Recruitment, Training and Career Plan

• Recruitment: a strategic effective job
• The main components of the recruitment function in modern companies (attraction, selection, assigning).
• Attraction: its nature and modern importance.
• Attraction and its various sources: the art of attraction, stages, and main related actions.
• Selection: one of the main functions in HRM.
• Common selection methods.
• Technical and human tests – types of recruitment tests (general presentation and discussion).
• Competency-based personal interview
• Nature.
• Interview preparation stage (place, time, invitation, etc.).
• Types of questions used during a personal interview and their preparation based on job competencies.
• Effective communication skills and their application in the personal interview and selection.
• Main steps of staff selection personal interviews
• The selection interview stage.
• The interview writing stage.
• The selection decision-making stage.
• The selection and recruitment sources.
• Presentation of some Arab and international experiences.

Module 2: training and competencies-based job development

• Training and development – overview
• Definition of training and teaching.
• Importance of training for organizations.
• Training philosophy.
• Competencies-based training approach
• Main concepts of competencies-based training.
• Main features and characteristics of competencies-based training.
• Evaluation and testing tools and elements in a competencies-based training.
• Activities of competencies-based training.
• Use of competencies-based training approach in the definition of the staff training needs.
• The proposed method (assessment of the gab between the competencies required for each job and the competencies the employee actually has.
• 12 steps to be followed in designing a competencies-based training programme (William Blake 1982).
• When you design the training programme, you have to answer this question: "What do I expect an employee to do at the end of the programme?"
• The training process planning between theory and reality
• Training needs assessment according to the competencies approach.
• Stages and steps of a training plan production.
• Designing a competence-based training programmes.
• Competency – based training
• Training evaluation
• What is the meaning of training evaluation?
• When do we conduct a training evaluation?
• Kerk Patrick model for the three-level training evaluation.

• Measuring training efficiency
• Measuring the effect of training on the employees behavior and performance.
• Assessing the return on investment (ROI) of the training activity.
• Exercises and applications workshop.

Module 3: career track planning and development

• Career track
• Definition, significance, objectives.
• Advantages of career track for the company and the staff.
• The general framework of career path planning and design.
• Preparation of a second line
• Significance.
• Preparation process.
• Who is responsible.
• Presentation of some experiences and practical cases.
• Module 4: Planning , career development and talent management

• career path
• Preparation for succession
• Integrated processes to manage the talent and the role of training departments where
• The foundations of integrity, talent management and management training builds on the competencies

• Module 5: strategies of performance management and evaluation
• What is performance
• Definition of the performance evaluation concept and its policies.
• General objectives of the performance management and evaluation.
• Main steps of performance management and evaluation.
• Presentation of modern performance management system.
• Use of balance score cards for measuring individuals" and companies" performance.
• Presentation of Arab and international experiences.
• Evaluator"s errors and ways to avoid them.
• Designing performance development and Improvement plans.
• Practical cases.

Third project

Designing the general framework for the training and career path guide for a workplace.