Diploma in Human Resource Management

Diploma in Human Resource Management

Human Resource Management is the practice of effectively managing the workforce within an organization. It involves various aspects such as recruitment, training, compensation, employee relations, and strategic HR planning. HR professionals play a crucial role in attracting and retaining talent, ensuring employee satisfaction, and promoting a positive work environment.

They also handle issues related to performance management, employee development, and compliance with employment laws. With their expertise, HR managers contribute to the overall success and growth of organizations.

The programme content has been designed specifically for people working in non-financial roles. This programme is not strictly for managers. Any employee whose role involves financial responsibilities or input into financial processes/reviews would benefit from understanding the key financial concepts covered in this course. This course can be adapted to suit all levels, roles and needs.

Programme Structure

Human Resources Management was originally known as personnel or people management. In the past, its role was quite limited. Within any company or organisation, HRM is a formal way of managing people. It is a fundamental part of any organisation and its management.
The main responsibilities of the personnel department include hiring, evaluating, training and
compensating employees. The human resources department deals with any issues facing the staff in their working capacity within an organisation. HR is concerned with specific work practices and how they affect the organisation’s performance.

In today’s business environment, organisations are under pressure to produce more with fewer resources. An organisation’s success depends upon its employees and it is that capital that is the largest fixed cost. Producing more and decreasing the cost of that production is what most organisations aim for. Human resources play an important role here because it is this department that must ensure that the organisation attracts the most talented people at the lowest cost.
Competitive advantage is built on hiring the right people, whether in the public or private sector, the corporate world or the world of education. People are an “inimitable” or unmatched asset. The right people and their skills cannot be imitated by competitor organisations. High-calibre employees are the most valuable asset for any organisation. Finding the right people and putting them in the right jobs is the most important challenge.

Manpower and labour are connected fields. Satisfied labour is a basis for the development and prosperity of people. Correct development of human resources through objective-oriented training and relations is necessary for manpower management. With it, the internal and external labour markets are supplied with qualified and trained labour which provides for the needs of the industry. Thus, it also has sustained productive capacity to continuously contribute to industrial and economic growth.
Labour relations must be viewed as a vital part of management systems and techniques. They should not be viewed as something apart from management. Management practices are often the cause of changes in labour relations within organisations. For this reason, approaches t o industrial relations must be understood against the background of theories and practices which relate to the management of enterprises and organisational behaviour. At present, the trend in human resources management and human relations is to give more emphasis to employee involvement, to amicable employer-employee relations and processes, and to practices that encourage them.

What is performance? Performance in business relates to various levels of productivity. Employees are deemed to be performing well when they are productive. Productivity is reached when an employee is concerned with effectiveness and efficiency. In this case, effectiveness refers to goal accomplishment but doesn’t take into account the costs incurred in reaching the goal. That is where efficiency comes in. Efficiency considers the ratio of inputs consumed to outputs achieved. The greater the output for a given input, the greater the efficiency.
It is not necessary to have objective measures of productivity such as hard data on effectiveness, number of units produced, or percentage of crimes solved etc., or hard data on efficiency (the average cost per unit or ratio of sales volume to number of calls made, for example). As well as measuring productivity in terms of effectiveness and efficiency, performance also involves personnel data, such as number of accidents, turnover, absences, and tardiness. A good employee is one who is productive and who minimises problems for the organisation by coming to work on time, not missing days, and reducing the number of work-related accidents.

Training is the teaching and/or learning activities undertaken for the purpose of helping employees of an organisation acquire and reproduce new or developed knowledge, skills, abilities and attitudes needed by that organisation. It is aimed at increasing the knowledge and skills of employees. With this, the organisation will also benefit.
Training is one of the best ways of helping employees work more effectively. It is a vital task in people management, and organisations must undertake it.

The idea of performance appraisals is not new at all, but our approach has to be both interesting and motivating in order to get people to do them, and to do them well. There are managers, supervisors, and front-line employees who grumble as the time for appraisals approaches, and who procrastinate about doing them in order to avoid what many of them perceive as additional work or tedious meetings.

So far, we’ve gone through many aspects of managing employees: interviewing, hiring, and training. Understandably, not all supervisors have these responsibilities. What most supervisors do have responsibility for, however, is performance reviews.

Reward systems have been studied intensely and have appeared in literature on economics, psychology, and sociology in particular. Other disciplines have also conducted studies on reward systems and the role they play in business. This is because reward systems have a strong impact throughout organisations. The design and context in which reward systems operate determines the impact of such systems. One must focus on the characteristics of an organisation and the pay system it has in place in order to understand the pay system.
Whenever there is a change in business practices or the business itself, a new approach to reward systems is necessary because the old ones will often be insufficient in a changing environment. An organisation must strive to ensure the reward system is fair across the board so that all departments have rewards that suit their workloads.

Discrimination occurs when people are judged according to particular criteria. For example, when selecting someone for a teaching post, the school panel might discriminate in favour of a candidate who answers the questions clearly and concisely and discriminate against a candidate who mutters and strays from the point of the question. This is logical but ‘discrimination’ usually tends to mean unfair discrimination. It usually means that the criteria used to judge someone are unjust. The example above would be a form of unfair discrimination if the panel were to give the job to a candidate based only on race or gender.

Employers have to push for increased output and employees have to ensure they are protected from any dangers in their workplace. This can create some conflict. Originally, the tensions between employee and employer arose from long working hours and, in the case of the factory system, heavy physical demands. In the 21st century, concerns about tensions remain great, but these concerns are varied and subtle. They are expressed not only by employers and employees but also by government agencies, trade unions and campaign groups. International competitive pressures have increased and companies respond with incentives for employees to encourage them to work faster and better. At the same time, however, health and safety corners are sometimes cut. Many employees today experience stress-related illnesses.

The CIPD (Certified Institute of Personnel and Development, 2006) discovered that around 3.5 per cent of the average person’s work time was missed due to sickness. This finding applied across both public and private organisations. When broken down, the statistics show each employee is absent from work for an average of eight days a year. The Institute also discovered that absence occurs at a higher rate within larger organisations, not smaller ones.
The Confederation of British Industry (CBI) has reported that absenteeism costs the UK economy around
£13 billion per year. It also points out that about 13 per cent of all absence is not genuine. Unions, however, often point out that employees do make efforts to attend work even when they are ill. In many cases, certain events (such as the World Cup) have an effect on absenteeism, resulting in employees taking more time off work. Companies can turn this around to their advantage, however, with some careful thought.

When an individual employee is aggrieved due to an action, or a lack of action, by management, this can lead to a formal grievance process. When an organisation is not satisfied with the actions, or lack of action, of an individual, this can lead to a formal disciplinary process. If the situation is serious enough, it may also lead to the employee’s dismissal

As a business practice, talent management is relatively young and rapidly growing. Aspects of talent management have existed in organizations for years, but it is only really since the end of the last millennium that we have brought thoughts about recruiting, retention, engagement, succession planning, and leadership development together and discussed them in terms of talent management. In the business marketplace, having a strong grasp of talent in your organization and being able to use talents appropriately will differentiate strong companies from their competitors.

Successful succession planning means that if someone leaves an organization, the right person is in place to take their place. Succession plans were first used by family owned companies as a way to ensure that the business stayed in the family; if the business owner was the family patriarch, it was common for the children to be “groomed” to take over the business. That

Each stressful experience that you have prepares you to deal with one in the future. The more resilient you become, the less of an impact each of these events has on your mind and body. Lots of us go to great lengths to avoid stress, and although avoidance initially feels like you are doing alright, the reality is that stressful things come up in our life all the time. The better we are at handling them, the more resilient we become, and the healthier we can be.

Another element of our communication with others is our image of ourselves and our awareness of how others see us. This is a big part of our ability to give feedback to, and take feedback from, others.
While it may not seem fair or accurate, people do make judgments based on your appearance. If you take a deep look inside yourself, you probably judge people by their appearance too. In general, we tend to assume seven things, just based on appearance alone.

The actual definition of workplace violence can depend on the company and the area where the company operates. For example, some states classify sexual harassment as workplace violence, while others don’t. Likewise, some organizations have separate workplace violence and sexual harassment policies.

Different people look for different things when it comes to considering whether they will work for your company or not. Some research stated that Silents and Boomers would look for similar things in a job advertisement, as will Generation Xers and Y’s. The interesting thing here is that you could divide the folks up according to a different type of rule, but still come up with the same answer.

There are lots of models that can help us deal with difficult people and the conversations that come with them. They range from about three to eight steps, and our in-house trainer has scrutinized the best of them for you. We’ve found that you can be successful with any of the models provided that you apply all of the steps consistently. Leaving out steps can cause the conversations or the action plan to go off track.

Plunging necklines, exposed buttocks, ripped clothing, and items that don’t even resemble clothing… these are all things that we (and we’re sure you) have seen in the workplace. Poor clothing choices can be simply that, or they can be caused by ignorance, lack of resources, poor personal hygiene, or a combination of these factors. In any situation, our guide for difficult conversations can help!

Workplaces are run by people, and those leaders understand the value of having employees who are healthy and able to work for them. It’s a very rare case indeed where an employer holds the health and safety of their workforce in conscious disregard, or where they lead an operation that has no regard for health and safety. However, there is plenty that an employer has to consider when it comes to workplace wellness, including productivity, health and benefit plan costs, absenteeism, and recruiting.

Learning Outcomes 

  • Define Business planning and goal setting

  • The capital of a business consists of the funds invested in it. 

  • Learning, Measuring and monitoring is a particularly important activity in the implementation phase.

  • Implementation of strategy is a critical phase. Without effective implementation, the best of business plans are useless.

  • Developing skills in Implementation of strategy is a critical phase. Without effective implementation, the best of business plans are useless.

  • Developing skills in setting SMART goals that are specific, measurable, attainable, relevant, and time-bound.

  • SWOT Analysis is a useful tool to examine the organizational environment.

Join Us

Start Date
July 2023
Study Mode
Diploma in Human Resource Management
Learning Time
3 Weeks
Start Date
Study Mode
Diploma in Human Resource Management
Learning Time
3 Months

Why Get Certified

Upon successful completion of the Strategic Marketing programme, you’ll earn a certificate of completion from the London School of Business.

Getting certified shows employers that you have a clear understanding of the core concepts of Marketing. You can also add the qualification to your CV, and easily upload it to your LinkedIn profile.

Becoming certified shows you have strong marketing skills and that you’re motivated to learn: two essential qualities in the workplace. Demonstrating these qualities can help improve your chances of finding the job you want.

Improving your marketing skills can help you find a job, get promoted, or start a whole new career.

Student Support

We encourage you to make full use of all of the support services and facilities available to ensure you have the best possible experience during your time at the School.

Personal tutors can help you with a range of issues affecting your studies, as well as tell you about other University support available.

If you think your circumstances might affect your academic achievement, it’s a good idea to talk to your programme tutor about your situation. They can help you manage your workload and, if necessary, explain the rules about extenuating circumstances for assignments.

LSB offers additional specialist support for all students to develop skills that enhance your employability prospects and support your studies.

Our extensive careers service supports you throughout your time at School to ensure that when you complete the programme, you are well-prepared for the world of work.

Strategy Road Map Sales and Negotiation Skills Luxury brand management business education finance

The LSB Experience

Expert Trainers

Passionate specialists who keep up to date with the latest trends in their field.

Quality Delivery

Trainers have assessed annually on the quality of their delivery and delegate engagement.

Practical Training

Theory and practical based training to take back to the office which leads you more.

Small Class Sizes

No more than 15 people to ensure you get the most from our trainers.

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