Advanced Certificate of Human Resource Management

Unit 1 – Lead and manage organisational change

• Change management
• Goals and objectives
• Change
• Forecasting
• The input/output procedure
• Budgets
• Forecasting techniques
• Risk assessment and management
• Individual risk
• Change management strategies
• Responsibilities
• Ideas
• Sponsors
• Orchestrators
• Change agents
• Leaders
• Planning and managing change
• Change models
• Lewin
• Beer
• Nadler and Tushman
• Bandura
• Kubler-Ross
• Change management strategies
• Education – effective communication plan
• Effective change strategies
• Innovation
• Introducing change
• Assess and evaluate proposed changes
• Change leading to improvement
• Change situations
• Costs and benefits
• Project plans – for managing change
• Restructuring to support change
• Communication plans

Unit 2 – Manage business risk

• Evaluate organisational processes
• Scope for risk management
• Review strengths and weaknesses of existing arrangement
• Types of risk
• Critical success factors goals and objectives
• Document storage
• Communication with stakeholders
• Document risks on consultation with relevant parties
• Assess the likelihood of risks occurring
• Assess impact or consequence if risk occurs
• Impact analysis
• Evaluate and prioritise risks for treatment
• Probability and impact matrix
• Categorising risk
• Treating risks
• Action plans for risk treatment
• Communicating risk management processes to relevant parties
• Implement action plan according to polices and procedures
• Evaluate risk management processes
• Tools and techniques to identify risks

Unit 3 – Manage organisational finances

• Financial planning
• Budgets and data
• Budgeting periods
• Snapshots of financial situation
• Statutory requirements
• Taxation
• Company tax’
• Employee PAYG
• Goods and services tax
• Financial management software
• Establish budgets and allocate funds
• Preparing budgets
• Data
• Different budgets
• Responsibility accounting
• Circulation and compliance
• Information sharing
• Implementing budgets
• Tracking
• Cash flow budgets
• How cash flow works
• Cash outflows
• Cost analysis and reporting procedures
• Break-even analysis
• The variable cost percent per unit of sales
• Profit and loss reports
• Ratio analysis
• Auditing, and using financial reports
• Due diligence
• Probity
• Financial reports
• Discussion and analysis
• Performance evaluation

Unit 4 – Contribute to Strategic Workforce Planning

• HR organisational objectives
• Organisational goals and plans
• Strategies and emerging trends
• Future labour needs
• Skills requirements and options for sourcing labour
• Strategic plans
• Technology – external influences and trends
• Economic, market and technological trends
• Demographic trends and labour force
• General population trends
• Labour shortages and demands
• Direction, objectives and targets
• Consulting relevant managers
• HR philosophies values and policies
• HR strategic objectives and planning
• Costs and benefits
• Risk management plans
• Contingency plans
• Implementing the plan
• Policy development strategies
• Monitor and review the plan

Unit 5 – Apply critical thinking to complex problem solving

• Scoping the process to solve a complex problem
• Solving complex problems
• Critical thinking
• Creative thinking
• Problem solving model – gathering information
• Desk research (internal and external)
• Task objectives
• Risk management – four strategies
• Risk avoidance
• Risk mitigation
• Risk transfer
• Risk sharing
• Documenting problems
• Legislative frameworks
• Policies and procedures
• Resource plans
• Stakeholders – identification techniques
• Developing solutions to complex problems
• Problem solving
• Problem mapping diagrams
• Problem solving mind maps
• Problem solving software solutions
• Using ideation
• Defining problems
• Generating and selecting solutions
• Selection criteria
• Barriers to decision making
• Preparing a brief
• Refining a proposed solution
• Feedback register
• Evaluating feedback
• Approval to implement a solution

Unit 6 – Provide leadership across the organisation

• Leadership
• Vision and mission
• Matching values
• Obligations and integrity
• Trust-based relationships
• Organisation-based requirements
• Incident management
• Motivation
• Maslow’s Hierarchy
• Motivating others
• Building relationships
• Flexibility
• Community image
• Leader involvement
• Tripe Bottom Line (TBL)
• TBL Objectives
• Trust and Influence
• Communication
• Decision-making
• Assessing risks
• Problem-solving models
• Systems approach
• Data analysis
• Decision-making styles
• Change management
• Communicating decisions
• Managing teams
• Influence and motivation
• Delegation

Unit 7 – Develop and implement business plans

• Establishing a business plan
• Drawing up plans
• Why plans are necessary
• Starting a business
• Developing a business plan
• Inclusions in a business plan
• Start up businesses (plan)
• Business plans – outline and elements
• Existing businesses
• The planning process
• Strategies and operations
• Operational plans
• Inclusions in operational plans
• Strategic plans
• Strategic planning process (senior management)
• Mission
• Values and vision
• Goals and objectives
• Strategies
• PEST and SWOT analyses
• Environment and society
• Continuous improvement
• Communication
• Contingency plans
• Monitoring and evaluation and reports
• Performance reports
• Analysing employee performance (KPIs and KRAs)
• Coaching and training for underperformance