Fall 2009–Spring 2010 Advancing the World of Work

8/14/2019 Fall 2009Spring 2010 Advancing the World of Work

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Expanded career options forHuman Resource Professionals

www.ilr.cornell.edu/mgmtprog/hr/new

Whats New in theHuman ResourcesProgram

Fall 2009Spring 2010

Advancing The World of Work


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Cornell ILR has been designated as aHuman Resources Certification Institute (HRCI)approved provider. For more information aboutrecertification credits toward your PHR or SPHR,please visit www.hrci.org or our website.

This symbol throughout the catalog indicates approved workshops.

Training Location

New York City: 16 East 34th Street, 6th Floor

Welcome to Cornell!Your Partner for Human Resources CareerAdvancement. Introducing our new three-tieredportfolio and Learn-for-the-Turn.

Do you have the right skills to make a business impact?

Are you focusing on development that will advanceyour career?

Our HR portfolio has been designed to support you throughout your careerby providing essential knowledge and skills that you need to learn, turn to

the next level of your career and advance. Featuring assessments, workshops

and personalized attention, our growth oriented approach will help you excel

in your current role; and anticipate, prepare for and accelerate your transition

to the next career level.

Three graduated tiers of practitioner training are offered:

Driving HR Strategy: workshops are advanced-level training for theseasoned HR professional.

Building Business Partnerships: workshops are designed for those

experienced in HR and transitioning into a strategic HR role.

Executing HR Practices: workshops will prepare HR professionals to

perform essential HR functions and initiatives.

These levels of training are targeted to address issues and challenges that HR

professionals are faced with over their career.

Explore our exciting opportunities and consult with your Cornell, ILR partner

to find the programs that best meet your development needs.

Continuing Education Units

Cornell offers continuing education units (CEUs) for all workshops in this catalog.Each full day of training equals .6 CEUs. To be eligible to receive CEUs, you mustattend and participate in the entire workshop. Applications and letters of completionwill be available on the last day of the workshop you attend. Forms and moreinformation are also available at www.ilr.cornell.edu/mgmtprog. Please addressall questions to [email protected] or fax them to 607-255-9826.


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TableofConte

nts

HumanResources

Program

Cornell ILR Difference . . . . . . . . . . . . . . . . . . . . . . . . . . . 2

Five Ways to Advance your Career. . . . . . . . . . . . . . . . . 2

Certificates. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37

Driving HR Strategy Workshops

Organizational Agility: Securing and SustainingCompetitive Advantage NEW . . . . . . . . . . . . . . . . . . 8

M&A: HR and Enterprise Growth Strategy,a Seat-at-the-table NEW. . . . . . . . . . . . . . . . . . . . 9

Executive Compensation: When the Public and

Government are Watching NEW . . . . . . . . . . . . . . . 9 Senior Leader Transitions: An Opportunity for

Driving Strategic Change NEW . . . . . . . . . . . . . . . . 10

Building Business Partnership Workshops

Negotiating a Strategic Partnership with yourLine Leaders NEW. . . . . . . . . . . . . . . . . . . . . . . . . . 11

Fiscal and Operational Literacy for theHR Practitioner NEW. . . . . . . . . . . . . . . . . . . . . . . . 12

Organization Design: An Essential HRCapability NEW . . . . . . . . . . . . . . . . . . . . . . . . . . . 13

Ethical Considerations for HR Professionals . . . . . . . . 14

Employee Complaints and Internal Investigations . . . 15

Conflict Resolution: Coaching and Facilitation . . . . . . 16

Advanced Employee Complaint Handling . . . . . . . . . 17

Executing HR Practices Workshops

Fundamentals of Human Resources. . . . . . . . . . . . . . 18

Human Resources and the Law . . . . . . . . . . . . . . . . . 19

Introduction to Human Resources Law . . . . . . . . . . . 20

Building and Managing Employee Relations . . . . . . . 21

Fundamentals of Employee Benefits . . . . . . . . . . . . . 22

Fundamentals of Compensation . . . . . . . . . . . . . . . . 23

Job Analysis and Evaluation . . . . . . . . . . . . . . . . . . . . 24

Selection and Staffing . . . . . . . . . . . . . . . . . . . . . . . . 25

Performance Management and Appraisal . . . . . . . . . 26 Developing Effective Training . . . . . . . . . . . . . . . . . . . 27

Training for Impact NEW . . . . . . . . . . . . . . . . . . . . 28

Effective Interviewing. . . . . . . . . . . . . . . . . . . . . . . . . 29

Advanced Issues in Employee Relations . . . . . . . . . . . 30

Essentials of Strategic Human Resources Planning . . . 31

Foundations of Internal Consulting Skills . . . . . . . . . . 31

The Role of HR in Organization Development . . . . . . 32

Registration Form. . . . . . . . . . . . . . . . . Inside Back Cover

Registration Information . . . . . . . . . . . . . . . . Back Cover


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HumanResources|TheCornellILRD

ifference

2 | Register on- l ine at www.ilr .cornell .edu/mgmtprog/hr/new

The Cornell ILR Difference

Ivy League education and credentials with a schedule

designed for working professionals

Dynamic program that has been delivering excellencefor over 50 years by integrating research, thought

leadership and practical applications. ILR is one of thenations most prestigious and influential workplace-

focused institutions.

Powerful learning for Human Resource professionalsacross all career levels

Designed for private industry, government agenciesand non-profits

Established resource and authority on workplace

and employment law

Five Ways to Advance Your Career

1) Certificate Programs. Develop in-depth knowledge in yourspecialized area by completing a sequence of 5 to 9 workshops.

Earn a Cornell Certificate, a nationally recognized credential.

2) Interactive One-to-Three-Day Workshops. Featuring experiencedfaculty and interactive learning with a diverse mix of professional

peers.

3) Custom, On-Site Learning. Programs that address yourorganizations issues and needs. Practical solutions, delivered to

your employees at your workplace.

4) Blended Learning. A combination of in-person and eLearningoffering the benefits of varied instructional approaches.

5) Distance Learning and eCornell On-Line Learning. Designedfor diverse audiences, particularly people in different locations.

Consult the Cornell team about your organizations HR training needs andselect the options that best meet your needs. For specific questions, pleasecall Gwyneth L. Dobson at 212-340-2875 or e-mail [email protected].


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Hum

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ertificatePrograms

Cal l for Information 866-470-1922 | 3

Cornell ILR offers a wide array of certificates for professionals in the

workplace. Choose from 6 different Human Resources certificates of

study to acquire the specialized knowledge and skills you need to succeed

in todays changing work environment. Employers and employees alike

recognize ILR as the leading authority on issues related to the workplace. A

Cornell certificate provides you with in-depth expertise in your chosen

field, improves your job performance, and equips you with an added

credential to help you advance in your career. Each curriculum includes coreworkshops that span the depth of contemporary knowledge and offers

electives that allow you to tailor the certificate to your individual

development needs. Cornell certificates are awarded each year in the

following areas:

Human Resources Studies

Advanced HR Studies

Employee Relations

HR Complaints and Internal Investigations

Advanced EEO/HR Complaint Handling

Business Partnership

General Requirements

To earn a certificate from Cornell, all workshops associated with your

certificate must be taken within a five-year period. You must attend in its

entirety and actively participate in each workshop, and complete any pre-work, assignments, or evaluations.

It is not necessary to officially enroll in a certificate program. Each certificates

specific requirements, along with a faculty contact, are detailed on the

following pages.

Workshops and Units Needed

The number of workshops needed to complete a certificate varies depending

on the curriculum. Most certificates require from 3 to 7 workshops, totaling6 to 14 days of training. See the individual certificate requirements for more

information.

Depending on the workshops you choose, you may end up completing a

certificate with more units than the minimum amount required.

Please note, if you have taken a workshop as part of the core curriculum of a

certificate, you may not apply it towards the elective requirements of anothercertificate.

For specific questions, please call Gwyneth L. Dobson at 212-340-2875 or

e-mail [email protected].

CertificatePrograms


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rograms


Human Resources Studies CertificateThis certificate provides a foundation in the key disciplines of the HR

profession. You must complete six workshops totaling a minimum of 72

units. Five of these workshops must be selected from the core curriculum,

and one must be selected from the list of approved electives. Individuals

with less than 6 months experience must take Fundamentals of Human

Resources as a pre-requisite. This certificate is also offered online (see

www.ecornell.com/ilr).

Core Curriculum Page Units

Human Resources and the Law 19 18

or Introduction to HR Law* 20 6

Building and Managing Employee Relations 21 12

Selection and Staffing 12

Fundamentals of Compensation 23 12

Fundamentals of Employee Benefits 22 12

Performance Management and Appraisal 26 12

Electives (choose one or two)

Effective Interviewing 29 12

Fundamentals of Human Resources 18 18

Fundamentals of Compensation 23 12(if not taken as part of the core)

Fundamentals of Employee Benefits 22 12(if not taken as part of the core)

Developing Effective Training 27 12

Training for Impact 28 18

Total 72

*If you take Introduction to Human Resources Law then you must take either one 18 unit

elective or two 12 unit electives.

Advanced HR Studies Certificate

This certificate is for human resource professionals who have several yearsof experience in the field and who want to prepare themselves to move to

a generalist position with greater responsibility. In order to earn this

certificate, you must actively participate in and complete seven workshops

totaling 72 units.


Essentials of Strategic HR Planning 31 12

Organizational Change: The Fundamentals (OC382) 12

Foundations of Internal Consulting Skills 31 6Essentials For Successful Project Management (MD342) 6

Influence Strategies (MD372) 6

Ethical Considerations for HR Professionals 14 6

Role of HR in Organization Development 32 12

Finance for Nonfinancial Manager (MD271) 12

Total 72

Please visit www.ilr.cornell.edu/mgmtprog/hr/newfor descriptionsof workshops not listed in this brochure.


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Employee Relations CertificateEmployee Relations (ER) is more than a just another HR function. HR

professionals who manage from an employee relations perspective can

contribute significantly to the attainment of overarching strategic

organizational objectives. ER is individually and organizationally

expansive and its impact is significant. Cornell ILRs Employee

Relations Certificate will provide you with a fuller

understanding of the impact of employee relations on the

business and individual, and will enable you to use an ER

approach to manage, strategize, and accomplish your business

goals more effectively. To earn this certificate, you will need to

complete all core requirements (48 units) as well as (12 units) of elective

workshop time.

The Employee Relations Certificate requirements have changed. If you began

the program under the old curriculum, please contact Gwyneth Dobson

([email protected] and 212-340-2875) to discuss your curriculum optionsmoving forward.

Core Curriculum (must take all) Page Units

Introduction to HR Law 20 6

Building and Managing Employee Relations 21 12

Advanced Issues in Employee Relations 30 12

Ethical Considerations for HR Professionals 14 6

Developing Effective Communication Skills (MD322) 12

Electives (Take one or two workshops to total 12 units)

Managing a Diverse Workforce (MD355) 6

Navigating Difficult Conversations (MD125) 6

Performance Management and Appraisal 26 12

Total 60

NewRequirements

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HR Complaints and InternalInvestigations Certificate(previously HR Dispute Management and Conflict Resolution)

Requirements: Page Units

HR and the Law* (recommend taking first) 19 18

Employee Complaints and Internal Investigations 15 12

(Previously Dynamics of Handling Employee Complaintsand Concerns)

Advanced Employee Complaint Handling 17 12

(Previously Advanced Dynamics of Handling Employee

Complaints and Concerns)

Resolving Conflict (MD336) 12

Conflict Resolution: Coaching and Facilitation 16 6

(Previously ADR: Coaching For Conflict Resolution)

Power of Listening (MD321) 12

Total 72

*HR and the Law is the only workshop double counted from HR Certificates

Required workshops that are not double counted can be replaced with: EEO Internal, External& ADR Procedures, Harassment Prevention, Diversity Awareness. Note: If all of these workshopshave been taken contact Susan W. Brecher, Director at [email protected]

Business Partnership CertificateThe Business Partnership Certificate will offer you robust and hands-on

experience with this increasingly important HR role. Workshops will be taught

by instructors who have expertise in business and HR practices. To earn this

certificate you will complete 8 workshops (including 2 electives) for a total of

84 units that focus on business strategy and drivers, financial and operational

literacy, organizational consulting and effectiveness and personal effectiveness.

Three core workshops for this certificate are available in Fall 2009. The

remaining workshops will launch in 2010.


Negotiating a Strategic Partnership with Your Line Leader 11 6

Organization Design: An Essential HR Capability 13 12

Fiscal and Operational Literacy for the HR Practitioner 12 6

The remaining requirements will launch in 2010.

New


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Advanced EEO/HR Complaint HandlingCertificate and Certification Option

Requirements:

The completion of either the EEO Complaints and Internal Investigationscertificate or the HR Complaints and Internal Investigations certificate isrequired (total 72 units)

Earn 114 units:

24 core class units based upon previous certificate 18 elective units

Core Classes Page Units

HR and the Law 2 days* (EEO Required) 19 12Resolving Conflict (MD336 (EEO Required)) 12EEO Law 2 days** (HR Required) 12Investigative Reports (HR Required) 12

Electives (18 Units***) Page Units

EEO Internal, External and ADR Procedures 6Harassment Prevention 6Advanced EEO Law 12Difficult Issues in Harassment and Retaliation 6Diversity Awareness (DV150) 6Tools and Techniques: Developing Facts and Evidence (LR102) 6

* For those individuals who completed the EEO Complaints and Internal Investigations certificatethe following core classes are required. For the HR Law class you will only take the 2nd 3rdday (as you previously covered some material in the EEO Complaints and Internal Investigationscertificate). The fee is $1350 and registration must be faxed to 607-255-9826.

** For those individuals who completed the HR Complaints and Internal Investigations certificate thefollowing core classes are required. For the EEO Law class you will only take the 2nd 3rd day of theclass (skipping the first day because you previously covered this material in the HR Complaints andInternal Investigations certificate). The fee is $1350 and registration must be faxed to 607-255-9826.

*** Workshops already earned cannot be double-counted towards this certificate. If all of theseworkshops have been taken, you will need to replace them with other workshops approved bythe Director; contact Susan W. Brecher at [email protected].

Certification in EEO/HR Complaint HandlingHandling Employee Complaints is a complex area that requires investigatoryinterviewing, investigation and resolution skills, as well as knowledge ofEEO and employment laws and organization policies. EEO and HRProfessionals who are responsible for investigating and resolving complaintswill have the opportunity to gain certification by demonstrating an in-depthunderstanding of the skills and knowledge required to effectively managethe process for handling complaints. Advanced HR/EEO Certificate holderswill receive a Cornell Certification in Employee Complaint Handling uponthe successful completion of an exam covering the areas of EEO andemployment law, intake interview analysis, planning an investigation,submitting an investigation report and developing a resolution plan.

Requirements for Certification:

Completion of the Advanced HR/EEO Complaint Handling Certificate

Certification exam consisting of: (1) multiple choice questions on legal,

policy and complaint handling areas and (2) an in-depth analysis of anemployee complaint including all of the phases of the process intake,investigation and resolution.

For more information about certification and fees contact Susan W. Brecher, Director [email protected]

New

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$1095 | Course HR450

Organizational Agility: Securing andSustaining Competitive AdvantageNovember 12, 2009 . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45

Participants explore a range of HR strategies and tactics to build necessary

capabilities and foster an agility- oriented infrastructure. Participants will

leave the session with an assessment of their firms organizational agility and

insight about how to build a highly effective and dynamic organization.

Workshop content is based on research conducted at Cornell Universitys

ILR School on dynamic and agile organizations.

Key Topics

Develop HRs positioning strategy in promoting enterprise agility

Acquire new methods/framework to analyze market factors that impact

your firms organizational performance

Assess your firms current organizational agility and its loose-tight score

Clarify the role/contribution of agility in your firms performance

Select HR practices and principles that enhance organizational agility

and drive performance

Test the vertical fit of HR practices/outcomes to your firms business drivers

Develop action plans to increase organizational agility post workshop

Who Wil l Benefit

Senior HR Leaders responsible for developing and executing HR strategy

Driving HR StrategyWorkshops

HR Strategy workshops we designed for HR practitioners with senior level

responsibilities, including multi-discipline HR management and financial

accountability, seeking in-depth exploration of critical business challenges

impacting HR are the target audience for these workshops.

Participants should demonstrate strong business literacy and be

responsible for driving the alignment of HR strategies to organizational

objectives.

New

Any of our workshops

can be delivered on-site

at your place of work.

See our website for details:

http://www.ilr.cornell.edu/

mgmtprog/onsite/


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M&A: HR and Organizational GrowthStrategy, a Seat-at-the-tableDecember 1-2, 2009 . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45

The focus of this session will be on HRs role in identifying/selecting targetorganizations; contributing to all aspects of the due-diligence dialogue; buildinga sustainable integration process and structuring a high performing integrationeffort customized to the acquirers culture, strategic objectives and financialgoals. Participants leave this workshop with a playbook for their business.

Key Topics Evaluate potential partners/targets to fulfill your organizations strategy

Review and assess financial due-diligence

Establish stretch goals for merger or acquisition

Oversee crafting of pre-close, close and post-close integration plans

Strategies for integration teams

Develop a high level 100 day project plan

Develop real time goals and outcomes

Who Wil l Benefit

Senior HR Leaders who seek more of a leadership role in developing andexecuting M&A strategy


Executive Compensation: When the

Public and Government are WatchingOctober 28, 2009 . . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45

Vigilance over executive compensation has surged due to an economic

meltdown brought about (in part) by many who should have known better.

Businesses can no longer ignore the outrage that is being expressed by the

public and government. Whether executive pay is justified or not businesses

must now be prepared to respond to increased scrutiny and criticism. HR

Leaders must prepare to address the issues facing executive compensation

and deal head on with the related credibility of companies.

Key Topics

Bailout rage: Whats so evocative? The case of Citigroup

Linking executive pay to organizational performance: tougher than it seems?

Congress: behind closed doors

Assess the political reality, internal climate issues, recruiting and

retention and organizational justice Paint a bulls-eye on your organization: A profile of the ideal target

Create scenarios of pay modeling and explore degree of exposure andrisk/benefit for each scenario

Develop a plan to implement an internal process for establishing,managing and monitoring executive pay

Create a narrative on why invest in an independent oversight council

Pre-emption: giving investors a voice

Creating and steering the internal dialogue about executive compensation Draft your own PowerPoint presentations to influence your internal clients

Who Wil l Benefit

Senior HR Leaders responsible for executive compensation

New

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Huma



$995 | Course HR453

Senior Leader Transitions: An Opportunityfor Driving Strategic ChangeNovember 19, 2009 . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45

Senior executives new to their roles often dont achieve their desired impact

and run the risk of failing to make it past the critical first 18 months. HR

Leaders can be a focal point in driving a process to minimize the risk, mitigate

the disruption and maximize the positive impact of senior leader transitions.

Acquire a specific methodology that taps the tacit knowledge of key

stakeholders around the role to enable the new leader to quickly gain deep

understanding of the business and organizational situation at hand and

rapidly reinforce or re-direct as needed. Learn how to accelerate recognition

of strategic business opportunities and challenges, organizational capabilities

and gaps, key external and internal stakeholders, relationships and networks

(social capital) and the leadership behaviors required to achieve results in the

particular culture.

Key Topics

Create a framework to maximize success of senior leader

Develop the strategic approach to transfer knowledge, engage the

organization and set the agenda

Apply tools used in knowledge transfer and direction setting

Understand how to surface tacit knowledge and apply transition coaching

Prepare for change management and transition coaching in different

business situations

Who Wil l Benefit

Senior HR Leaders involved in strategic talent moves

New


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$895 | Course HR410

Negotiating a Strategic Partnershipwith Your Line Leaders

December 15, 2009 . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45

HR strategic partnerships are in high demand. But, far too often line leaders

cite HR as lacking business experience and acumen and having no helpful

solutions for challenging and urgent situations. Attend this workshop and

experience the perception and attitudes of line leaders when interacting with

HR practitioners during an interactive simulation.

Participants analyze line leader discussions as they reveal business challenges

and seek advice. Respond in real time to a series of questions, probes,challenges and confrontations that covers the range of traditional responses

to HR. Recognize line leader hot buttons and practice discussions that will

get line leaders attention and demonstrate your ability to be a strategic partner.

Key Topics

Develop your own narrative, rationale and case for a seat at the table

Recognize typical HR responses that create a negative bias

Increase your confidence by having a wider range of responses indifficult exchanges

Learn tips and techniques for demonstrating rapid responses to business

situations

Practice making your case

Who Wil l Benefit

Mid level HR Leaders who are supporting business functions and have access

and opportunity to provide counsel to line leaders

New






mgmtprog/onsite/

Building Business PartnershipWorkshops

Workshops at the Business Partnership level are designed for HR practitioners

with business unit consulting responsibilities who seek expertise in building

strategic partnerships and becoming a trusted advisor to line leaders.

Participants should demonstrate technical mastery of HR practices,

have experience leading teams and be involved with more complex

business challenges requiring rapid response solutions.


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$895 | Course HR411

Fiscal and Operational Literacyfor the HR PractitionerNovember 16, 2009 . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45

Day-to-day operations require HR practitioners to demonstrate and act on

knowledge about business strategies, goals, customers and finances.

Analyzing and managing HR practices from a business perspective is core to

being a strategic business partner.

Participants will work with finance experts to examine and interpret

operational practices and levers that are commonly used to make businessdecisions. Gaining insight to business operations and becoming conversant

in the day-to-day language of line leaders will increase your confidence

during business discussions and increase your impact with line leaders.

Key Topics

Analyze core determinants of an operating plan

Establish operating plan metrics

Create an annual budget with assumptions

Construct budget forecasts

Analyze business trends, leading and lagging indicators

Prepare a written communication on quarterly results

Who Wil l Benefit

Mid level HR leaders who are responsible for developing HR strategies that

directly support business functions

New


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Organization Design:An Essential HR CapabilityOctober 8-9, 2009 . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45March 24-25, 2010. . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45

Organization Design has become a crucial offering of the set of organization

development services that internal HR and OD professionals are being asked

to provide to their clients. This course, designed specifically for the HR

audience, will allow participants to better understand what organization

design is and how it fits within the context of broader organizational

development work (e.g., the interrelationship between organizationalstructure and all other levers of performance).

Key Topics

Create alignment between components of the organization and

the overall corporate framework

Demonstrate consulting and analytical skills by using tools to ask the

right questions, clarify needs, identify underlying business drivers, and

propose actionable options

Articulate the alternatives available in organization design, the business

needs they serve, the advantages and disadvantages of various options,

and anticipate and plan for unintended consequences

Contract with and influence line clients and balance a facilitative and

expert role

This two-day program is a highly interactive and practical mix of concepts,

examples from leading companies, practice against a case, and applicationto real participant situations.

Note: The program is designed and delivered by Downey Kates Associates, a managementconsulting firm based in New York City that specializes in organization design

New

This symbol next to course numbers indicates

approval for HRCI recertification credits toward your PHR,

SPHR, or GPHR. Please visit our Web site or www.hrci.org

for more information.


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Huma



$795 | Course HR206

Ethical Considerations for HRProfessionalsOctober 26, 2009 . . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45March 26, 2010 . . . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45

Cover-ups and money laundering, insider trading and outright theft, corrupt

practices, and conflicts of interest in the private sector. Misappropriation of

public funds, lavish and unauthorized spending, conflicts of interest, and

illegal practices in the public sector. Oftentimes, HR professionals are caught

squarely in the middle. Meanwhile, HR professionals are feeling pressured to

compromise their organizations ethical standards to achieve aggressivebusiness goals. How can private and public-sector entities regain their

constituents trust? What is the right thing to do in any given

circumstance? Explore the ethical considerations that weave through the

tapestry of HR systems, including those that support:

Key Topics

Examining Individual vs. business ethics

Recognizing corporate compliance and legal issues Addressing the culture-value gap

Understanding the complexity of creating ethical standards within

global organizations

Building organizational responsibility (social, community, and

environmental concerns)

Ethics in action (what would you do if?)

Key questions to determine if your decisions are ethical Tips for designing effective ethics initiatives

Special Features

Work in small groups on multilayered case studies and report out to a guest

speaker who will challenge you to assess the ethical dilemmas within typical

HR-related situations.

Who Wil l Benefit

HR professionals


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Employee Complaints andInternal InvestigationsNovember 4-5, 2009. . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45March 17-18, 2010. . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45May 4-5, 2010 . . . . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45

This unique workshop explores the intricacies of handling all types of

employee concerns, issues, or complaints. Through a practice-based, step-

by-step approach, you will enhance your understanding of:

The internal complaint-handling process from A to Z

The legal requirements organizations must observe

The necessary process and communication skills

Key Topics

The complaint process

The role of the Complaint Handler

Differentiating between legal and non-legal concerns

Intake Handling the emotional aspects of employees

Effective communication skills

Essential interviewing questions

Legal concerns: confidentiality and documentation

Structuring an investigation

Stating issues in terms of policies

Using information-gathering techniques

Interviewing employees for information Determining when to involve an attorney

Complaint resolution

Identifying solutions, interventions, or resolutions

Monitoring and following up on issues

Evaluating the effectiveness of the complaint process

Special Features

Simulated employee, human resources, and legal issues, including practicesessions, role plays, professional critiquing, and skill pointers

Who Wil l Benefit

HR managers or professionals who want to gain in-depth, hands-on

experience in managing and resolving employee concerns

Prerequisite: Human Resources and the Law or Introduction to Human Resources Law or

equivalent knowledge of employee legal issues. Recommended knowledge of complaint

policies and procedures or EEO Internal, External and ADR Procedures.

This course is available as part of Cornells Blended Learning solutions.


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$795 | Course HR235

Conflict Resolution:Coaching and Facilitation(formerly ADR: Coaching for Conflict Resolution)

December 7, 2009 . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45May 24, 2010 . . . . . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45

Coaching for conflict resolution allows HR Professionals to assist

managers/employees with ways to resolve basic conflicts. With facilitation

from HR, employees can learn to explore options and develop collaborative

resolutions of one-on-one conflicts. This interactive workshop will examine

the skills and methods that HR and EEO Professionals can use when guiding

employees to resolve conflicts and improve their working relationship.

Key Topics

The role of HR professionals in coaching/facilitating conflict resolution

Listening to assist individuals seek clarity

Determining when coaching and or facilitation is appropriate for a dispute

Identifying and defining the issue to resolve Techniques for coaching toward resolution of a conflict

Developing options for collaborative resolutions

Fostering positive communications and working relationships

Guides for modeling respectful conversations to resolve disputes

Determining when to intervene during a resolution meeting

Defining the scope of confidentiality

Preparing employees for a meeting to resolve a dispute

Facilitating conflicts that can not be resolved

Addressing specific issues involving supervisors

Pros and cons including formal and informal methods of coaching

and/or facilitation in a resolution process

Who Wil l Benefit

HR and EEO Professionals involved in resolving conflicts and disputes


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Advanced Employee ComplaintHandlingDecember 8-9, 2009 . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:30May 25-26, 2010 . . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:30

This workshop provides HR and EEO professionals with the advanced skills

needed to handle complex employee internal complaints and investigations.

Through an intensive series of issues presented by a challenging case study

from which you will further develop:

Investigatory interview techniques

Thorough investigation methods

Strategies for avoiding common errors

The necessary steps for creating and implementing solutions

Key Topics

Advanced techniques for handling complaints

Interview note-taking methods

Checklists for all stages of the process Anticipating potential legal issues

Developing a sound investigative strategy

Knowing when an investigation is complete

Implications of creating documentation

Ensuring successful resolution

Defining your role in the resolution process

Creating individual or group multiple solutions

Guidelines for developing interest-based resolutions Presenting resolutions persuasively

Options when resolution is not achieved

Weighing the information and determining credibility

Preparing a formal complaint and organizational report

Enhancing your communication skills

Effectively phrasing what you say

Addressing difficult situations

Special Features

Mock complaint-handling practice sessions, including professional critiquing

and skill pointers

Who Wil l Benefit

HR and EEO/AA managers and professionals who want additional strategies

and methods for handling complaints

Prerequisite: The Dynamics of Handling Employee Complaints and Concerns or The

Dynamics of Handling EEO Complaints.

This course is available as part of Cornells Blended Learning solutions.


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Fundamentals of Human Resources

September 21-23, 2009 . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45March 17-19, 2010. . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45July 12-14, 2010 . . . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45

This workshop explores some of the primary disciplines in the human

resources function. While obtaining exposure to a wide variety of topics

and an equally wide slate of experts who will be facilitating discussion of

those topics you will collaborate with seasoned professionals, and with

each other, as you gain insight, acquire knowledge, and develop skills.

Key Topics

Understanding the evolving role of the HR professional as it relates to:

Staffing

Basics of learning and development

Key elements of performance management

Components and importance of compensation

Benefits: more than completing forms

Ethical considerations and concerns for HR professionals Diversity: a critical dimension

Special Features

HR panel: Interact on several levels with a group of seasoned HR

professionals. First, panelists will share relevant insights about their

backgrounds, experience, and valuable lessons learned pertaining to the

human resources profession. Small groups of participants will then

collaborate on and develop solutions to challenging case studies and present

those recommendations to other workshop participants and to the panel.

The panelists will lead a discussion and share additional insights about each

case study presentation, linking their own experiences to each case study.

Finally, you will be invited to ask open-ended questions to the panel.

Questions can relate back to issues that emerged at other points in the

workshop or to any other topic of interest.

Who Wil l Benefit

HR practitioners with less than two years of experience; individuals whocurrently specialize in one HR discipline and who are interested in learning

about other disciplines; individuals who are interested in exploring HR as a

possible profession.

Executing HR PracticesWorkshops

The target audience for these workshops is made up of both HR practitionersalready implementing HR practices as well as those who are new to the HRfunction. Participants will have varying degrees of professional experience;they may be seasoned professionals looking to hone their skills in newcontent areas, in the early stages of their HR career, or looking to move tothe next professional level.

Participants should demonstrate ability to project, manage and

implement a broad range of initiatives as part of an HR team and/or

work with line functions and clients.


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Human Resources and the LawOctober 5-7, 2009 . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45

November 11-13, 2009. . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45February 8-10, 2010 . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45March 8-10, 2010 . . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45May 18-20, 2010 . . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45

This workshop will provide an understanding of:

The laws that obligate employers

Recent legislation and court cases defining employer-employee rights

and obligations Practical implications of the laws in day-to-day human resources operations

Alternatives for minimizing the companys exposure to employee

lawsuits and administrative charges

Key Topics

EEO: Equal Employment Opportunity

FLSA: Fair Labor Standards Act

OSHA: Occupational Safety and Health Act

ERISA: Employee Retirement Income Security Act

FMLA: Family and Medical Leave Act

NLRA: National Labor Relations Act

WARN: Workers Adjustment and Retraining Notification Act

COBRA: Consolidated Omnibus Budget Reconciliation Act

HIPAA: The Health Insurance Portability and Accountability Act SOX: Sarbanes-Oxley Act

Employment at will/wrongful discharge

Privacy issues and management rights in the workplace

State and local legislation and court action

Special Features

A CD-ROM containing comprehensive legal summaries prepared by

renowned labor and employment lawyers.

Who Wil l Benefit

HR managers and professionals in federal and state laws, regulations, and

court cases affecting the workplace






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$995 | Course HR102

Introduction to Human Resources LawNovember 6, 2009 . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45

April 23, 2010. . . . . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45June 18, 2010. . . . . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45

Human resource practitioners must know about many federal, state, and

local laws in order to effectively perform their responsibilities within their

organizations. This workshop provides an overview of the legal issues

associated with day-to-day employment-related decisions and actions,

including:

Legal implications of decisions affecting employees How to spot legal problems and prevent them

Internal resources: when and how to involve them

Relevant laws, applicable to daily operations and special situations,

addressed in laypersons terms and provided in writing for reference

Key Topics

Understanding the legal framework

The relationship between laws and court cases

The implications of laws on employment agreements and policies

Comparison of relevant federal, state, and local laws

Understanding the basics of key employment laws

Making nondiscriminatory employment decisions

Compliance with wage-and-hour laws

Safety and health rights and responsibilities Required versus discretionary leaves of absence

Managing employees covered by labor agreements

Individual rights and wrongful discharge

Understanding special legal situations

Sexual and other types of harassment

Disability and religious accommodations

Understanding and avoiding retaliation

Who Wil l Benefit

First- or second-level HR managers or nonmanagement professionals who

wish to obtain an overview of HR laws; typical attendees are fairly new to HR

or have been limited to a narrow area of HR

Learn about our Human Resources

Studies Certificate on page 4.


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Building and ManagingEmployee RelationsSeptember 14-15, 2009 . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45November 9-10, 2009. . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45January 19-20, 2010 . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45March 11-12, 2010. . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45April 19-20, 2010 . . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45June 14-15, 2010 . . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45

If we define employee relations as identifying and responding to the issues

and concerns affecting the employees of an organization, then there is not

much, if anything, that falls outside its scope. This two-day interactive

workshop provides a basic overview of the components for creating and

sustaining a positive employee relations climate. You will examine:

The elements of an effective employee relations program

Effective coaching, counseling, and progressive discipline strategies

Identification of employee concerns

Effective communication techniques

Successful performance management

Key Topics

How organizational culture affects employee relations

How to develop management-employee dialogue

How to ensure compliance with progressive discipline policies

How to use coaching and counseling to assist line managers

How employee development activities can promote positiveemployee relations

How to manage workplace conflicts

How to recognize and respond to work and family concerns

Who Wil l Benefit

HR professionals who have recently acquired responsibility for employee

relations in their organizations. Also, HR professionals who are new to the

employee relations area, have had limited employee relations responsibilities,

or have assumed this function in addition to other duties






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Fundamentals of Employee BenefitsOctober 13-14, 2009 . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45

December 9-10, 2009 . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45April 12-13, 2010 . . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45June 16-17, 2010 . . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45

This workshop provides a comprehensive overview of the full range of

benefits responsibilities. Whether benefits planning or administration is your

only responsibility or just one of many demands on your human resources

plate, you will find this workshop valuable. You will take an in-depth look

at the:

Key aspects of benefits

Alternatives for your organization

Approaches for containing costs

Key Topics

The evolution and current status of employee benefits

Strategies and objectives for a total program

Legally mandated benefits

Regulatory issues and requirements

Group welfare plans: design and administration

Medical coverage options

Dental programs

Disability income-replacement plans

Survivor protection options Wellness initiatives

Consumer-driven health plans

Flexible (cafeteria) programs

Retirement income and capital accumulation plans: design and

administration

Traditional (defined-benefits) pension plans

Savings/401(k) plans, profit sharing Managing pay-for-time-not-worked benefits

Minimizing and containing costs

Communicating with employees

Effectively utilizing internal and external resources

Emerging trends and issues for the future

Who Wil l BenefitHR generalists who require a comprehensive overview of the benefits

function or individuals who have recently acquired responsibility for benefits

administration or planning


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Fundamentals of CompensationSeptember 14-15, 2009 . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45

January 28-29, 2010 . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45April 14-15, 2010 . . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45

Understanding and effectively integrating the fundamental elements of

compensation management and salary administration is critical to the

development of sound compensation plans that support and reinforce

organizational objectives. The technical skills and practical knowledge

explored in this workshop will enable you to respond more knowledgeably

and creatively to the needs of your clients. You will also gain an appreciationof how subtle differences in compensation impact human resources systems,

which in turn impact the organization as a whole. In this program, you will

explore:

The practice and theory of compensation management

An approach for providing day-to-day compensation management

consistent with business objectives

How to tailor a compensation program to support the organizations

strategic goals and objectives

Collection and integration of market data to develop and support

a competitive salary program

Key Topics

The meaning of total compensation in the context of the

organizations strategic goals

The evolving impact of compensation on an organizations human

resources programs and policies

Selecting and implementing compensation programs and guidelines

Constructing salary structures: ranges, wage rates, and incentives

Linking pay to performance: merit guidelines and performance

management

Market pricing: how to read, understand, and customize survey data to

meet your organizations needs

Scanning the legal environment and complying with federal and state

laws and regulations

Who Wil l Benefit

HR professionals and generalists who seek to broaden their understanding

of compensation; compensation practitioners, new to the profession, who

wish to maximize the strategic impact they can have on their organizations

compensation-related programs






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Job Analysis and EvaluationNovember 2-3, 2009 . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:30

April 15-16, 2010 . . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:30

The success of many human resource initiatives is contingent upon effective

job analysis and evaluation. Keys to being effective include a consistent

process of fact gathering, documentation, analysis, and controlling for

factors that could undermine the objectivity and usefulness of the process.

This two-day workshop will provide you with:

Systematic procedures for analyzing and evaluating jobs

An understanding of the relationship between job analysis and job

evaluation

A review of the key organizational functions enhanced by effective job

analysis and job evaluation

An overview of management concerns and legal issues affecting job

analysis and job evaluation

Key Topics

Job analysis: what is a valid, practical job analysis and why is it

performed?

Uses of job analysis: selection, training, performance management

and appraisal, compensation, and career development

Similarities and distinctions between job analysis and job evaluation

A look at various job analysis methods and techniques

Job demands: determining physical, environmental,

and organizational requirements

Preparing job descriptions: matching the jobs critical objectives

Documentation of the content and context of a job: identifying and

prioritizing job tasks

Identifying and avoiding common pitfalls when doing job analysis

and evaluation

Legal concerns: the Fair Labor Standards Act, the Civil Rights Act of

1964 as amended, and the Americans with Disabilities Act

Who Wil l Benefit

Compensation professionals and job analysts who are new to the job

evaluation function or who wish to gain broad-based understanding of this

function; human resource generalists






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Selection and StaffingSeptember 16-17, 2009 . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:30

October 28-29, 2009 . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:30January 26-27, 2010 . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:30April 26-27, 2010 . . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:30

Staffing an organization today has become more complex than ever.

Projecting when to add or reduce head count is one of the strategic

contributions human resource professionals are expected to make. To be

successful, you need a cohesive process to understand the needs of your

organization as well as an integrated approach to meeting those needs. This

workshop will cover how to:

Create a systematic approach to addressing your staffing and

selection issues

Develop effective recruitment strategies and methods

Select appropriate screening and selection techniques

Align your promotion and succession strategies with your companys

strategic goals

Key Topics

Planning for staffing needs

Selecting appropriate labor markets

Recruiting methods and techniques

Sourcing hard-to-find candidates

Selection techniques (e.g., tests, assessment centers)

Achieving competitive advantage through positive selection

Becoming an employer-of-choice

Legal requirements

Succession planning

Executive assessment

Orientation: retaining new hires

Why valued employees leave

Evaluating the recruitment and selection processes

Special Features

Guest speakers on current issues in selection and staffing will share their

experiences and answer your questions.

Who Wil l Benefit

Human resource professionals who are responsible for recruiting, screening,hiring, promoting, and outplacing employees; human resource managers

making promotion and succession decisions

This course can also be taken online at www.ecornell.com/ilr and is available aspart of Cornells Blended Learning solutions.


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Performance Management and AppraisalOctober 1-2, 2009 . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45

December 1-2, 2009 . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45February 11-12, 2010 . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45March 15-16, 2010. . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45

Human resource departments today are being called upon to make greater,

more measurable contributions to their organizations bottom line. Few HR

initiatives are seen to contribute more to an organizations productivity and

profitability than a comprehensive, effective performance management system.

This two-day workshop will provide you with the knowledge and skills to:

Develop and implement a performance management system

Select the most appropriate performance appraisal methods and forms

Link the goals and performance of each employee to the companys

strategic goals

Provide a clear and credible basis for merit increases and incentive awards

Train your managers on the elements of your organizations system

Key Topics

The difference between performance management and performance

appraisal

Types of performance appraisal systems

Implementing and managing the performance appraisal system

Setting and communicating objectives and performance standards

Providing feedback

Planning and writing the performance appraisal

Conducting the performance appraisal feedback session

Dealing with substandard performance

Monitoring the performance management process

Multi-rater appraisals

Employee development

Who Wil l Benefit

HR professionals and managers responsible for implementing or managing

performance management or appraisal


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Developing Effective TrainingNovember 2-3, 2009. . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:30

April 8-9, 2010 . . . . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:30

This two-day interactive workshop provides less-experienced trainers with

an overview of the training process and shows them how to make each

element yield effective learning results. Through team and individual

application of the techniques presented, you will learn:

The components of the training process and their relationship to each

other

The elements of good training design

How to ensure training has a positive impact

Key Topics

The role of training and development in the organization

Building credibility and support

Needs assessment methods and tools

Using needs assessment to build credibility and support for trainingwith management

The benefits of needs assessment for the organization, managers,

learners, and training development professionals

Selecting the appropriate needs assessment tool

Learning principles and process

The components of learning systems: instructor, learner, materials,

activities, and environment

Adult learning principles The universal learning process

The fundamentals of good design

Using sound project management techniques

Identifying design resources

Creating design specifications

Developing learning objectives

Matching learning objectives to learning methods

Creating useful training materials

Key implementation issues: what they are and what to do about them

Increasing the usefulness of training evaluations

Transferring knowledge back to the job

Case-study practice

Exercises using your organizations training projects

Who Wil l Benefit

Trainers with less than three years of hands-on experience or those who

have not had a formal course in training development; training managers

without a training background


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Training for ImpactThis course replaces Training Delivery: Train the Trainer.

November 4-5, 2009. . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45February 3-4, 2010 . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45April 28-29, 2010 . . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45

If you want to deliver learning that matters on Monday, join us in our

newly designed workshop for trainers and hone the skills that move you

beyond tricks of the trade.

To achieve face-to-face training results, adult learners must do hands-on,

practical work in the classroom that can be applied back to the workplace.Learn to use the natural vibrancy of your participants to actively engage

learners and bring training to life. See how on ramp and off ramp

activities will increase your efficiency and allow you to optimize your

classroom time for highly interactive activities. Bring a current training project

or challenge to the workshop to test drive your project and apply what

you have learned.

Pre-workshop assignments will include readings and preparation of your

training project, which will serve as the basis for your Practice Delivery in class.

Key Topics

Authentically engage and involve adult learners, move beyond the basics

Pull participants through a learning process, instead of pushing them

through a training process

The how and why of action learning: the case of case studies

Refine your presentation style and model new behaviors, you arethe message

Shifting gears on your feet, how to make design modifications on the fly

Technical and soft skill training, whats the difference in delivery?

What are you delivering: awareness, knowledge, skills?

Special Features

Peer and instructor feedback, video debriefing of your delivery, practice with onyour feet adjustments, dealing with push-back, challenges, and resistance.

Who Wil l Benefit

Professionals who are accountable for delivering face-to-face training

programs

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Advanced Issues in Employee RelationsSeptember 16-17, 2009 . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45

November 11-12, 2009. . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45January 21-22, 2010 . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45April 21-22, 2010 . . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45

Experienced human resource professionals and managers frequently

encounter complex and potentially high-risk situations related to a variety of

employee relations issues. This two-day workshop will help cultivate skills,

confidence, and expertise in dealing with an array of challenging and realistic

workplace circumstances. Specifically, this workshop will provide

opportunities to interactively explore:

How to position yourself as a strategic partner in resolving complex

employee relations issues that impact organizational performance

How to turn managers into effective employee relations problem-solvers

and partners

How senior HR managers can determine when legal intervention

may be required

Key Topics

Coaching managers to more effectively manage

high-performing employees who consistently

demonstrate one serious performance issue

Collaborating with managers to assist them in focusing on

performance issues without being influenced by employees

personal circumstances

Working with managers on dealing more effectively with strongnegative employee reactions to direction or feedback

Addressing managers behavior that is inappropriate and potentially

high-risk

Who Wil l Benefit

Typical attendees are HR generalists, managers, or directors with at least five

years of full-time experience addressing and resolving employee relations

issues.

Prerequisite: Building and Managing Employee Relations (classroom or online).

BEST SELLER!Register early

to ensureyour place.






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Essentials of Strategic HR PlanningOctober 29-30, 2009 . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45

March 4-5, 2010 . . . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45July 15-16, 2010 . . . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45

Strategic HR planning is essential for addressing the challenges thatbusinesses are faced with today. In this workshop explore the ever-changingrole of HR, translate the role into value added services for your organization,develop an HR impact model, conduct a gap analysis on your current HRprocesses and build a strategic business plan.

Key Topics Practice building a strategic HR planning model

Aligning the HR plan to corporate plan

Process to build a HR plan

Implementing metrics and feedback

Assessing your organizations readiness to plan

Implementing the planning process

Developing action plans

Who Wil l Benefit

Mid-level and upper-level HR professionals, managers, and directors

$795 | Course HR244

Foundations of Internal Consulting Skills

October 19, 2009 . . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45February 22, 2010. . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45

Todays business environment has created the need for human resourceprofessionals to serve as internal consultants. The HR professional can workproactively with internal clients on projects that focus on strategies as wellas on operational issues that need improvement.

You will explore a structured approach toward internal consulting projects,the consulting stages, the specific activities within each of these stages, theroles and responsibilities of the consultant and the internal client, and thedesired outcomes for each stage. You will examine the purpose and role ofthe HR consultant, identify key performance competencies for success, learnthe key stages of consulting, practice the consulting narrative and discusstypes of projects where HR is an essential input.

Key Topics

Identify the need for internal consulting in your organization

Gain comprehensive knowledge of the seven stages of internal consulting Understand this structured yet flexible approach to internal consulting

Distinguish the appropriate issues requiring internal consulting skills

Special Features

Develop skills and further understand internal consulting through a casestudy example

Complete and analyze a special instrument for diagnosing your internalconsulting efforts

Who Wil l Benefit

HR professionals at all levels of the organization who are seeking an overviewof the internal consulting process and how it applies to their organization.


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The Role of Human Resourcesin Organization DevelopmentOctober 27-28, 2009 . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45March 1-2, 2010 . . . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45

Human resource professionals have a critical role to play in identifying an

organizations competitive advantage and ensuring its success. One of the

ways to address that strategic issue is to employ and use OD methods.

Whether you will be working side-by-side with OD consultants or are being

asked to engage in an OD project yourself, this workshop will deepen your

understanding of the practice and the process of organizational learningand change. Working in small groups on a simulation of a typical OD

assignment, you will assess a situation, diagnose root causes, and make

recommendations to the companys senior management. Using an action

maze, you will find multiple decision points along the way that may lead

you to an effective solution or that could lead you astray.

Key Topics

Defining the practice Understanding organizational culture

Step-by-step approach to addressing organizational change

Learning when to use one-time events and when to employ long-term

process shifts

Addressing the pros and cons of external consultants

Contracting with consultants and with clients

Practical tips and tools when you have to do it yourself

Who Wil l Benefit

HR generalists exposed to organizational development projects and

interested in building more advanced HR skills.


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3-Digit Code (back of card) ___ ___ ___ 4-Digit Code (AMEX only) ___ ___ ___ ___

Name as on Card__________________________________ Exp. Date ____________

Signature ________________________________________ Amount $____________

INVOICE $ _______________________ PAYMENT OF BILL IS AUTHORIZED BY:

Payment or payment guarantee (such as a Purchase Order) is expected at the time ofregistration. If a PO or other guarantee of payment will be submitted from your organization,your manager must sign the registration form taking responsibility of payment. You may payby credit card or check. Please make checks payable to CORNELL UNIVERSITY ILR.

Name of Registrants Manager (Type or Print) _________________________________

Title of Registrants Manager (Type or Print) ___________________________________

Signature of Approving Manager__________________________________________(The signing manager accepts the full terms of the cancellation and payment policy above)

(Please enter your Social Security number if you wish to obtain CEUs)

Registration Form (Please copy to registeradditional people)


36/36

Non-ProfitOrg.

U.S.Postage

PAID

Ithaca,NewYork

PermitNo.780

CornellUniversityILR

MetropolitanDistrict

16East34t

hStreet

NewYork,

NY10016-4328

onInformation

hecompletedregistrationformtoC

ornellUniversity,ILRCustomer

sHall,Ithaca,NY14853-3901,faxto

607-255-9826,orvisit

edu/mgmtprog/hr/newtoregisteronline.

confirmedinwritingintheorderreceived.Registrationatthedoo

ris

le.Ifyouhavenotreceivedawritte

nconfirmation,pleasetelepho

ne

retra

velingtotheworkshop.

ntgua

rantee(suchasaPurchaseOrder

)isexpectedatthetimeofregistration.

uaran

teeofpaymentwillbesubmitt

edfromyourorganization,your

nthe

registrationformtakingrespo

nsibilityofpayment.Youmaypayby

ck.Ple

asemakecheckspayabletoCO

RNELLUNIVERSITYILR.

A15%

able

forNYSgovernmentandNYSnot-for-profitemployees

.

NDC

ANCELLATIONPOLICY

egistrantscanbemadeatanytimeunlessacoursehasaprerequisiteor

tions

andtransfersaresubjecttoa25%c

hargeunlessreceivedin

days

priortotheprogram.Whena

representativeofanorganiza

tion

oyee

registration,thatorganization

becomesresponsiblefor

nsfers,substitutions,andpayments.Thefullprogramfeewillbech

arged

ontha

tisnotcanceledinwriting.

wofm

aterialsbeginat8:15a.m.Workshopsbeginat9:00a.m.andco

nclude

5:00

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dlunchareincludedinthefee

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ONS

notincludelodging.Wecanrecomm

endhotelsconvenienttothe

PleasenotifytheregistrarinadvancetoensureproperADA

s.

nell.edu/mgmtprog/hr/new

Earn

HRCI

recertifica

tioncredits

fortheseworkshops!

Seeinsid

eformore

inform

ation.

Documents

Fall 2009–Spring 2010 Advancing the World of Work