Certificate in Essentials of Human Resource ManagementSM Seminar
Presented for more than 25 years, The Certificate in Essentials of Human Resource ManagementSM Seminar provides comprehensive and practical coverage of many important aspects of human resource work. The objective of the program is to help participants immediately become more effective on the job, while helping them prepare for greater responsibilities.
All instruction and reference materials are developed so they can be applied in the everyday workplace. Participants learn the essentials of employment law, compensation program design and planning, key training techniques to develop a performance based evaluation program, HR decision metrics, and HR strategies.
"Both facilitators were excellent! I really enjoyed both sessions. I will be able to use key learning tools from the Essentials in Human Resource Management Seminar immediately within my organization. Thank you again for another awesome course!"
Michi M. Eaton
Human Resources Generalist
Quanex Building Products
- Title VII of the 1964 Civil Rights Act (discrimination and retaliation)
- The Age Discrimination in Employment Act
- The Americans with Disabilities Act (including reasonable accommodation and undue hardship)
- The 1991 Civil Rights Act
- The Equal Pay Act
- Executive Order 11246/Affirmative Action
- The Rehabilitation Act
- State discrimination laws
Kinds of Discrimination
- Disparate treatment
- Disparate impact
- Harassment (including sexual harassment)
How Discrimination is Proven
- Direct evidence ("smoking guns")
- Circumstantial evidence
- Statistical/numerical evidence
Specific Laws/Rules Regarding Employment Termination
- "Employment at-will"
- Public policy discharge
- Implied contracts
- Whistle-blower laws
Labor Standards Laws
- Fair Labor Standard Act (wage-hour, overtime, child labor)
- Occupational Safety & Health Act
- Family & Medical Leave Act
Labor Law - The National Labor Relations Act
- Worker's Compensation
Potential Personal/Individual Liability of the Manager/Supervisor
Safety and Security Issues in Today's Workplace
Employee Selection: Hiring and Interviewing Employees
- How to avoid costly hiring mistakes
- What to look for
- What not to ask
- Negligent hiring
- Objective vs. subjective criteria
- Workplace diversity issues
- Employee orientation
- Drug testing/medical evaluations
Managing, Training and Supervising Employees
- What is/is not "harassment" on the job
- The importance of good communication
- Negligent retention/supervision
- Job assignments/onerous work/overtime
- Employee safety
- Job accommodation/pregnancy/family-medical leaves
- Employee privacy/electronic monitoring
- Drug and alcohol policies/practice
- Investigating/reporting employee complaints
- The supervisor or manager who keeps notes, a diary, or a notebook about his/her employees
- Importance of the evaluation in litigation/employee relations
- The biggest obstacles to honest, accurate evaluations
- How to correct performance/conduct problems
- The self-appraisal as an important management tool
- How to say what you mean on an evaluation
Employee Discharge and Discipline
- A detailed checklist for supervisors and managers to reduce the likelihood of "wrongful discharge" and/or claims of discrimination
- Unemployment claims
- Requests for a job reference/defamation risks
Strategic HR Management — is concerned with maintaining organizational competitiveness by achieving HR effectiveness through the use of HR measurement and HR technology. Through HR planning, managers must anticipate the future supply and demand for employees. An additional strategic HR concern is employee retention. Learn about what the HR Strategic Role entails and how to leverage them at your organization. We will review HR roles, competencies, and current challenges such as: The globalization of business; economic and technological changes; occupational shifts; workforce availability and demographics; and organizational costs. Learn the value of HR Effectiveness and Financial Performance by determining the ROI of all resources and expenditures. Learn about the HR scorecard, measurement and benchmarks and how to show value to your organization.
Equal Employment Opportunity (EEO) and Diversity — EEO laws and regulations require compliance that affects all other HR activities. The diversity of multicultural and global workforces has created more challenges. For instance, a company must have sufficient diversity to meet affirmative action requirements. In this section you will learn:
- how to conduct an HR audit
- what EEO record retention is
- what an EEO reporting form is
- what Applicant Flow Data means
- what are executive orders
- what types of diversity training are available.
Staffing and Retention — emphasizes the need to provide an adequate supply of qualified individuals to fill the jobs in an organization. Job analysis serves as the foundation for achieving this goal. Learn how to choose the proper job analysis strategy and the difference between job task analysis and competency based job analysis:
- Learn what the steps of the job analysis process are.
- Learn to develop proper job descriptions.
- Understand that recruiting applicants and selection are required to procure a workforce.
- Learn about the employee psychological contract; job satisfaction; individual performance factors; motivation strategies; retention interventions; and cost of employee turnover.
- What is employment branding and how your organization should do it.
- What are the internal and external recruiting sources you should tap?
- How do you properly select and place candidates?
- What is the selection process and should you test?
Talent Management, Performance Management and Development — encompasses:
- Orientation of new employees
- HR development of all employees and managers to meet future challenges
- Career planning
- Performance management which focuses on how employees perform their jobs
- Succession planning
- Workforce realignment
- Mergers and acquisitions
- Types of training deliveries, assessments, and learning styles
- Training metrics
- ROI analysis
- Effective Performance Management Systems should do the following:
- Clarify what the organization expects
- Provide performance information to employees
- Identify areas of success and needed development
- Document performance for personnel records
- Learn about the different types of performance appraisals and how to maximize them for your company
Compensation and Benefits — compensation in the form of pay, incentives, and benefits rewards people for performing organizational work. Employers must develop and refine compensation systems and may use variable pay programs. Because so many organizational funds are spent on total reward systems for employees, a number of important decisions must be made to achieve the following objectives:
- Legal compliance with all appropriate laws and regulations
- Cost effectiveness for the organization
- Internal, external and individual equity for employees
- Performance enhancement for the organization
- Performance recognition and talent management for employees
Learn how to:
- Job price
- Make market comparisons
- Pros and cons of job evaluations
- Different pay structures
- Compliance issues that should be evaluated.
- Consider compensation trends, projections and strategies
- Learn the Benefits Strategy, design and measurement for your organization
- Learn about the different types of benefits such as government mandated, voluntary, security, retirement and health benefits.
Risk Management and Worker Protection — for decades, employers have been required to meet legal requirements and be responsive to concerns for workplace health and safety. In addition, workplace security has grown in importance along with disaster and recovery planning. Learn the nature of Health, Safety and Security. Learn the legal compliance organizations must adhere to such as OSHA, PPE, Blood-borne Pathogens, Ergonomics and Workplace Air Quality.
Credit hours (except CLE) are based on attendance in the full 4½ day seminar. For credit information for partial program attendance, or if you don’t see what you’re looking for, please contact Cara Adams at firstname.lastname@example.org or 949-760-1700.
HR Certification Institute (HRCI)
This program has been approved for 29.75 HR recertification credit hours toward PHR and SPHR recertification through the HR Certification Institute (HRCI).
Society of Human Resource Management (SHRM)
The Institute for Applied Management & Law, Inc. is recognized by SHRM to offer Professional Development Credits (PDCs) for the SHRM-CP or SHRM-SCP recertification. Earn 29.75 PDCs by attending this 4½ day seminar.
International Foundation of Employee Benefit Plans (IFEBP)
Earn 35.0 Continuing Education Credits towards CEBS recertification through the International Foundation of Employee Benefit Plans (IFEBP) by attending this 4½-day program.
Association for Talent Development (ATD)
CPLPs can earn recertification credits by participating in continuing education activities that meet the ATD Certification Institute Recertification Guidelines.
American Society for Healthcare Human Resources Administration (ASHHRA)
This 4½-day program is eligible for CHHR recertification credit.
National Association of Legal Assistants
CP’s can receive credit for attending any IAML program that has been approved for Continuing Legal Education (see list below.)
National Federation of Paralegal Associations
PACE Registered Paralegals and CORE Registered Paralegals can receive credit for attending any IAML program that has been approved for Continuing Legal Education (see list below.)
American Alliance of Paralegals
AACP’s can receive credit for attending any IAML program that has been approved for Continuing Legal Education (see list below.)
Continuing Legal Education
This activity (Block I only) has been approved for Minimum Continuing Legal Education credits by the State Bar of California in the amount of 13.0 credit hours. IAML certifies that this activity conforms to the standards for approved education activities prescribed by the rules and regulations of the State Bar of California governing minimum, continuing legal education.
Florida Bar members may claim credit for attendance at CLE programs offered in or from other jurisdictions if the program has been accredited by another MCLE jurisdiction (which includes California.) This program (Block I only) has been approved by the State Bar of California for 13.0 hours. Florida credits are based on a 50-minute hour, therefore this course is eligible for 16.0 MCLE credit hours.
Attorneys licensed in Hawaii who attend a course that has been approved for credit by a Hawaii State Bar approved jurisdiction (which includes California) may claim the CLE credits from the course or activity without seeking prior Board approval for the course or activity. This program (Block I only) has been approved by the State Bar of California for 13.0 hours.
Maine attorneys are eligible to receive 13.0 credit hours for this program (Block I only) through Maine’s reciprocity provision that allows credit hours for courses or activities approved by another MCLE state (which includes California) and certified by that state’s CLE regulatory authority will be accepted for identical credit by the Board of Overseers of the Bar in Maine.
NHMCLE does not approve or accredit CLE activities for the New Hampshire MCLE requirement. IAML believes this course (Block I only) meets the requirements of New Hampshire Supreme Court Rule 53 and may qualify for 780 minutes (13.0 hours) toward the annual NHMCLE requirement. New Hampshire attendees must self-determine whether a program is eligible for credit, and self-report their attendance.
Attorneys licensed in New Jersey who attend an out-of-state CLE course that has been approved for credit by a New Jersey State Bar approved jurisdiction (which includes California) may claim the CLE credits from the course or activity without seeking prior Board approval for the course or activity. Block I of this program has been approved by the State Bar of California for 13.0 hours.
An attorney completing an eligible Approved Jurisdiction course (which includes California) may claim 15.5 hours of New York CLE credit in accordance with the requirements of the Program Rules, Regulations and Guidelines. Block I of this program has been approved by the State Bar of California.
This activity (Block I) has been approved for Minimum Continuing Legal Education credit by the State Bar of Pennsylvania in the amount of 13.0 credit hours. IAML certifies that this activity conforms to the standards for approved education activities prescribed by the rules and regulations of the State Bar of Pennsylvania governing minimum continuing legal education.
Contact us to ask about getting your state approved. IAML requests 45 days prior notification that you wish such credit. An additional charge for CLE application and/or reporting fees may be required.
The fee for the full 4½ day Certificate in Essentials of Human Resource ManagementSM Seminar is $2,375.00, which includes all seminar materials, coffee breaks and a reception the first day. (Breakfast/lunch/dinner are on your own.) Registration fees for those wishing to enroll in only portions of the program are:
- Block I (Monday and Tuesday):
$1,050.00 (2 days)
- Block II (Wednesday, Thursday, Friday):
$1,475.00 (2½ days)
Once an organization has registered a representative for any full 4½ day Certificate in Essentials of Human Resource Management Seminar in 2017, subsequent registrants from the same organization who attend a 2017 Certificate in Essentials of Human Resource Management Seminar are entitled to a discount for attendance. A $100.00 discount will be given for each subsequent 4½ day registrant. A $50.00 discount will be given for each subsequent partial registrant. Participants need not attend the same location or date, but must attend during the specified time period and discounts must be requested at the time of registration and other not combinable with other discount offers.
Very attractive discounts are available to organizations which send 5 or more participants to IAML seminars in any 12 month period. Participants do not necessarily need to attend the seminar at the same location or time.
A minimum of one half of the total fees due to IAML should accompany your registration, or a Purchase Order Number should be provided. The total fees payable should be received by IAML at least two weeks prior to the seminar. Arrangements such as deferred billing can be made to accommodate special circumstances by contacting us. IAML also accepts payment by check, EFT or credit card (American Express, MasterCard, Discover, Visa.)
While registrations may be accepted within the two weeks prior to the beginning of the seminar, we suggest that you call IAML to confirm space availability.
Participants will receive a full refund if IAML receives written notification that they will be unable to attend at least two weeks prior to their program's starting date. Otherwise, participants are liable for the entire fee. Registrants requesting a transfer to another program within this two week period will be charged an additional fee of $150.00. You may substitute an associate at any time.
Registrants are responsible for making their own hotel reservations. IAML has made arrangements for participants to receive a special group rate at the hotels where the seminars will be held. To ensure that you will receive a room at the special group rate, please make your hotel reservations at least four weeks in advance of the seminar and mention that you are participating in an Institute for Applied Management & Law seminar. Please note: If you experience any difficulty in making your hotel reservation, even within the four weeks prior to the seminar you wish to attend, please call IAML. Through IAML's contacts, there is a good possibility that we can help you secure a reservation at the seminar hotel.