HR Skills for Line Managers Training Course

Participants can identify staffing needs and define roles with clear requirements.

• Workload analysis using demand, capacity, skills and coverage assumptions
• Headcount requirements separated from capability gaps and succession risks
• Role profiles built from outputs, accountabilities, skills and decision rights
• RACI matrix clarifying manager, employee, HR and stakeholder responsibilities
• Flexible work arrangements assessed against service, equity and control needs
• Succession discussions identifying critical roles, readiness and development actions

Participants can run a structured and fair selection process for team vacancies.

• Selection criteria derived directly from role outputs and essential requirements
• Structured interviews using consistent questions, probes and scoring anchors
• Competency-based questions testing past behaviour through specific evidence
• Work-sample tests matched to realistic role tasks and standards
• Selection panels calibrated before interviews and documented after decisions
• Bias controls applied during shortlisting, interviews and candidate comparisons

Participants can plan onboarding and manage probation through timely evidence-based reviews.

• Thirty-sixty-ninety-day onboarding plan covering role, relationships and early outputs
• Induction responsibilities allocated between manager, buddy, HR and employee
• Probation objectives set with measurable standards, milestones and review dates
• Early feedback gathered from work outputs, stakeholders and observed behaviours
• Probation concerns addressed promptly through documented support and expectations
• Confirmation, extension or termination decisions supported by proportionate evidence

Participants can set clear expectations and build practical performance plans with employees.

• SMART objectives linked to team outputs, quality standards and deadlines
• Key performance indicators distinguished from activity measures and project milestones
• Behavioural expectations defined through observable actions and working standards
• Performance plans balancing results, capability development and stakeholder relationships
• Cascading team priorities into individual responsibilities and decision boundaries
• Review cadence agreed through weekly check-ins and formal performance discussions

Participants can deliver specific feedback and hold constructive performance review meetings.

• SBI feedback model linking situation, behaviour and impact precisely
• Evidence gathered from work outputs, records, observations and stakeholder input
• Performance review agendas balancing recognition, evidence, priorities and support
• Active listening techniques: paraphrasing, summarising, probing and checking assumptions
• Difficult messages delivered directly without judgemental labels or vague criticism
• Written review notes recording agreements, deadlines, support and follow-up

Participants can use coaching and development planning to build employee capability.

• GROW coaching model structuring goal, reality, options and commitment discussions
• Development needs diagnosed from performance evidence, role requirements and aspirations
• Seventy-twenty-ten development planning combining experience, relationships and formal learning
• Delegation levels matched to employee competence, confidence and task risk
• Career conversations separating current performance from future potential assessments
• Development plans specifying actions, resources, evidence and review dates

Participants can diagnose underperformance and implement a fair improvement process.

• Underperformance diagnosis separating skill, will, resources, clarity and workload factors
• Performance improvement plans defining standards, support, evidence and review points
• Root-cause questioning testing assumptions before assigning employee responsibility
• Support measures selected through training, coaching, tools or workload adjustments
• Formal performance processes distinguished from disciplinary action for misconduct
• Escalation briefs summarising actions, evidence, employee response and outstanding risks

Participants can manage absence consistently while addressing support and operational requirements.

• Absence records reviewed for frequency, duration, patterns and operational impact
• Return-to-work conversations covering wellbeing, causes, support and expectations
• Bradford Factor understood as one indicator requiring contextual management judgement
• Medical information handled confidentially with appropriate HR and occupational-health referral
• Reasonable adjustment discussions focused on barriers, options and work requirements
• Attendance action plans documenting triggers, support, monitoring and review dates

Participants can identify wellbeing concerns and take appropriate manager-led actions.

• HSE Management Standards used to identify common workplace stressors
• Workload reviews testing demands, control, support, relationships and role clarity
• Psychological safety supported through respectful challenge, listening and error reporting
• Wellbeing conversations held without diagnosing health conditions or making assumptions
• Early warning signs documented through observable changes in work behaviour
• Referral routes explained for HR, occupational health and employee assistance programmes

Participants can make people decisions that support inclusion and reduce discrimination risk.

• Protected-characteristic risks identified within recruitment, allocation and performance decisions
• Indirect discrimination assessed through apparently neutral rules and disproportionate impacts
• Reasonable adjustments considered through individual needs, role demands and evidence
• Inclusive meeting practices supporting participation, accessibility and respectful discussion
• Microaggressions addressed promptly through facts, impact and expected behaviour
• Decision records demonstrate consistent criteria and legitimate management rationale

Participants can respond to conduct concerns using proportionate fact-finding and documentation.

• Misconduct distinguished from capability, attendance and interpersonal disagreement cases
• Initial fact-finding establishes allegations, sources, urgency and immediate safeguards
• Investigation scope defines questions, evidence sources, timescales and confidentiality requirements
• Witness meetings recorded through factual notes, quotations and agreed corrections
• Suspension considered as a neutral precaution, not an automatic response
• ACAS Code principles applied to notice, hearing, representation and appeal

Participants can address workplace conflict early and manage grievances through fair process.

• Conflict styles assessed using competing, avoiding, accommodating, compromising and collaborating responses
• Informal resolution considered before formal grievance procedures where appropriate
• Mediation suitability assessed through safety, willingness, power and confidentiality factors
• Grievance meetings planned around allegations, evidence, desired outcomes and procedural rights
• De-escalation language separates observed facts, impacts, requests and personal interpretations
• Outcome communications explain findings, actions, confidentiality limits and appeal routes

Participants can communicate people changes clearly and maintain constructive employee relations.

• Employee-relations climate assessed through concerns, turnover, absence and representative feedback
• Change messages structured around rationale, impact, timing, support and next actions
• Consultation distinguished from communication, notification and individual performance discussions
• Stakeholder mapping identifies affected groups, influence, concerns and communication needs
• Rumours addressed through timely facts, acknowledged uncertainties and clear follow-up
• Manager briefings align messages, decision boundaries and escalation arrangements

Participants can create accurate management records and handle employee information appropriately.

• Case notes separate facts, employee statements, manager observations and decisions
• Contemporaneous records capture dates, attendees, evidence and agreed next steps
• Data minimisation applied when collecting sensitive employee information
• Confidential records stored, shared and retained according to organisational procedures
• People dashboards track turnover, absence, vacancies, performance and training actions
• Trend analysis distinguishes recurring patterns from isolated team events

Participants can prepare clear recommendations and communicate decisions to employees and HR.

• Manager briefings structure issue, evidence, options, recommendation and required decision
• Written communications use plain language, respectful tone and clear actions
• Stakeholder concerns anticipated through interests, risks, objections and response options
• Escalation conversations present facts before interpretation, opinion or requested support
• Boundary-setting scripts communicate non-negotiable standards without unnecessary confrontation
• Meeting follow-up confirms decisions, owners, deadlines and review arrangements

Participants can build, review and present a complete people-management response to a realistic team case.

• Case diagnosis prioritises workforce, performance, absence, conduct and relationship issues
• Team people-management plan integrates objectives, development, wellbeing and employee-relations actions
• Recruitment and onboarding proposal addresses an identified capability or capacity gap
• Performance intervention specifies evidence, feedback, support, review dates and escalation
• Risk register records fairness, confidentiality, documentation and operational delivery controls
• Presentation defends recommendations using policy, evidence, proportionality and expected outcomes