Human Resources Management

In this course, you will learn the discipline of managing employee performance on a daily basis, as well as how to effectively appraise and assess performance by properly reviewing past goals, establishing future goals, identifying development opportunities, and pinpointing areas for improvement.

This course features an interactive case study that lets you practice the skills you need to support the managers of your organization as they set performance objectives and plan and conduct appraisals for their employees.

Who Should Take This Course?

HR managers responsible for implementing or maintaining performance management and/or appraisal systems within their organizations. Non-HR business professionals desiring a fast-track introduction to the business human resources function. Line managers wishing to improve their knowledge and skills in managing subordinates.

Course Format

eCornell takes a problem-based approach to learning, and builds each course around realistic case studies and scenarios. All courses are self-paced, and are facilitated by an eCornell instructor, who leads the online discussions and is available to answer specific questions about the course content.

This course contains the following modules:

• Performance Planning, Documentation, and Feedback
  • The properties of performance objectives
  • Developing performance objectives
  • Implementing the objective-setting processMethods for providing feedback

• Appraisal Delivery and Employee Development
  • Preparing and delivering written appraisal forms
  • Planning and conducting an effective performance appraisal meeting
  • The functions and characteristics of development plans
  • The role of compensation decisions in the employee development process
  • The role of promotion decisions and succession planning in the employee development process
  • Barriers and resistance to the employee development process
  • Strategies for securing employee buy-in in the employee development process

Benefits to the Learner

HR managers responsible for implementing or maintaining performance management and/or appraisal systems within their organizations. Non-HR business professionals desiring a fast-track introduction to the business human resources function. Line managers wishing to improve their knowledge and skills in managing subordinates.

Authoring Faculty

Cathy Lee Gibson, Cornell/ILR Extension Faculty, Associate Director, Human Resource series

Ronald M. Katz, Adjunct Faculty

Sponsoring School

Cornell University’s School of Industrial and Labor Relations

Total Learning Time

Approximately 5-6 hours over a period of two weeks.

Prerequisites

Achieving Year-Round Performance Management and Appraisal (ILRHR512): This course is part of a series of eCornell courses devoted to performance management and appraisal. If you are unfamiliar with this topic or uncertain of your ability to accomplish this courses’ objectives, you may want to complete Assessing, Designing, and Implementing Performance Management Systems (ILRHR511) prior to enrolling in ILRHR512.

Course Start Date

Registration Deadline

A thorough understanding of your organization’s value creation model and ability to develop competencies through processes, technology, and people are essential to ensuring that the HR organization is aligned vertically and horizontally to produce superior results. With this understanding, HR will be able to articulate how it can improve processes, people and customer outcomes, and financial results.

This course, based on the research and expertise of Christoper Collins, Ph.D., Associate Professor and Director of Executive Education for Cornell University’s School of Industrial and Labor Relations, develops the skills needed to assess how organizations create value and to align the HR function to execute the organization’s strategy. Participants analyze the Balanced Scorecard approach as a means of vertically aligning the HR system with organizational objectives. They learn how to create a vertical-alignment strategy and use it to improve HR decision-making, people outcomes, processes, customer outcomes, and financial results. And they learn the skills required to plan and assess horizontal alignment of HR systems and practices. Finally, the course discusses best practices related to workforce partitioning, performance variability, value identification, and employee impact.

Who Should Take This Course?

This course is designed for manager-, director-, and executive-level HR professionals who are charged with improving HR’s ability to contribute to organizational strategy and success. It is also appropriate for HR professionals seeking the strategic skills required for advancement to management and leadership positions.

Course Format

All eCornell courses are delivered online and are self-paced. An eCornell instructor leads the online discussions, grades any course projects, and is available to answer specific questions about the course content.

This course comprises the following modules:

• Value Creation
  • Creating Value
  • Competency

• Vertical Alignment of HR
  • The Balanced Scorecard
  • Establishing a Need for HR
  • Horizontal Alignment of HR
  • What is Horizontal Alignment?
  • Assessing Horizontal Alignment

Benefits to the Learner

Participants who complete this course will be able to:

• Discuss how an organization delivers value through coordinating people, processes, and technologies
• Develop a plan to structure an organization’s people, processes, and technologies to create maximum value for stakeholders
• Use human resources alignment to maximize employee performance
• Apply the balanced scorecard to improve HR decision making

Authoring Faculty

Christopher J. Collins, Ph.D., Associate Professor and Director of Executive Education

Sponsoring School

Cornell University’s School of Industrial and Labor Relations

Total Learning Time

Approximately five to six hours over a period of two weeks.

Course Start Date

Registration Deadline

This course introduces the concept of Total Compensation and highlights the importance of aligning an organization’s compensation plan to its strategic goals.   This course also covers the application for assessing and implementing a compensation model by considering internal and external factors. Developing recommendations and implementing changes to an organization’s compensation administration policies is also covered.

Who Should Take This Course?

Compensation practitioners, as well as HR professionals seeking to broaden their skill sets to incorporate compensation.

Those new to compensation looking to maximize the day-to-day impact they can have on their organizations’ compensation-related programs.

Course Format

eCornell takes a problem-based approach to learning, and builds each course around realistic case studies and scenarios. All courses are self-paced, and are facilitated by an eCornell instructor, who leads the online discussions and is available to answer any questions about the course content. Aligning Goals and Compensation

• Total Compensation and Compensation Analysis
• Compensation in Organizational Settings
• Communication Strategies
• Internal and External Assessment
• Model for Compensation Analysis
• Collecting Data: Internal Data
• Collecting Data: External Data
• Data Analysis, Findings, Recommendations, Revisions, and Implementation
• Analyzing Data and Balancing Internal and External Compensation Analysis
• Recommendations, Revisions, and Implementations

Benefits to the Learner

After completing this course, participants will be able to:

• Recognize the elements of direct and indirect compensation
• Understand the issue of alignment regarding an organization’s compensation plan and that organization’s strategic goals
• Determine an organization’s current compensation program by reviewing available documents and speaking to key individuals
• Outline the steps for performing an internal analysis
• Recognize the key elements of job analysis for compensation
• Recognize the most common methods of job evaluation, how hierarchies are built in each one, and how certain special groups (for instance, executives and sales representatives) can be handled
• Identify a model for conducting an effective compensation analysis in organizations
• Conduct a market comparison as part of the compensation analysis
• Recommend actions based on the results of the compensation analysis

Authoring Faculty

Carrie Shearer, Adjunct Faculty
Lisa L. Hunter, Adjunct Faculty
Susan W. Brecher, Cornell University, ILR Extension Faculty

Sponsoring School

Cornell University’s School of Industrial and Labor Relations

Total Learning Time

Approximately 5-6 hours over a period of two weeks.

Course Start Date

Registration Deadline

Learning how to drive productivity and growth in your organization through effective performance management and appraisals is one of the most challenging responsibilities for HR professionals.

This course explores the elements, purposes, and types of performance appraisal systems. Through an interactive case study, the course covers the assessment and implementation of a performance appraisal system.

Who Should Take This Course?

HR managers responsible for implementing or maintaining performance management and/or appraisal systems within their organizations.
Non-HR business professionals desiring a fast-track introduction to the business human resources function.
Line managers wishing to improve their knowledge and skills in managing subordinates.

Course Format

eCornell takes a problem-based approach to learning, and builds each course around realistic case studies and scenarios. All courses are self-paced, and are facilitated by an eCornell instructor, who leads the online discussions and is available to answer any questions about the course content.

This course contains the following modules:

• Assessment
  • The elements of a performance management system
  • The roles and responsibilities of managing a performance management system
  • Comparing and selecting performance appraisal instruments

• Design and Implementation
  • The stakeholders in the design and implementation of a performance management system
  • Other factors within the organization that inform the design of a performance management system
  • The performance management system design process
  • Overcoming resistance to changes in the performance management system
  • Relationships between performance management and other key HR systems, such as compensation, job descriptions, training and development, etc.

Benefits to the Learner

After completing this course, participants will be able to:

• Identify the elements and describe the purposes of a performance management system
• Identify different types of performance appraisals, and be able to make assessments regarding the advantages and disadvantages of each as they relate to the mission and goals of an organization
• Outline the process of designing and implementing a performance management system

Authoring Faculty

Cathy Lee Gibson, Cornell/ILR Extension Faculty, Associate Director, Management Studies

Ronald M. Katz, Adjunct Faculty

Sponsoring School

Cornell University’s School of Industrial and Labor Relations

Total Learning Time

Approximately 5-6 hours over a period of two weeks.

Course Start Date

Registration Deadline

As the existing "war for talent" intensifies and becomes increasingly global, organizations must develop strong talent-management practices that are tightly aligned with business strategy. Successful organizations build talent management cultures to take advantage of their human capital. They focus on attracting top talent, identifying and developing future leaders, and retaining the best prospects in the high-potential talent pool.

This course focuses on developing a strategic approach to managing core talent. Such an approach begins with the development of an employment brand in order to attract the best talent to the organization, promote the organization as a preferred employer, and produce superior recruiting outcomes. Organizations must then identify and implement an integrated marketing and communication strategy to build brand awareness. The complexity of managing employee retention and engagement includes understanding the root causes of talent-retention problems. The course identifies practices and solutions for increasing the likelihood of top talent remaining with the organization and becoming its future leaders.

Who Should Take This Course?

This course is designed for manager-, director-, and executive-level HR professionals who are charged with improving HR’s ability to contribute to organizational strategy and success. It is also appropriate for HR professionals seeking the strategic skills required for advancement to management and leadership positions.

Course Format

All eCornell courses are delivered online and are self-paced. An eCornell instructor leads the online discussions, grades any course projects, and is available to answer specific questions about the course content.

This course comprises the following modules:

• Attracting Talent to the Organization
  • The role of the employment brand
  • Creating the employment brand
  • Identifying an advertising/marketing communication strategy

• Retaining Top Talent
  • Identifying drivers of turnover and retention
  • Increasing retention by creating employee embeddedness

Benefits to the Learner

Participants who complete this course will be able to:

• Develop a model for talent management that attracts and retains talent
• Revise your employment brand when internal and external changes to the organization diminish its effectiveness
• Improve your organization’s retention and reduce turnover

Authoring Faculty

Christopher J. Collins, Ph.D., Associate Professor and Director of Executive Education

Sponsoring School

Cornell University’s School of Industrial and Labor Relations

Total Learning Time

Approximately five to six hours over a period of two weeks.

Course Start Date

Registration Deadline

This course covers the relationship between effective communication and coaching and counseling to employee relations. The course uses an interactive case study simulation to address many of the topics.

Participants will examine the ways communication occurs in an organization, communication styles, and techniques for gathering information. The second part of the course explores appropriate uses of coaching and counseling, and also addresses workplace violence, a related topic that must be addressed by HR professionals.

Who Should Take This Course?

Human Resources professionals who have responsibility for employee relations in their organizations. Employees who have recently assumed this function in addition to other duties.

Course Format

eCornell takes a problem-based approach to learning, and builds each course around realistic case studies and scenarios. All courses are self-paced, and are facilitated by an eCornell instructor, who leads the online discussions and is available to answer specific questions about the course content.

This course contains the following modules:

• Communicating to Enhance Employee Relations
  • Four basic communication styles, and the connection between communication styles and communication problems
  • Using appropriate communication styles to address employee relations issues
  • Effective communication techniques
  • Methods of information gathering
  • The relationship between communication practices and employee relations

• Coaching and Counseling for Improved Performance
  • The steps involved in coaching and counseling
  • Benefits of coaching and counseling from both an employee’s and manager’s perspective
  • Coaching and counseling techniques for specific situations

Benefits to the Learner

After completing this course, participants will be able to:

• Utilize effective communication strategies to evaluate and resolve employee concerns and issues
• Utilize effective coaching and counseling techniques and discipline strategies for improved performance
• Discuss measures for preventing violence in the workplace

Authoring Faculty

Mary S. Rudder, Adjunct Instructor

Sponsoring School

Cornell University’s School of Industrial and Labor Relations

Total Learning Time

Approximately 5-6 hours over a period of two weeks.

Course Start Date

Registration Deadline

This course is designed to expose you, the HR professional, to current practices and future trends in remote work and key “success factors” for remote work programs that you will be able to apply in your own organizations. Assess alignment of remote work with business goals, determine the best fit for your own organization and ensure measurable results. During the course, you will examine changes in leadership and technology to ensure a successful transition to virtual work environment.

Who Should Enroll in This Course?

This course is intended for: HR Business Partners, HR General Manager, Business Leaders with large number of off-site or global reports, and Program Managers of Worklife Balance Programs.

Benefits to the Learner

Upon completion of this course, you will be able to:
 

• Demonstrate an understanding of the business and human capital implications of remote work.
• Partner with multiple stakeholders (e.g, operations, real estate, finance, IT, legal) to build a company culture that supports remote work.
• Develop effective remote work policies and agreements.
• Screen and select employees for remote work.
• Use internet technology (IT), particularly social media, to keep remote workers connected and engaged.
• Prepare managers to lead in a virtual environment.

Authoring Faculty

Bradford Bell, PhD, Associate Professor of Human Resource Studies and Director of Executive Education of the ILR School at Cornell University.

Sponsoring School

Cornell University’s School of Industrial Labor Relations (ILR)

Total Learning Time

6-8 hours over the course of 2 weeks.
 

Course Start Date

Registration Deadline

Driving internal social media strategy is a great way for HR to demonstrate value with executive leadership, and exert influence in the company across multiple functions such as marketing, sales, and communications. According to the SHRM 2012 Social Media Survey, 40% of organizations have a formal social media policy, and out of that 44% rely on HR to drive and enforce that policy.

This course explores current and anticipated trends in social media. With the help of several examples and expert advice, you will create a series of “frameworks” to assist you in thinking through the best approach towards developing solid and well thought-through social media policies.

Who Should Enroll in This Course?

This course is intended for anyone with the responsibility for both creating and implementing social media policies including but not limited to: HR Generalist, HR Manager, HR Business Partner, HR Communications Manager.

Benefits to the Learner

Upon completion of this course, you will be able to:

• Implement social media policies that take concepts including appropriateness, focus, and authority into account.
• Avoid slippery slope situations such as blurring the line between personal opinion and company representation.
• Promote a culture of openness, striking a balance between transparency and liability.
• Understand and communicate trade-offs between optimizing work environments and legal concerns.
• Provide social media policies that addresses modalities: certain forms of social media require more or less restrictive policies.
• Know how to think through whether customized or “one size fits all” policies work best for your organization, and the types of risks to address with SM Policy.
• Understand the steps required to assess and implement policy needed for an organization.

Authoring Faculty

Steve Miranda, Managing Director of Cornell University’s Center for Advanced Human Resource Studies (CAHRS)

Sponsoring School

Cornell University’s School of Industrial Labor Relations (ILR)

Total Learning Time

6-8 hours over the course of 2 weeks

 

 

Course Start Date

Registration Deadline

The management of diversity and inclusion has evolved from handling day-to-day compliance issues to leveraging diversity for competitive advantage. Organizations that no longer see diversity as a legal or moral requirement, but as a competitive advantage, have an opportunity to improve performance at the financial, employee, customer, and community levels.

Diversity and inclusion practices must be embedded in an organizational culture to make a positive impact on performance. This course summarizes the evolution of diversity and inclusion management; outlines key management practices for improving performance, contextualizes diversity in terms of current challenges, and provides direct linkages between diversity and the bottom line at the organizational and functional levels.

Dr. Roberson’s model of strategic approaches to diversity and inclusion provides a comprehensive toolkit for strategic diversity management, implementing next generation high-involvement practices, and ensuring stakeholder alignment with strategic objectives. The linkage between bottom-line performance and diversity is explored through the varying lenses of legal outcomes, customer and employee outcomes, and business metric improvements. In addition to measuring diversity’s impact, and being able to create a diversity dashboard, learners discuss the future of diversity and inclusion and the complex relationships between diversity and organizational reputation, business practices, strategic capabilities, and financial performance.

Who Should Take This Course?

This course is designed for manager-, director-, and executive-level HR professionals who are charged with improving HR’s ability to contribute to organizational strategy and success. It is also appropriate for HR professionals seeking the strategic skills required for advancement to management and leadership positions.

Course Format

All eCornell courses are delivered online and are self-paced. An eCornell instructor leads the online discussions, grades any course projects, and is available to answer specific questions about the course content.

This course contains the following modules:

• Defining Diversity and Inclusion
  • Evolution of Diversity Management
  • A Business Case for Diversity

• Diversity and Inclusion Practices I
  • A Basis for Diversity
  • Diversity Building Blocks
  • Devising Diversity Strategy
  • Stakeholder Management

• Diversity and Inclusion Practices II
  • Diversity in Context
  • Diversity in Work Groups

• Diversity and the Bottom Line
  • Diversity Framework and Ethics
  • Effectively Impacting the Bottom Line

Benefits to the Learner

Participants who complete this course will be able to:

• Summarize the history of diversity and inclusion practices
• Cite examples of successful diversity and inclusion practices
• Explain how diversity can affect an organization’s bottom line
• Outline best practices for diversity and inclusion, and recommend how to implement those practices throughout an organization

Authoring Faculty

Quinetta M. Roberson, Ph.D., Associate Professor

Sponsoring School

Cornell University’s School of Industrial and Labor Relations

Total Learning Time

Approximately five to six hours over a period of two weeks.

Course Start Date

Registration Deadline

Employee engagement can be broadly defined as employees consistently acting in the best interests of the organization. Linked to critical outcomes including absenteeism, turnover, customer satisfaction, operational performance, and financial performance, employee engagement is a vital driver of an organization’s bottom-line performance.

This course focuses not only on why employee engagement is important and valuable, but also on how to foster and measure employee engagement and link it to key organizational metrics and outcomes. It examines the business case to pursue employee engagement as a strategic initiative and evolve beyond the transactional approach of traditional employee relations to a strategic approach focusing on relationship-oriented and emotional measurements of employee commitment. It also develops the competencies necessary to build employee engagement in your organization, the risks involved, and the implications for the HR professional in adopting this approach. This course is based on the research of Cornell ILR School Professors Patrick M. Wright, Director of the Center for Advanced Human Resource Studies, and Christopher J. Collins, Director of Executive Education.

Who Should Take This Course?

This course is designed for manager-, director-, and executive-level HR professionals who are charged with improving HR’s ability to contribute to organizational strategy and success. It is also appropriate for HR professionals seeking the strategic skills required for advancement to management and leadership positions.

Course Format

All eCornell courses are delivered online and are self-paced. An eCornell instructor leads the online discussions, grades any course projects, and is available to answer specific questions about the course content.

This course contains the following modules:

• The Value of Engagement
  • The Meaning of Engagement
  • Measures of Engagement
  • Engagement and the Bottom Line

• Creating Engagement
  • How to Build Engagement
  • The Risks Involved
  • Implications for HR

Benefits to the Learner

Participants who complete this course will be able to:

• Define and measure the value of employee engagement
• Link employee engagement to organizational success
• Build a plan to create employee engagement at your organization
• Manage the risks associated with executing an employee engagement strategy

Authoring Faculty

Christopher J. Collins, Ph.D., Associate Professor and Director of Executive Education

Patrick M. Wright, Ph.D., Professor and Director, Center for Advanced Human Resources Studies

Sponsoring School

Cornell University’s School of Industrial and Labor Relations

Total Learning Time

Approximately five to six hours over a period of two weeks.

Course Start Date

Registration Deadline

In today’s litigious workplace environment, being on top of legal issues that directly affect individual employees and your organization is critical to your success as an HR professional. This course will introduce you to OSHA, FLSA, FMLA, NLRA, and state laws, what they cover, how they apply, and how to recognize and handle issues pertaining to these laws in the workplace. With our case study approach, you will not only grasp relevant federal, state, and local laws, but also be able to apply them to daily operations and special situations.

Who Should Take This Course?

HR generalists looking for stronger skills at preventing and managing internal legal issues or looking for an understanding of the laws affecting employer-employee relations. Line managers and supervisors who would benefit from a working knowledge of laws affecting the workplace.

Course Format

eCornell takes a problem-based approach to learning, and our courses are built around realistic case studies and scenarios. All courses are self-paced, and are facilitated by an eCornell instructor, who leads the online discussions and is available to answer any questions about the course content.

This course contains the following modules:

• Exploring Individual Laws
  • Key employment laws and theories for FMLA, FLSA, OSHA, NLRA, and related state and local laws
  • Identifying and organizing information needed in order to seek advice from a legal expert on issues surrounding these laws
  • Strategies for helping an organization comply proactively with these laws

• Exploring Multiple Laws
  • Identifying the legal issues surrounding FMLA, FLSA, OSHA, NLRA, and related state and local laws that may apply to complex workplace situations
  • Asking the right questions to determine which employment laws may apply to complex workplace situations
  • Gathering the necessary information to help in the legal analysis of situations involving multiple laws

Benefits to the Learner

After completing this course, participants will be able to:

• Describe FMLA, FLSA, OSHA, NLRA, and state and local laws, as well as some of the key legal aspects of each law or policy
• Recognize workplace issues related to FMLA, FLSA, OSHA, NLRA, and state and local laws
• Conduct investigations into workplace issues involving one or more of these laws by identifying questions and information you will need to gather
• Organize information needed by legal experts when seeking advice about FMLA, FLSA, OSHA, NLRA, and state and local matters
• Develop strategies for helping your organization comply proactively with FMLA, FLSA, OSHA, NLRA, and state and local laws and policies

Authoring Faculty

Susan Brecher, Esq., Director Curriculum Training and Design

Sponsoring School

Cornell University’s School of Industrial and Labor Relations

Total Learning Time

Approximately five to six hours over a period of two weeks.

Prerequisites

This course is part of a series of eCornell courses devoted to human resources and the law. If you are unfamiliar with this topic or uncertain of your ability to accomplish this courses’ objectives, you may want to complete Issues and Concepts in Equal Employment Opportunities Law (ILRHR501) prior to enrolling in ILRHR502.

Course Start Date

Registration Deadline

In this course, you will explore how to effectively attract and retain talent by creating a powerful employment brand that resonates with different parts of the workforce, and theory on effective selection of employees based on concepts of job and organizational fit. Through the business school approach of case studies you will apply the theories and uses of social media tools to your own organization. Explore how social media is shaping up to continue to be valuable to the HR professional, and apply this knowledge to your recruiting and retention activities today.

Benefits to the Learner

Upon completion of this course, you will be able to:
 

• Develop an employee value proposition and employer brand that resonates both inside and outside of the organization.
• Effectively communicate the employer brand to constituencies both inside and outside the organization through social media tools.
• Identify and leverage key principles of employee selection through your social media channels
• Use social media for tailored external searches and as key screening tool in the employee selection process.

Authoring Faculty

Chris Collins, PhD, Associate Professor of Human Resource Studies and Director of Cornell University’s Center for Advanced Human Resource Studies (CAHRS).

Sponsoring School

Cornell University’s School of Industrial Labor Relations (ILR)

Total Learning Time

6-8 hours over the course of 2 weeks.

Course Start Date

Registration Deadline

The focus of this course is health, or welfare, benefits: what they are, how they are funded, what is mandated and what options exist.

The course also explores other types of benefits, including flexible benefits and flexible spending accounts.

Who Should Take This Course?

HR generalists who require a comprehensive overview of the benefits function, and individuals who have recently acquired responsibility for benefits administration and/or planning.

Course Format

eCornell takes a problem-based approach to learning, and builds each course around realistic case studies and scenarios. All courses are self-paced, and are facilitated by an eCornell instructor, who leads the online discussions and is available to answer specific questions about the course content.

This course contains the following modules:

• Group Welfare Plans
  • Welfare benefits terms and concepts
  • Effectively communicating the features of welfare benefits to employees
  • Cost shifting options
  • Flexible spending accounts

• Flexible Benefits and Trends
  • Flexible benefits: what they are and how they work
  • Future trends in the world of benefits
  • Additional types of benefits that can help you serve a diverse workforce
  • Effectively communicating the features of flexible benefits to employees

Benefits to the Learner

After completing this course, participants will be able to:

• Identify general benefits terms related to health insurance
• Use a Benefits Manual, Summary Plan Description, or other internal and external resources to understand the benefit plans that an organization offers
• Describe and define welfare benefits terms and concepts
• Identify health benefit initiatives for your organization to consider
• Communicate (or assist in communicating) the features of health benefit plans to management and employees
• Begin to develop the skills needed to establish an ongoing relationship with employees, benefit experts, and service providers in order to help people understand their health benefits and make the right decisions

Authoring Faculty

M. Michael Markowich, Ph.D., ILR Extension Faculty

Deborah Peters, Teaching Associate

Sponsoring School

Cornell University’s School of Industrial and Labor Relations

Total Learning Time

Approximately 5-6 hours over a period of two weeks.

Course Start Date

Registration Deadline

As an HR professional, successfully negotiating, procuring, and administering an attractive benefits package enhances your value to your organization and employees.

This course explores the current environment of the benefits industry and goes in-depth into retirement plans.

Who Should Take This Course?

HR generalists who require a comprehensive overview of the benefits function, and individuals who have recently acquired responsibility for benefits administration and/or planning.

Course Format

eCornell takes a problem-based approach to learning, and builds each course around realistic case studies and scenarios. All courses are self-paced, and are facilitated by an eCornell instructor, who leads the online discussions and is available to answer any questions about the course content.

This course contains the following modules:

• The World of Benefits
  • Vocabulary and tools of the trade used in the benefits world
  • The different components of benefits programs
  • The importance of communication to any benefits program

• Retirement Plans
  • Understanding the retirement planning goals of individuals
  • Ways in which retirement plans can be structured
  • The difference between defined benefit and defined contribution plans
  • Communicating the features of retirement benefit plans to employees

Benefits to the Learner

After completing this course, participants will be able to:

• Define and describe retirement benefits terms and concepts
• Recognize the difference between defined benefit and defined contribution plans
• Identify retirement benefit initiatives for your organization to consider
• Communicate (or assist in communicating) the features of retirement benefit plans to management and employees
• Begin to develop the skills needed to establish an ongoing relationship with employees, benefit experts, and service providers in order to help people understand their retirement benefits and make the right decisions

Authoring Faculty

M. Michael Markowich, Ph.D., Extension Faculty

Deborah Peters, Teaching Associate

Sponsoring School

Cornell University’s School of Industrial and Labor Relations

Total Learning Time

Approximately 5-6 hours over a period of two weeks.

Course Start Date

Registration Deadline

HR leaders have the ability to drive business performance by defining, designing, developing, and delivering competitive advantage through people. A key component of their ability to do so is a solid understanding of the organization’s business drivers and a demonstrable competence in matching human capital to strategic initiatives. Metrics enable HR to demonstrate its competence in terms of its business literacy and adopt a data-driven approach to management and leadership.

This course focuses on identifying and developing key measures of HR’s impact on business outcomes. It distinguishes between business metrics and HR metrics and relates them in terms of how to measure and communicate HR’s value. Metrics must support the organization’s business model. This course provides models for matching metrics to organizational outcomes and developing business-based metrics including the use of the balanced scorecard tied to financial, customer, process, and people outcomes. This course also provides frameworks for categorizing and analyzing metrics according the business value they measure, analyzing HR metrics, and building a model to link metrics to organizational goals and priorities.

Who Should Take This Course?

This course is designed for manager-, director-, and executive-level HR professionals who are charged with improving HR’s ability to contribute to organizational strategy and success. It is also appropriate for HR professionals seeking the strategic skills required for advancement to management and leadership positions.

Course Format

All eCornell courses are delivered online and are self-paced. An eCornell instructor leads the online discussions, grades any course projects, and is available to answer specific questions about the course content.

This course contains the following modules:

• Metrics for HR Leaders
  • Meeting Challenges and Making Decisions
  • Metrics That Support the Business Model

• Metrics for Business Literacy
  • Developing a Strategy Map
  • Using the Balanced Scorecard

• Metrics for Business Value
  • Categorizing Metrics for Value
  • Building Your Metrics Model

Benefits to the Learner

Participants who complete this course will be able to:

• Use metrics to make better HR decisions
• Account for the limitations of metrics for analyzing and managing the HR function
• Use the balanced scorecard to measure financial, customer, process, and people outcomes
• Avoid the potential misuses of metrics
• Categorize and evaluate metrics to make better use of them

Authoring Faculty

Patrick M. Wright, Ph.D., Professor and Director, Center for Advanced Human Resources Studies

Sponsoring School

Cornell University’s School of Industrial and Labor Relations

Total Learning Time

Approximately five to six hours over a period of two weeks.

Course Start Date

Registration Deadline

Effective HR leaders look beyond managing the HR function. They don’t stop at building the talent pool of the organization; they operate at the most senior levels and play a strategic role in the organization. They influence the strategic planning process to ensure alignment with the goals and values of the organization, while managing the process to ensure superior outcomes.

This course is based on the research and industry expertise of Patrick M. Wright, Ph.D., Professor and Director of the Center for Advanced Human Resources Studies (CAHRS) at Cornell University. It introduces Dr. Wright’s SELF Model of Human Resources Leadership that defines the leadership and influencing competencies needed to balance the tradeoffs present in the formation of organizational strategy. The SELF Model focuses on HR’s role in guiding strategy development to ensure that it will result in the expected Strategic, Ethical, Legal, and Financial outcomes for an organization. This course also introduces the Human Frailties framework, a tool for managing the interpersonal dynamics at the most senior levels of the organization in order to produce the most positive results.

Who Should Take This Course?

This course is designed for manager-, director-, and executive-level HR professionals who are charged with improving HR’s ability to contribute to organizational strategy and success. It is also appropriate for HR professionals seeking the strategic skills required for advancement to management and leadership positions.

Course Format

All eCornell courses are delivered online and are self-paced. An eCornell instructor leads the online discussions, grades any course projects, and is available to answer specific questions about the course content.

This course contains the following modules:

• How HR Leads
  • HR Then and Now
  • Strategy and the HR Professional

• Influencing Strategy Formulation
  • Decision-making Perspectives
  • The SELF Model

• Managing Strategy Formation
  • The Human Frailties Framework
  • The HR Director’s Roles

Benefits to the Learner

Participants who complete this course will be able to:

• Describe three major roles you can play as an HR leader
• Effectively influence business strategy as an HR leader
• Discuss factors that may derail leaders and strategy
• Implement guardrails to keep derailment from happening

Authoring Faculty

Patrick M. Wright, Ph.D.,Professor and Director, Center for Advanced Human Resources Studies

Sponsoring School

Cornell University’s School of Industrial and Labor Relations

Total Learning Time

Approximately five to six hours over a period of two weeks.

French Course Offering

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Course Start Date

Registration Deadline

The role of the HR professional is being transformed from that of the guardians or enforcer of an organization’s policies and procedures into that of a strategic business partner. As demands on and expectations of HR professionals change, they must continually develop new skills to add value to the organization. Essential skills of the HR Professional as Business Partner are consulting skills. As an internal consultant, HR professionals act as a proactive advisor providing critical input into the strategic initiatives of the organization and become increasingly involved in the implementation of strategies. As HR professionals take on these additional responsibilities, our role changes and we are able to have a greater impact on the organization.

Who Should Take This Course?

This course is designed for Human Resource professionals charged with making Human Resources a strategic partner in their organization and acting as an internal consultant.

Course Format

eCornell takes a problem-based approach to learning, and builds each course around realistic case studies and scenarios. All courses are self-paced, and are facilitated by an eCornell instructor, who leads the online discussions and is available to answer specific questions about the course content.

This course may also be taken in an in-person classroom setting at any of ILR’s six locations around New York State: New York City, Ithaca, Albany, Rochester, Long Island and Buffalo. Please visit ILR’s Management Programs page for more information.

Benefits to the Learner

After completing this course, participants will be able to:

• Redefine their role as proactive and advisory rather than reactive and authoritative
• Be an effective consultant
• Build and maintain credibility with their clients through intimate knowledge of their organization
• Implement the seven stages of the consulting process

Authoring Faculty

Robert Prescott, Adjunct Faculty

Steve Steckler, Adjunct Faculty

Susan Brecher, Esq., Director Curriculum and Training Design

Sponsoring School

Cornell University’s School of Industrial and Labor Relations

Total Learning Time

Approximately five to six hours over a period of two weeks.

Accreditation

This course has been approved for six recertification credit hours toward PHR and SPHR recertification through the Human Resources Certification Institute (HRCI). Please contact the Human Resources Certificate Institute (HRCI) for further information about certification or recertification.

Course Start Date

Registration Deadline

In today’s litigious workplace environment, being on top of legal issues that directly affect individual employees and your organization is critical to your success as an HR professional. This course will introduce you to the relationship between Equal Employment Opportunities (EEO) laws, Affirmative Action (AA) laws, and the concept of Diversity. With our case study approach, you will not only learn about relevant federal, state, and local laws, but also be able to apply them to daily operations and special situations.

Who Should Take This Course?

HR generalists looking for stronger skills at preventing and managing internal legal issues and an understanding of the laws affecting employer-employee relations. Line managers and supervisors who would benefit from a working knowledge of laws affecting the workplace.

Course Format

eCornell takes a problem-based approach to learning, and our courses are built around realistic case studies and scenarios. All courses are self-paced, and are facilitated by an eCornell instructor, who leads the online discussions and is available to answer specific questions about the course content.

This course contains the following modules:

• Putting Employment Laws into Context
  • An examination into the layers of employee rights
  • What employment laws cover, and how various laws, court rulings, and agreements all influence employer-employee relations

• EEO, Affirmative Action, and Diversity
  • The relationship between Equal Employment Opportunities (EEO) laws, Affirmative Action (AA) laws and the concept of Diversity
  • The separate EEO and AA laws, specifically Title VII of the Civil Rights Act of 1964 (Title VII), Age Discrimination in Employment Act (ADEA), Americans With Disabilities Act (ADA), and AA laws

Benefits to the Learner

After completing this course, participants will be able to:

• Describe the relationship between laws, court cases, agreements, and policies and procedures related to employment issues
• Describe EEO, AA, and Diversity, as well as some of the key legal aspects of each law or policy
• Recognize EEO, AA, and Diversity issues within your workplace
• Conduct investigations into EEO, AA, and Diversity issues by identifying questions and information you will need to gather
• Organize information needed by legal experts when seeking advice about EEO, AA, and Diversity matters
• Develop strategies for helping your organization comply proactively with EEO, AA, and Diversity laws and policies

Authoring Faculty

Susan Brecher, Esq., Director Curriculum and Training Design

Sponsoring School

Cornell University’s School of Industrial and Labor Relations

Total Learning Time

Approximately five to six hours over a period of two weeks.

Course Start Date

Registration Deadline

This course covers how to develop a strong employee relations program that inspires people to deliver maximum levels of performance, models the company culture, and carries out your corporate strategy.

The course uses an interactive case study simulation to address many of these topics.

Who Should Take This Course?

HR professionals who have responsibility for employee relations in their organizations, and employees who have recently assumed this function in addition to other duties.

Course Format

eCornell takes a problem-based approach to learning, and builds each course around realistic case studies and scenarios. All courses are self-paced, and are facilitated by an eCornell instructor, who leads the online discussions and is available to answer any questions about the course content.

This course contains the following modules:

 

• The World of Employee Relations
  • The role of the HR practitioner with respect to employee relations
  • Internal and external factors impacting employee relations
  • Sources of employee relations issues and concerns
  • Employee relations programs/strategies in your organization
     

• Organizational Culture
  • Organizational culture and its connection to employee relations
  • Strategies to resolve conflicts between personal values and organizational values
  • The role of employee relations in addressing discrepancies between organizational and personal values
     

• Work/Life Balance
  • The relationship between employee relations and work/life balance
  • Factors driving the trend toward increased focus on work/life balance issues on the part of both employees and employers
  • Implementing work/life balance programs
     

Benefits to the Learner

After completing this course, you will be able to:    

• Identify and analyze factors within the organization including; behaviors, lack of harmony between organizational and personal values, and others that may give rise to employee relations issues and concerns
• Assess the impact of organizational culture on employee relations
• Identify and implement components of effective ER strategies and practices

Authoring Faculty

Mary S. Rudder, Adjunct Instructor

Sponsoring School

Cornell University’s School of Industrial and Labor Relations

Total Learning Time

Approximately 5-6 hours over a period of two weeks.

Course Start Date

Registration Deadline

This course covers the process of identifying staffing needs, conducting searches, and finding the best candidates. It will introduce a systematic approach that can be applied to most organizations.

Who Should Take This Course?

HR professionals responsible for recruiting, screening, hiring, promoting, and outplacing employees. Line managers, supervisors, and team leaders who are involved in the recruiting process or in making promotion and succession decisions.

Course Format

eCornell takes a problem-based approach to learning, and builds each course around realistic case studies and scenarios. All courses are self-paced, and are facilitated by an eCornell instructor, who leads the online discussions and is available to answer any questions about the course content.

This course contains the following modules:

• Do We Need to Hire?
  • Identifying the need, and when additional staffing is the best way to fill that need
  • Elements of effective job descriptions and job postings
  • Diversity as a strategic initiative within the organization
  • Internal and external sources for recruiting new employees
  • Sources to help diversify your workforce

• Whom Are We Going to Hire?
  • Developing effective selection criteria
  • Evaluating resumes
  • Structuring interviews, and developing effective, non-discriminatory interview questions
  • Evaluating candidates with respect to the selection criteria you have established
  • Addressing challenges associated with multicultural awareness
  • Achieving diversity in the selection process
  • Best practices related to giving and checking references
  • Laws and legal issues surrounding the selection process
  • The use of testing as a predictor of performance

Benefits to the Learner

After completing this course, participants will be able to:

• Describe a systematic approach to selection and staffing issues
• Implement and integrate the selection techniques appropriate to your organization
• Evaluate candidates with respect to the selection criteria you have established

Authoring Faculty

Ronald M. Katz, Adjunct Faculty

Sponsoring School

Cornell University’s School of Industrial and Labor Relations

Total Learning Time

Approximately 5-6 hours over a period of two weeks.

Course Start Date

Registration Deadline

This course covers the issues and best practices related to employee retention, reductions in force, and documenting and reporting on the selection and staffing process. It illustrates a systematic approach that can be applied to most organizations.

Who Should Take This Course?

HR professionals responsible for recruiting, screening, hiring, promoting, and outplacing employees.

Line managers, supervisors, and team leaders who are involved in the recruiting process or in making promotion and succession decisions.

Course Format

eCornell takes a problem-based approach to learning, and builds each course around realistic case studies and scenarios. All courses are self-paced, and are facilitated by an eCornell instructor, who leads the online discussions and is available to answer any questions about the course content.

This course contains the following modules:

How Do We Keep Employees?

Effective orientation as a retention tool
Implementing an effective orientation program
Elements of an effective succession plan
Identifying high-potential employees

What Happens When People Leave?

How and why people leave an organization
Effective and legal strategies for managing a downsizing
The role of HR in managing a workforce reduction
Structuring and conducting an effective exit interview

Reporting and Effectiveness

Reports, tools, and measurements the HR department can use to demonstrate its value to the organization
Effectiveness versus efficiency
Aligning HR effectiveness measurements with the organization’s strategic business priorities

Benefits to the Learner

After completing this course, participants will be able to:

Identify effective strategies for retaining valued employees
Implement effective strategies for managing employee departures and reductions in force
Use reports to measure the effectiveness of the HR department’s selection and staffing process

Authoring Faculty

Ronald M. Katz, Adjunct Faculty

Sponsoring School

Cornell University’s School of Industrial and Labor Relations

Total Learning Time

Approximately 5-6 hours over a period of two weeks.

Prerequisites

This course is part of a series of eCornell courses devoted to selection and staffing. If you are unfamiliar with this topic or uncertain of your ability to accomplish this courses’ objectives, you may want to complete Selection and Staffing: The Selection Process (ILRHR509) prior to enrolling in ILRHR510.

Course Start Date

Registration Deadline