives Matter and its role in your workplace culture
• To define racism
• To explore vicarious racism's effect on us all
• To critique white privilege
• To illustrate unconscious bias
• To use a systems approach in creating and sustaining an anti-racist culture

Learning Objectives :

• To discuss Black Lives Matter and its role in your workplace culture
• To define racism
• To explore vicarious racism’s effect on us all
• To critique white privilege
• To illustrate unconscious bias
• To use a systems approach in creating and sustaining an anti-racist culture

Who Will Benefit:

• All Industries
• Professions
• Senior Management
• Middle Management
• Human Resources Professionals
• Employee Resource Groups

Overview: To manage effectively, you need to engage your emotional intelligence just as much as you engage yourself cerebrally. Using both our brain and our "gut" allows us to take all human factors into account. Why you should Attend: Would you like to learn more about your emotional intelligence? Would understanding techniques you can use every time to manage more effectively using your emotional intelligence interest you? How about receiving a list of sample questions you can use to manage more effectively using your emotional intelligence?

Is it worth 90 minutes of your time to learn effective management techniques which can help you every day?

If you answered "yes" to any of these questions, then come laugh, listen and learn as Chris DeVany leads us all through those important topics, key questions and answers we all need to be able to address effectively to improve our team members' and team's performance!

Areas Covered in the Session:

• What is emotional intelligence?
• What is YOUR emotional intelligence?
• A short 10 item questionnaire
• Why it is important to know about emotional intelligence
• Four Clusters of Emotional Intelligence
• Techniques for utilizing your emotional intelligence to manage even more effectively

Who Will Benefit:

• CEO
• Senior Vice President
• Vice President
• Executive Director
• Managing Director
• Regional Vice President
• Area Supervisor
• Manager

Overview: HR audits are designed to help your organization focus its attention on its human resource management practices, policies, procedures, processes, and outcomes by providing you with a structured and systematic series of questions about key compliance, risk management, internal auditing, and human resource management issues. As an auditing process, HR audits are designed to help your organization identify potential and actual problem areas, help assess the effectiveness of HR management activities, help assess weaknesses in HR internal control processes, and help assess human capital strategic and compliance-related risks. HR audits then typically provide suggestions for corrective action.

Importantly, HR audits consider human capital-related risks and opportunities from an enterprise risk management (ERM) perspective. That is, HR audits take a holistic approach to assessing human capital risks and attempt to indicate the interrelationships and interactions between HR and other management and organizational issues.

Recognizing that no two employers are alike and that the practices, policies, and processes that may be appropriate and effective for multinational corporations may not be appropriate for small and medium size companies or non-profits, an organization’s HR auditing should help it develop and tailor employment practices, policies, procedures, and processes to meet its specific needs. Thus, your HR audit should first provide your organization with the "right" questions to ask about various employment practices issues; then help you determine the optimal answer for your organization.

While HR audits alone will not guarantee that your workplace will be selected as a "best place to work" or be free from all legal challenges, they will serve as a guide through the maze of human resource management best practices and employment and labor laws and regulations. HR audits will further enhance the value of your organization’s human capital, enhance your organization’s competitiveness, and reduce your organization’s exposure to employment practices liabilities.

Why should you Attend: In the global economy, human capital has become for many organizations the single most important determinant of competitiveness, productivity, sustainability, and profitability. Increasingly, the organization’s human capital is the source of innovation and a driver of business success.

Second, a confluence of economic, political, and social factors, including corporate scandals, the failure of the industries to adequately assess risks, and increasing stockholder initiatives, have resulted in increased statutory and regulatory requirements, a call for greater transparency, and increased internal and external audit activity.

Third, governmental agencies have become more active - some would argue more aggressive - and have committed more resources to conduct assessments of employment policies and practices. Importantly, the EEOC, the OFCCP, U.S. DOL, the NLRB, and ICE have advised employers that they consider self-assessments and audits a "best practice."

How effectively is your organization managing its human capital? Is your human capital helping you achieve organizational objectives? Are your employment practices creating material risks and liabilities? This webinar discusses the development and use of HR Audits in answering these questions and in addressing critical risk management and due diligence issues.

Areas Covered in the Session:

• How effective is your organization’s human resource management?
• Is your human capital helping you achieve organizational objectives?
• Are your employment practices creating material risks and liabilities?
• What are the key organizational issues that should be audited?
• What HR audit tools should be used in conducting the audit

Who Will Benefit:

• SHRM
• IIA
• AICPA
• Risk Managers
• CFOs
• Legal Counsels

Overview: Are you working with a virtual team and not sure what makes it work? Are you willing to "learn the hard way" or would you prefer to be successful immediately? Knowing what need to do to create engagement and prevent isolation is important. There are aspects to consider with a virtual team and things to avoid you may not have thought of previously. To effectively engage your team and lead them to high performance, both team leaders and members need to equip themselves with the right skills and tools. Save your team time, money, and anxiety by getting the roadmap to working virtually in this workshop.

This is not "just a new way to work"! It requires a totally different approach to communication, engagement, and getting work done. It isn't business as normal right now, so don't make the mistake assuming you can keep on doing what you've always done. Difficult times require leaders and managers to step up and lead! Show your team how you will manage this crises by leading the virtual team successfully.

Find out what to do, when to do it, how to do it, and why you should. The cost of not taking this webinar is too high!

Why you should Attend: Working virtually is new to most of us. Making sure that your team is on task, engaged, and working smart is harder than ever.

Instead of learning how to work with your team through trial and error, come to this workshop to shorten the learning curve. You'll save time, money, and anxiety by knowing exactly what you need to do to ensure your team is successful in this difficult time.

Areas Covered in the Session:

• Proven Practices to improve team communication. Ensure that everyone is engaged, participating, and getting done what needs to get don!
• The Top 10 Must Do's When Working Virtually (and what not to do as well!)
• Conducting Virtual Meetings Success Tips. It isn't just sign online and have a chat. Find out the tips and secrets that allow you to run your meeting successfully. Don't be a 'talking head' - be the leader that your team needs you to be
• Building Team Interaction and Preventing Isolation. Not all your team members will be successful working remotely. Find out what you need to do to ensure that they don't suffer
• Working Remotely Danger Zones and How to Protect Your Team

Who Will Benefit:

• Manager
• Supervisor
• Team Leader
• Executive
• Director
• Coordinator

Overview: New managers control aspects of the firm that employees rarely see, but the vast majority of managers were once employees. So it's reasonable if, as a new manager, you feel very challenged by certain job requirements. Even if you've been in a new position for a short time, you may still encounter problems for which there are no clear solutions. For this reason, Fellow has compiled the following guidance on overcoming management issues.

To achieve success as a new manager, it is vital to overcome leadership obstacles. Being a manager entails responsibility for those led; managers must be able to manage their time, develop goals, and motivate followers. External issues, such as finances, deadlines, and staff changes, can increase managerial difficulties in all types of businesses. A manager must adjust to these conditions and maintain a positive viewpoint.

By being aware of these obstacles and implementing countermeasures, a manager may concentrate on the people they lead and their objectives. There can be several leadership obstacles, but they normally fall into two categories: personal and professional. Managerial challenges are the regular concerns that managers must confront as part of their responsibilities.

Why should you Attend: People management and supervision are not a talent that can be learned easily. You'll need to learn and practice lots of new useful skills. By the end of this webinar, new managers will have learned:

• How to maximize their potential by obtaining extensive and practical training on typical difficulties
• When failures occur, you will learn there are ways to deal with them
• Knowing what constitutes a crisis or problem is important for a new manager
• Utilizing your abilities to overcome any challenges is the best choice
• Learn how to work with a mentor to improve your management skills

Areas Covered in the Session:

• Increasing the productivity of the team by evaluating and improving their performance
• Keeping the lines of communication open between the many departments of an organization
• Being able to properly communicate with coworkers. · Resolving issues with poor performance
• Disciplinary action
• Creating a positive work environment
• Identifying and hiring the right people
• Conflict resolution in the workplace
• Maintaining a steady flow of inspiration
• Adopting a new approach to managing people and demonstrating leadership
• To ensure that employees' performance is accountable and maintained
• How to deal with employees who aren't giving their best
• Why delegating works and not micromanaging you’re for team does not work

Who Will Benefit:

• Small Business Owners
• Leaders
• Managers
• Team Leaders
• Project Managers
• Department Heads
• Supervisors and anyone in Leadership Role

Overview: Participants who are new to Executive Compensation will benefit by this overview of the Executive Compensation Program in companies of all types. It will help those who have to design a new program for the first time, as well as those who need insight into established program concepts. The pragmatic Webinar Leader, David Wudyka, will offer his ideas for "do's and don'ts" when managing Executive Compensation. Why you should Attend: In the Compensation field, some practitioners call Executive Compensation (EC) its "own area" of specialization, requiring fully dedicated HR support. Not to mention, this subject is about some of the most important employees of the organization, namely, its Executives.

For this reason alone, it is vitally important to ensure that the Executive Compensation program is properly managed. This is a webinar for people who are new to the EC function.

Program content includes:

• Elements of EC Programs
• Strategy
• Motivating Executives
• Stock Based Plans
• Measuring Performance
• Program Development
• Terminology
• Evaluating the Grade Levels for Executive Roles

Areas Covered in the Session:

• What distinguishes EC from other sub-fields of the Compensation function?
• What is the unique terminology applicable to EC programs?
• What are the typical (and quite unique) elements of an EC program?
• What is "good" EC strategy? What is likely to be an ineffective strategy?
• What does it take to motivate an Executive?
• What are "stock based" plans, and why are they so central to EC programs?
• What should Executives be paid? How surveys of EC pay can be effectively utilized?
• What tips exist for managing Executive performance?
• What is an overview for designing an EC program?
• The role of taxation in stock based plans
• What's an "ESOP"?
• Should an EC program have an "egalitarian" philosophy?
• Why stock values are NOT an effective way of measuring CEO success
• Why EVA and SVA plans may be the BEST way to evaluate CEO effectiveness
• Can Executives have pay plans that reward just Executives?
• When should a company use "Phantom Stock"? How is it calculated?
• What is the difference between "Qualified" and "Non-Qualified" stock plans?
• What is "Total Compensation" and why is it so important?
• What are "Perquisites" and what are some common examples?
• What is Egalitarianism and when should we use it to manage Compensation?
• What is the role of "Job Evaluation" in the EC program?

Who Will Benefit:

• Human Resource Managers
• Compensation Analysts
• Compensation Managers
• Financial Managers of HR Departments

Overview: Having difficult conversations isn't fun for anyone. Telling someone they don't smell nice, saying no to a client, or having to tell someone they no longer have a job is something that no one looks forward to. We feel anxious and uncomfortable. Yet, our roles often demand that we know how, and are willing to have those difficult conversations. We need to be effective and build trust and respect, without damaging relationships along the way.

Why you should Attend: This webinar will show you what you need to know to have difficult conversations. They won't be fun, but they will be done professionally and respectfully.

Areas Covered in the Session:

• Identifying your strengths and weaknesses prior to your difficult conversation
• 10 tips for handling difficult conversations
• Giving negative feedback and ensuring it is "heard"
• What to say, how to say it, when to say it, all the while being in complete control of your emotions
• A step-by-step model to make it easy to follow

Who Will Benefit:

• All

Overview: In an increasingly complicated world of employee compliance in which HR struggles just to keep abreast of new developments, not teaching managers the basics can be costly. After all it's the managers who interact with employees on a day-to-day basis and every day is an opportunity for problems to arise that a manager was never trained in how to address.

Knowing what to do in increasingly complicated employee situations can be difficult for even seasoned managers, especially if a manager has never had training. For a new manager these problems are intensified.

For a new HR Manager this becomes a bigger problem as HR advises not just one manager but all managers throughout an organization.

Why should you Attend: By the time an employee problem reaches HR, a level of liability has often been created. How an employer handles such problems, can either limit or increase liability. Further exacerbating the problem is that managers often inherit a dysfunctional department and/or are promoted to supervise those with whom they once were co-workers.

If an HR Dept. does not know how to recognize or fix problems, what can be solved as a mere miscommunication, can quickly turn into a costly lawsuit. With this in mind, the instructor will take attendees through best practices to prevent litigation and general dysfunction by ensuring compliance with the HR laws.

Areas Covered in the Session:

• Basics of the Big Four of employment compliance- Title VII, FLSA, FMLA, ADA
• Employee Relations
• Safety
• Management
• Basics of the The Families First Coronavirus Response Act (FFCRA.)

Who Will Benefit:

• Payroll Personnel
• Front line Managers
• Department Managers
• Small Business owners
• Human Resources- Generalists, Business Partners, Managers, Directors, VPs
• Anyone newly promoted to a management position
• Managers who were promoted from within their companies