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Running Effective HR Meetings

SKU: 453
$21.38

Communication: Effective Workplace Skills

Running meetings remains a critical function of Human Resources. Some meetings have traditionally been considered the responsibility of HR, such as new employee orientation, new employee training and annual open enrollment / benefits meetings. However, over the years, Human Resources has become increasingly responsible for running other kinds of meetings as well.

In the past, HR meetings were scheduled around work. Today, it seems work has to be scheduled around meetings. Research has found that employees spend an average of 40-50% of their working hours in meetings. Much of this time is wasted. Money is wasted too. Organizations incur tangible and intangible costs for every minute spent in an ineffective meeting.

This course will teach you how to maximize workforce efficiency and minimize organizational costs by running effective HR meetings.

TARGET AUDIENCE
Human Resources Professionals, Managers, Supervisors and other Business Professionals

TIME TO COMPLETE
155 - 165 minutes

PURPOSE
To teach the fundamentals of running an effective HR meeting.

LEARNING OBJECTIVES
After completing this course, the learner will be able to: 

  • understand and identify the appropriate uses for HR meetings;
  • recognize the importance of running effective HR meetings;
  • understand the direct and indirect organizational costs of ineffective meetings;
  • understand and utilize effective meeting methods;
  • structure a meeting;
  • prepare for a meeting;
  • run a meeting;
  • communicate effectively during a meeting;
  • deal with disruptive behavior;
  • encourage participation;
  • conclude a meeting; and
  • follow-up after a meeting.

If you're not completely satisfied with the quality of our courses, we will refund your money - guaranteed. Click here for detailsTOPICS COVERED

  1. Traditional HR Meetings
  2. Determining Whether a Meeting is Necessary
  3. Preparing for a Meeting
  4. Structuring a Meeting
  5. Running a Meeting
  6. Concluding a Meeting
  7. Striving for Improvement
  8. Tips for Effective Communication

FORMS INCLUDED
The following forms and documents can be downloaded and printed:

  • Meeting Preparation Form
  • Sample Meeting Agenda
  • Meeting Leader Checklist
  • Group Observation Checklist
  • Meeting Effectiveness Assessment
  • Self-Evaluation Form

ACCREDITATION
HRCI logo HR CERTIFICATION INSTITUTE

This program has been approved for 2.75 recertification credit hours toward PHR, SPHR, and GPHR recertification through the HR Certification Institute.  For more information about certification or recertification, visit the HR Certification Institute homepage at www.hrci.org.

(The use of this seal is not an endorsement by the HR Certification Institute of the quality of this program. It means that this program has met the HR Certification Institute's criteria to be pre-approved for recertification credit.)

SHRM logo SOCIETY FOR HUMAN RESOURCE MANAGEMENT
The Human Equation is recognized by SHRM to offer Professional Development Credits (PDCs) for the SHRM-CPSM or SHRM-SCPSM. This program is valid for 2.75 PDCs for the SHRM-CP or SHRM-SCP. For more information about certification or recertification, please visit www.shrmcertification.org.


Table of Contents

Running Effective HR Meetings

  • Chapter 1: Instructions
    • THE HUMAN EQUATION, INC. - TERMS OF USE
      • Page 1, 2
  • Course Objectives
  • Chapter 2: Introduction
    • Page 3, 4, 5, 6, 7
  • Chapter 3: Is a Meeting Necessary?
    • Page 8, 9, 10, 11, 12
    • Steps for Running an Effective Meeting
      • Page 13, 14, 15
  • Chapter 4: Preparing for the Meeting
    • Page 16, 17, 18, 19
    • Defining the Purpose
      • Page 20, 21, 22
    • Defining the Purpose: Information Meetings
      • Page 23, 24
    • Defining the Purpose: Problem-Solving Meetings
      • Page 25, 26
    • Defining the Purpose: Length of Meeting
      • Page 27, 28
    • Inviting the Right People
      • Page 29
    • Preparing a Meeting Agenda
      • Page 30, 31, 32
    • Setting Expectations
      • Page 33
    • Setting Expectations
      • Page 34, 35
    • Giving Advance Notice
      • Page 36
    • Meeting Preparation Form
      • Page 37, 38, 39, 40
  • Chapter 5: Structuring the Meeting
    • Page 41, 42
    • Welcoming and Introducing Participants
      • Page 43
    • Establishing Ground Rules
      • Page 44, 45
    • Following the Meeting Agenda
      • Page 46
    • Creating a Parking Lot
      • Page 47
    • Documenting Progress (Public Minutes)
      • Page 48, 49
    • Managing Time
      • Page 50
    • Listing Action Items
      • Page 51
    • Structuring the Meeting
      • Page 52, 53, 54
  • Chapter 6: Running the Meeting
    • Running the Meeting
      • Page 55
    • Encourage Participation
      • Page 56, 57, 58, 59, 60, 61
    • Encourage Participation
      • Page 62
    • Encourage Participation
      • Page 63
    • Share Responsibility for Success (and Failure)
      • Page 64, 65
    • Address Disruptive Behavior
      • Page 66
    • Reinforce Relevant Ground Rules
      • Page 67
    • Redirect the Discussion
      • Page 68
    • Arguing
      • Page 69, 70
    • Dominating
      • Page 71, 72
    • Avoiding
      • Page 73, 74
    • Complaining
      • Page 75
    • Being a Know-It-All
      • Page 76, 77
    • Provide a Framework for Group Decision-Making
      • Page 78
    • Identify Decision-Makers
      • Page 79
    • Use Appropriate Decision Processes
      • Page 80, 81
    • A Warning About Group Decision-Making
      • Page 82
    • Running the Meeting
      • Page 83, 84, 85, 86
  • Chapter 7: Concluding the Meeting
    • Concluding the Meeting
      • Page 87
    • Summarize and Confirm Action Items
      • Page 88, 89, 90
    • Don’t Forget the Parking Lot
      • Page 91
    • Make a Follow-Up Plan
      • Page 92
    • Make a Follow-Up Plan
      • Page 93, 94
    • Debrief Meeting Participants
      • Page 95
    • Concluding the Meeting
      • Page 96, 97, 98, 99
  • Chapter 8: Striving for Improvement
    • Striving for Improvement
      • Page 100
    • Self-Evaluation
      • Page 101, 102, 103
    • Participant Evaluation
      • Page 104
    • Indicators of Success
      • Page 105
    • Track Results
      • Page 106
    • Pitfalls
      • Page 107, 108, 109
  • Chapter 9: Tips for Effective Communication
    • Effective Communication
      • Page 110
    • Public Speaking
      • Page 111
    • Connection
      • Page 112
    • Perfection
      • Page 113
    • Personalization
      • Page 114
    • Preparation
      • Page 115
    • Communicating Negative Messages
      • Page 116, 117
    • Planning the Message
      • Page 118, 119
    • Answering Questions
      • Page 120
    • Don’t Delay
      • Page 121
    • Maintain a Proper Image
      • Page 122, 123
    • Delivering the Message: Direct vs. Indirect
      • Page 124
    • The Indirect Method
      • Page 125, 126
    • The Indirect Method: The Buffer
      • Page 127
    • The Indirect Method: The Explanation
      • Page 128, 129
    • The Indirect Method: Delivering the Message
      • Page 130
    • The Indirect Method: The Closing
      • Page 131
    • The Direct Method
      • Page 132
    • Which Method is Best?
      • Page 133
    • Tips for Delivering Negative Messages
      • Page 134
    • Communicating Cross-Culturally
      • Page 135
    • Culture
      • Page 136
    • Culture and Communication
      • Page 137
    • Task-Oriented vs. Relationship-Oriented
      • Page 138
    • Process-Focused vs. Goal-Focused
      • Page 139
    • Flexing Skills
      • Page 140
    • Nonverbal Communication
      • Page 141
    • Nonverbal Communication: Eye Contact
      • Page 142
    • Nonverbal Communication: Hand Movements (Touching)
      • Page 143
    • Nonverbal Communication: Hand Movements
      • Page 144
    • Nonverbal Communication: Body Placement
      • Page 145
    • Avoiding Generalizations
      • Page 146
  • Chapter 10: Conclusion
    • Conclusion
      • Page 147
  • Exam (multiple choice)
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