Human Resource

eLearning Courses

Jacob's The eLearning Centre  proudly offers the most comprehensive collection of online continuing education courses from the world's best eLearning companies and authors. Through partnerships with respected online training corporations and institutions across the globe we provide self-study courses with open enrollment in nearly every subject imaginable.  Given below are the brief course descriptions of some of the human resource elearning courses.

Contracts of Employment, Recruitment and Selection

Discrimination Free Workplace

Why This Course is Important to Your Organization and you? Smart management includes knowing how to prevent and respond to discrimination and harassment in the workplace. Fewer incidents of discrimination and harassment often lead to better morale and higher productivity. In the event of litigation, demonstrating that an effective training program was in place has helped employers avoid costs such as punitive damages. Indeed, the U.S. Supreme Court has held that employers are well served by adopting antidiscrimination policies and educating their employees on discrimination and harassment law. Brightline Compliance''s online course, DiscriminationFree Workplace, is designed to provide supervisors and managers with a more sophisticated knowledge of workplace harassment and discrimination. Who Should Receive This Training? This course is designed for supervisors, managers and human resource professionals.

Diversity Awareness (Second Edition)

In this course, you will learn about the changing labor market and how it affects you, terminology and historical influences on diversity issues, and strategies for how to be more aware of diversity in the workplace.

Diversity for Managers (Second Edition)

In this course, you will learn about the changing labor market and how it affects you, terminology and historical influences on diversity issues, and how to understand the organizational benefits of managing and maintaining a diverse work environment.

Family and Medical Leave

Gramm-Leach-Bliley Act of 1999: Employee Awareness Training

Ensuring the confidentiality and integrity of critical and sensitive customer data is no more a preference but a legal requirement. The course Gramm-Leach-Bliley Act of 1999: Employee Awareness Training is designed especially for finance/business professionals, with workplace access to customer data, and is an ideal training module for financial organizations looking at a cost-effective method of training their employees on information security.

Hiring and Lawful Termination

In this course employers will become familiar with the relevant laws and legal processes involved with the hiring and termination of employees.
 

Human Resource Management

The management of the organisation's people is now identified as the key variable determining whether a business succeeds or fails in the current competitive circumstances of the world economy. Human resource management (HRM) describes the range of strategies to achieve competitive advantage by matching the needs of the business to satisfy the customer with the reasonable aspirations and potential of the people employed in and by the business. As part of this process, businesses frequently restructure, review their managerial processes and redefine their value systems. The HR specialist potentially plays a key role in all the organisational initiatives necessary, both to decide potential directions of change and to implement chosen strategies.

Human Resources Management

International Human Resource Management

For many years, human resource management was seen as the �poor relation� of the business functions. Limited to a low-key administrative role, concerned with employee welfare and payroll administration, or at best a trouble-shooting role concerned with resolving labour-management conflicts, human resource professionals were rarely seen as having any significant role to play in determining the organisation's overall strategy. In the words of Peter Drucker, personnel was the "trash can".
How things have changed. Increasingly, managers are now realising that the key resource determining the effectiveness of an organisation is its human resources: its people. As long ago as the late 1970s and early 1980s, North American and European managers were beginning to realise that what made Japanese businesses so different, so superbly competitive, was their approach to managing people. The American management consultants, Peters and Waterman, searching for examples of business excellence in the US, decided that the key lay in the distinctive cultures of their "excellent" businesses.
Current debates in strategic management focus on the conditions for the creation of sustainable competitive advantage. It is becoming clear that many of the traditional marketing and product development bases of competitive strategy can be imitated by competitors relatively easily - the advantage gained through such strategies is often simply not sustainable. This is less the case with human resource management. The way an organisation treats its staff, an organisation's culture and its approach to teamwork and innovation are all potentially distinctive and value-creating characteristics that have the potential to create competitive advantage. Furthermore, the very idiosyncrasy and social complexity of such characteristics means that once created any advantage is likely to be sustainable simply because competitors will find it difficult to imitate.

Interviewing and Hiring Lawfully

Interviewing Job Candidates (Second Edition)

Matching the right candidate with the job is a critical function for any supervisor. Managers must learn simple guidelines for evaluating the organization''s needs, assessing the candidates' skills and experience, and effectively preparing for and conducting the interview process.

Labour Market and Human Resource Planning

Course Outline

Management, Unions and Employees

In this course we look at the concept of the human resource specialist being a consensus negotiator. This is one of the seven fundamentals of contemporary HRM: a broadening of the personnel/HR role to encompass the situation where managers were no longer in a position to make unilateral decisions. It was necessary to win employee consent.
We look at the progress of employee relations and the concept of employee involvement. Involvement is largely concerned with preventing or alleviating the alienation that can arise between employee and management in the execution of particular jobs. As many employees may be included, procedures for involvement need to include a collective approach and possibly the recognition of trade unions.
We then go on to look at health, safety and welfare. First we consider some definitions and then look at the development of this area in relation to personnel management. Legislation has been built up to cover many aspects and we look at this in detail. In the 1990s, concern about working conditions that prevailed in earlier years is replaced by issues of stress and concern for the individual operating in today�s social and business environment.

Other courses available

No FEAR Act: Federal Agencies

No FEAR Act: Federal Agencies Supervisors Edition

Nuevas tecnologías aplicadas a la gestión de los Recursos humanos

Organisation Structures and Processes

Personnel Management

Power Generation

Preparing to Interview Job Candidates (Includes Simulation)

Principles of Human Resource Management OLC

Principles of Remuneration

Psychological Perspectives Work and Organisations

Reasonable Accommodation of Disabilities

Reasonable Accommodation of Religious Practices

Safety Management

Sexual Harassment Awareness for Employees

Sexual Harassment: Situations for Employees

Strategic Human Resource Management OLC

Workplace Environment Series Streaming Videos

Workplace Psychology

Brought to you by Jacob Gan, PhD (Mich)