Fall 2009-Spring 2010 Advancing The World of Work

Fall 2009–Spring 2010
Advancing The World of Work
What’s New in the

Human Resources
Program
Expanded career options for

Human Resource Professionals
www.ilr.cornell.edu/mgmtprog/hr/new
Welcome to Cornell!
Your Partner for Human Resources Career
Advancement. Introducing our new three-tiered
portfolio and Learn-for-the-Turn.
Do you have the right skills to make a business impact?
Are you focusing on development that will advance
your career?
Our HR portfolio has been designed to support you throughout your career
by providing essential knowledge and skills that you need to learn, turn to
the next level of your career and advance. Featuring assessments, workshops
and personalized attention, our growth oriented approach will help you excel
in your current role; and anticipate, prepare for and accelerate your transition
to the next career level.
Three graduated tiers of practitioner training are offered:
• Driving HR Strategy: workshops are advanced-level training for the

seasoned HR professional.
• Building Business Partnerships: workshops are designed for those
experienced in HR and transitioning into a strategic HR role.
• Executing HR Practices: workshops will prepare HR professionals to
perform essential HR functions and initiatives.
These levels of training are targeted to address issues and challenges that HR
professionals are faced with over their career.
Explore our exciting opportunities and consult with your Cornell, ILR partner
to find the programs that best meet your development needs.
Continuing Education Units

Cornell offers continuing education units (CEUs) for all workshops in this catalog.
Each full day of training equals .6 CEUs. To be eligible to receive CEUs, you must
attend and participate in the entire workshop. Applications and letters of completion
will be available on the last day of the workshop you attend. Forms and more
information are also available at www.ilr.cornell.edu/mgmtprog. Please address
all questions to ilrcustomerservice@cornell.edu or fax them to 607-255-9826.
Tr a i n i n g L o c a t i o n
New York City: 16 East 34th Street, 6th Floor
Cornell ILR has been designated as a

Human Resources Certification Institute (HRCI)
approved provider. For more information about
recertification credits toward your PHR or SPHR,
please visit www.hrci.org or our website.
This symbol throughout the catalog indicates approved workshops.

Human
Resources
Program
Cornell ILR Difference . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
Five Ways to Advance your Career. . . . . . . . . . . . . . . . . 2
Certificates. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3–7
Driving HR Strategy Workshops

• Organizational Agility: Securing and Sustaining
Competitive Advantage – NEW. . . . . . . . . . . . . . . . . . 8
• M&A: HR and Enterprise Growth Strategy,
Table of Contents
a “Seat-at-the-table” – NEW. . . . . . . . . . . . . . . . . . . . 9
• Executive Compensation: When the Public and
Government are Watching – NEW . . . . . . . . . . . . . . . 9
• Senior Leader Transitions: An Opportunity for
Driving Strategic Change – NEW. . . . . . . . . . . . . . . . 10
Building Business Partnership Workshops
• Negotiating a Strategic Partnership with your
Line Leaders – NEW. . . . . . . . . . . . . . . . . . . . . . . . . . 11
• Fiscal and Operational Literacy for the
HR Practitioner – NEW. . . . . . . . . . . . . . . . . . . . . . . . 12
• Organization Design: An Essential HR
Capability – NEW . . . . . . . . . . . . . . . . . . . . . . . . . . . 13
• Ethical Considerations for HR Professionals . . . . . . . . 14
• Employee Complaints and Internal Investigations . . . 15
• Conflict Resolution: Coaching and Facilitation . . . . . . 16
• Advanced Employee Complaint Handling . . . . . . . . . 17
Executing HR Practices Workshops
• Fundamentals of Human Resources . . . . . . . . . . . . . . 18
• Human Resources and the Law . . . . . . . . . . . . . . . . . 19
• Introduction to Human Resources Law . . . . . . . . . . . 20
• Building and Managing Employee Relations . . . . . . . 21
• Fundamentals of Employee Benefits . . . . . . . . . . . . . 22
• Fundamentals of Compensation . . . . . . . . . . . . . . . . 23
• Job Analysis and Evaluation . . . . . . . . . . . . . . . . . . . . 24
• Selection and Staffing . . . . . . . . . . . . . . . . . . . . . . . . 25
• Performance Management and Appraisal . . . . . . . . . 26
• Developing Effective Training . . . . . . . . . . . . . . . . . . . 27
• Training for Impact – NEW . . . . . . . . . . . . . . . . . . . . 28
• Effective Interviewing. . . . . . . . . . . . . . . . . . . . . . . . . 29
• Advanced Issues in Employee Relations . . . . . . . . . . . 30
• Essentials of Strategic Human Resources Planning . . . 31
• Foundations of Internal Consulting Skills . . . . . . . . . . 31
• The Role of HR in Organization Development . . . . . . 32
Registration Form. . . . . . . . . . . . . . . . . Inside Back Cover

Registration Information . . . . . . . . . . . . . . . . Back Cover
The Cornell ILR Difference
• Ivy League education and credentials with a schedule

designed for working professionals
• Dynamic program that has been delivering excellence

for over 50 years by integrating research, thought
leadership and practical applications. ILR is one of the
nation’s most prestigious and influential workplace-
focused institutions.
• Powerful learning for Human Resource professionals

across all career levels
• Designed for private industry, government agencies

and non-profits
| The Cornell ILR Difference
• Established resource and authority on workplace

and employment law
Five Ways to Advance Your Career

Human Resources
1) Certificate Programs. Develop in-depth knowledge in your

specialized area by completing a sequence of 5 to 9 workshops.
Earn a Cornell Certificate, a nationally recognized credential.
2) Interactive One-to-Three-Day Workshops. Featuring experienced

faculty and interactive learning with a diverse mix of professional
peers.
3) Custom, On-Site Learning. Programs that address your

organization’s issues and needs. Practical solutions, delivered to
your employees at your workplace.
4) Blended Learning. A combination of in-person and eLearning

offering the benefits of varied instructional approaches.
5) Distance Learning and eCornell On-Line Learning. Designed

for diverse audiences, particularly people in different locations.
Consult the Cornell team about your organizations HR training needs and
select the options that best meet your needs. For specific questions, please
call Gwyneth L. Dobson at 212-340-2875 or e-mail gld4@cornell.edu.
2 | R e g i s t e r o n - l i n e a t w w w. i l r. c o r n e l l . e d u / m g m t p ro g / h r / n e w
Certificate
Programs
Cornell ILR offers a wide array of certificates for professionals in the
workplace. Choose from 6 different Human Resources certificates of
study to acquire the specialized knowledge and skills you need to succeed
in today’s changing work environment. Employers and employees alike
recognize ILR as the leading authority on issues related to the workplace. A
Cornell certificate provides you with in-depth expertise in your chosen
field, improves your job performance, and equips you with an added
credential to help you advance in your career. Each curriculum includes core
workshops that span the depth of contemporary knowledge and offers
electives that allow you to tailor the certificate to your individual
development needs. Cornell certificates are awarded each year in the
following areas:
• Human Resources Studies
Human Resources
• Advanced HR Studies
• Employee Relations
• HR Complaints and Internal Investigations
• Advanced EEO/HR Complaint Handling
• Business Partnership
G e n e r a l R e q u i re m e n t s
To earn a certificate from Cornell, all workshops associated with your
| Certificate Programs
certificate must be taken within a five-year period. You must attend in its
entirety and actively participate in each workshop, and complete any pre-
work, assignments, or evaluations.
It is not necessary to officially enroll in a certificate program. Each certificate’s
specific requirements, along with a faculty contact, are detailed on the
following pages.
Wo r k s h o p s a n d U n i t s N e e d e d
The number of workshops needed to complete a certificate varies depending
on the curriculum. Most certificates require from 3 to 7 workshops, totaling
6 to 14 days of training. See the individual certificate requirements for more
information.
Depending on the workshops you choose, you may end up completing a
certificate with more units than the minimum amount required.
Please note, if you have taken a workshop as part of the core curriculum of a
certificate, you may not apply it towards the elective requirements of another
certificate.
For specific questions, please call Gwyneth L. Dobson at 212-340-2875 or
e-mail gld4@cornell.edu.
Call for Information 866-470-1922 | 3

Human Resources Studies Certificate
This certificate provides a foundation in the key disciplines of the HR
profession. You must complete six workshops totaling a minimum of 72
units. Five of these workshops must be selected from the core curriculum,
and one must be selected from the list of approved electives. Individuals
with less than 6 months experience must take Fundamentals of Human
Resources as a pre-requisite. This certificate is also offered online (see
www.ecornell.com/ilr).
Core Curriculum Page Units
Human Resources and the Law 19 18
or Introduction to HR Law* 20 6
Building and Managing Employee Relations 21 12
Selection and Staffing † 12
Fundamentals of Compensation 23 12
Fundamentals of Employee Benefits 22 12
Performance Management and Appraisal 26 12
Electives (choose one or two)
Effective Interviewing 29 12
Fundamentals of Human Resources 18 18
Fundamentals of Compensation 23 12
(if not taken as part of the core)
Human Resources
Fundamentals of Employee Benefits 22 12

(if not taken as part of the core)
Developing Effective Training 27 12
Training for Impact 28 18
Total 72
*If you take “Introduction to Human Resources Law” then you must take either one 18 unit
elective or two 12 unit electives.
Advanced HR Studies Certificate

This certificate is for human resource professionals who have several years
of experience in the field and who want to prepare themselves to move to
a generalist position with greater responsibility. In order to earn this
certificate, you must actively participate in and complete seven workshops
totaling 72 units.
Essentials of Strategic HR Planning 31 12
Organizational Change: The Fundamentals (OC382) † 12
Foundations of Internal Consulting Skills 31 6
Essentials For Successful Project Management (MD342) † 6
Influence Strategies (MD372) † 6
Ethical Considerations for HR Professionals 14 6
Role of HR in Organization Development 32 12
Finance for Nonfinancial Manager (MD271) † 12
Total 72
† Please visit www.ilr.cornell.edu/mgmtprog/hr/new for descriptions

of workshops not listed in this brochure.
Employee Relations Certificate
Employee Relations (ER) is more than a just another “HR function.” HR
professionals who manage from an employee relations perspective can
contribute significantly to the attainment of overarching strategic
organizational objectives. ER is individually and organizationally
expansive and its impact is significant. Cornell ILR’s Employee
Relations Certificate will provide you with a fuller New
understanding of the impact of employee relations on the Requirements
business and individual, and will enable you to use an ER
approach to manage, strategize, and accomplish your business
goals more effectively. To earn this certificate, you will need to
complete all core requirements (48 units) as well as (12 units) of elective
workshop time.
Human Resources
The Employee Relations Certificate requirements have changed. If you began
the program under the old curriculum, please contact Gwyneth Dobson
(GLD4@Cornell.edu and 212-340-2875) to discuss your curriculum options
moving forward.
Core Curriculum (must take all) Page Units

Introduction to HR Law 20 6
Building and Managing Employee Relations 21 12
Advanced Issues in Employee Relations 30 12
Ethical Considerations for HR Professionals 14 6
Developing Effective Communication Skills (MD322) † 12

Electives (Take one or two workshops to total 12 units)
Managing a Diverse Workforce (MD355) † 6
Navigating Difficult Conversations (MD125) † 6
Performance Management and Appraisal 26 12
Total 60

HR Complaints and Internal
Investigations Certificate
(previously HR Dispute Management and Conflict Resolution)
Requirements: Page Units

HR and the Law* (recommend taking first) 19 18
Employee Complaints and Internal Investigations 15 12
(Previously Dynamics of Handling Employee Complaints
and Concerns)
Advanced Employee Complaint Handling 17 12
(Previously Advanced Dynamics of Handling Employee
Complaints and Concerns)
Resolving Conflict (MD336) † 12
Conflict Resolution: Coaching and Facilitation 16 6
(Previously ADR: Coaching For Conflict Resolution)

Power of Listening (MD321) † 12
Total 72
*HR and the Law is the only workshop double counted from HR Certificates
Required workshops that are not double counted can be replaced with: EEO Internal, External
& ADR Procedures, Harassment Prevention, Diversity Awareness. Note: If all of these workshops
have been taken contact Susan W. Brecher, Director at swb6@cornell.edu
Human Resources
Business Partnership Certificate New

The Business Partnership Certificate will offer you robust and hands-on
experience with this increasingly important HR role. Workshops will be taught
by instructors who have expertise in business and HR practices. To earn this
certificate you will complete 8 workshops (including 2 electives) for a total of
84 units that focus on business strategy and drivers, financial and operational
literacy, organizational consulting and effectiveness and personal effectiveness.
Three core workshops for this certificate are available in Fall 2009. The
remaining workshops will launch in 2010.

Negotiating a Strategic Partnership with Your Line Leader 11 6
Organization Design: An Essential HR Capability 13 12
Fiscal and Operational Literacy for the HR Practitioner 12 6
The remaining requirements will launch in 2010.
Advanced EEO/HR Complaint Handling
Certificate and Certification Option
New
Requirements:
• The completion of either the EEO Complaints and Internal Investigations
certificate or the HR Complaints and Internal Investigations certificate is
required (total 72 units)
• Earn 114 units:
– 24 core class units based upon previous certificate
– 18 elective units
Core Classes Page Units
HR and the Law 2 days* (EEO Required) 19 12
Resolving Conflict (MD336 (EEO Required)) † 12
EEO Law 2 days** (HR Required) † 12
Human Resources
Investigative Reports (HR Required) † 12
Electives (18 Units***) Page Units
EEO Internal, External and ADR Procedures † 6
Harassment Prevention † 6
Advanced EEO Law † 12
Difficult Issues in Harassment and Retaliation † 6
Diversity Awareness (DV150) † 6
Tools and Techniques: Developing Facts and Evidence (LR102) † 6
* For those individuals who completed the EEO Complaints and Internal Investigations certificate
the following core classes are required. For the HR Law class you will only take the 2nd – 3rd
day (as you previously covered some material in the EEO Complaints and Internal Investigations
certificate). The fee is $1350 and registration must be faxed to 607-255-9826.
** For those individuals who completed the HR Complaints and Internal Investigations certificate the
following core classes are required. For the EEO Law class you will only take the 2nd – 3rd day of the
class (skipping the first day because you previously covered this material in the HR Complaints and
Internal Investigations certificate). The fee is $1350 and registration must be faxed to 607-255-9826.
*** Workshops already earned cannot be double-counted towards this certificate. If all of these
workshops have been taken, you will need to replace them with other workshops approved by
the Director; contact Susan W. Brecher at swb6@cornell.edu.
New
Certification in EEO/HR Complaint Handling
Handling Employee Complaints is a complex area that requires investigatory
interviewing, investigation and resolution skills, as well as knowledge of
EEO and employment laws and organization policies. EEO and HR
Professionals who are responsible for investigating and resolving complaints
will have the opportunity to gain certification by demonstrating an in-depth
understanding of the skills and knowledge required to effectively manage
the process for handling complaints. Advanced HR/EEO Certificate holders
will receive a Cornell Certification in Employee Complaint Handling upon
the successful completion of an exam covering the areas of EEO and
employment law, intake interview analysis, planning an investigation,
submitting an investigation report and developing a resolution plan.
Requirements for Certification:
• Completion of the Advanced HR/EEO Complaint Handling Certificate
• Certification exam consisting of: (1) multiple choice questions on legal,
policy and complaint handling areas and (2) an in-depth analysis of an
employee complaint including all of the phases of the process – intake,
investigation and resolution.
For more information about certification and fees contact Susan W. Brecher, Director swb6@cornell.edu

Driving HR Strategy
Workshops
HR Strategy workshops we designed for HR practitioners with senior level
responsibilities, including multi-discipline HR management and financial
accountability, seeking in-depth exploration of critical business challenges
impacting HR are the target audience for these workshops.
Participants should demonstrate strong business literacy and be
responsible for driving the alignment of HR strategies to organizational
objectives.
$1095 | Course HR450 New

Organizational Agility: Securing and
| Workshops
Sustaining Competitive Advantage

November 12, 2009 . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45
Human Resources
Participants explore a range of HR strategies and tactics to build necessary

capabilities and foster an agility- oriented infrastructure. Participants will
leave the session with an assessment of their firm’s organizational agility and
insight about how to build a highly effective and dynamic organization.
Workshop content is based on research conducted at Cornell University’s
ILR School on dynamic and agile organizations.
K e y To p i c s
• Develop HR’s positioning strategy in promoting enterprise agility
• Acquire new methods/framework to analyze market factors that impact
your firm’s organizational performance
• Assess your firm’s current organizational agility and it’s “loose-tight” score
• Clarify the role/contribution of agility in your firm’s performance
• Select HR practices and principles that enhance organizational agility
and drive performance
• Test the vertical fit of HR practices/outcomes to your firm’s business drivers
• Develop action plans to increase organizational agility post workshop
Who Will Benefit

• Senior HR Leaders responsible for developing and executing HR strategy
Any of our workshops

can be delivered on-site
at your place of work.
See our website for details:
http://www.ilr.cornell.edu/
mgmtprog/onsite/
$1995 | Course HR451
M&A: HR and Organizational Growth

Strategy, a “Seat-at-the-table” New
December 1-2, 2009 . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45
The focus of this session will be on HR’s role in identifying/selecting target

organizations; contributing to all aspects of the due-diligence dialogue; building
a sustainable integration process and structuring a high performing integration
effort customized to the acquirer’s culture, strategic objectives and financial
goals. Participants leave this workshop with a “playbook” for their business.
K e y To p i c s
• Evaluate potential partners/targets to fulfill your organization’s strategy
• Review and assess financial due-diligence
• Establish stretch goals for merger or acquisition
• Oversee crafting of pre-close, close and post-close integration plans
• Strategies for integration teams
Human Resources
• Develop a high level 100 day project plan
• Develop “real time” goals and outcomes
Who Will Benefit

Senior HR Leaders who seek more of a leadership role in developing and
executing M&A strategy

New
Executive Compensation: When the
| Workshops
Public and Government are Watching

October 28, 2009 . . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45
Vigilance over executive compensation has surged due to an economic

meltdown brought about (in part) by many who should have known better.
Businesses can no longer ignore the outrage that is being expressed by the
public and government. Whether executive pay is justified or not businesses
must now be prepared to respond to increased scrutiny and criticism. HR
Leaders must prepare to address the issues facing executive compensation
and deal head on with the related credibility of companies.
K e y To p i c s
• Bailout rage: What’s so evocative? The case of Citigroup
• Linking executive pay to organizational performance: tougher than it seems?
• Congress: behind closed doors
• Assess the political reality, internal climate issues, recruiting and
retention and organizational justice
• Paint a bulls-eye on your organization: A profile of the “ideal” target
• Create scenarios of pay modeling and explore degree of exposure and
risk/benefit for each scenario
• Develop a plan to implement an internal process for establishing,
managing and monitoring executive pay
• Create a narrative on why invest in an independent oversight council
• Pre-emption: giving investors a voice
• Creating and steering the internal dialogue about executive compensation
• Draft your own PowerPoint presentations to influence your internal clients
Who Will Benefit

Senior HR Leaders responsible for executive compensation

$995 | Course HR453 New
Senior Leader Transitions: An Opportunity
for Driving Strategic Change
Senior executives new to their roles often don’t achieve their desired impact
and run the risk of failing to make it past the critical first 18 months. HR
Leaders can be a focal point in driving a process to minimize the risk, mitigate
the disruption and maximize the positive impact of senior leader transitions.
Acquire a specific methodology that taps the tacit knowledge of key
stakeholders around the role to enable the new leader to quickly gain deep
understanding of the business and organizational situation at hand and
rapidly reinforce or re-direct as needed. Learn how to accelerate recognition
of strategic business opportunities and challenges, organizational capabilities
and gaps, key external and internal stakeholders, relationships and networks
(social capital) and the leadership behaviors required to achieve results in the
particular culture.
| Workshops
K e y To p i c s
• Create a framework to maximize success of senior leader
• Develop the strategic approach to transfer knowledge, engage the
Human Resources
organization and set the agenda

• Apply tools used in knowledge transfer and direction setting
• Understand how to surface tacit knowledge and apply transition coaching
• Prepare for change management and transition coaching in different
business situations
Who Will Benefit

Senior HR Leaders involved in strategic talent moves
Building Business Partnership
Workshops
Workshops at the Business Partnership level are designed for HR practitioners
with business unit consulting responsibilities who seek expertise in building
strategic partnerships and becoming a trusted advisor to line leaders.
Participants should demonstrate technical mastery of HR practices,
have experience leading teams and be involved with more complex
business challenges requiring rapid response solutions.
$895 | Course HR410

New
Negotiating a Strategic Partnership
Human Resources
with Your Line Leaders
December 15, 2009 . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45
HR strategic partnerships are in high demand. But, far too often line leaders
cite HR as lacking business experience and acumen and having no helpful
solutions for challenging and urgent situations. Attend this workshop and
experience the perception and attitudes of line leaders when interacting with
HR practitioners during an interactive simulation. | Workshops
Participants analyze line leader discussions as they reveal business challenges

and seek advice. Respond in real time to a series of questions, probes,
challenges and confrontations that covers the range of traditional responses
to HR. Recognize line leader “hot buttons” and practice discussions that will
get line leaders attention and demonstrate your ability to be a strategic partner.
K e y To p i c s
• Develop your own “narrative,” rationale and case for a seat at the table
• Recognize typical HR responses that create a negative bias
• Increase your confidence by having a wider range of responses in
difficult exchanges
• Learn tips and techniques for demonstrating rapid responses to business
situations
• Practice making your case
Who Will Benefit

Mid level HR Leaders who are supporting business functions and have access
and opportunity to provide counsel to line leaders

mgmtprog/onsite/

$895 | Course HR411
Fiscal and Operational Literacy

for the HR Practitioner New
Day-to-day operations require HR practitioners to demonstrate and act on

knowledge about business strategies, goals, customers and finances.
Analyzing and managing HR practices from a business perspective is core to
being a strategic business partner.
Participants will work with finance experts to examine and interpret
operational practices and levers that are commonly used to make business
decisions. Gaining insight to business operations and becoming conversant
in the day-to-day language of line leaders will increase your confidence
during business discussions and increase your impact with line leaders.
K e y To p i c s
| Workshops
• Analyze core determinants of an operating plan

• Establish operating plan metrics
• Create an annual budget with assumptions
• Construct budget forecasts
Human Resources
• Analyze business trends, leading and lagging indicators

• Prepare a written communication on quarterly results
Who Will Benefit

Mid level HR leaders who are responsible for developing HR strategies that
directly support business functions
Organization Design:
An Essential HR Capability New
October 8-9, 2009 . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45
March 24-25, 2010 . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45
Organization Design has become a crucial offering of the set of organization

development services that internal HR and OD professionals are being asked
to provide to their clients. This course, designed specifically for the HR
audience, will allow participants to better understand what organization
design is and how it fits within the context of broader organizational
development work (e.g., the interrelationship between organizational
structure and all other levers of performance).
K e y To p i c s
• Create alignment between components of the organization and
the overall corporate framework
Human Resources
• Demonstrate consulting and analytical skills by using tools to ask the
right questions, clarify needs, identify underlying business drivers, and
propose actionable options
• Articulate the alternatives available in organization design, the business
needs they serve, the advantages and disadvantages of various options,
and anticipate and plan for unintended consequences
• Contract with and influence line clients and balance a facilitative and
expert role
| Workshops
This two-day program is a highly interactive and practical mix of concepts,

examples from leading companies, practice against a case, and application
to real participant situations.
Note: The program is designed and delivered by Downey Kates Associates, a management
consulting firm based in New York City that specializes in organization design
This symbol next to course numbers indicates

approval for HRCI recertification credits toward your PHR,
SPHR, or GPHR. Please visit our Web site or www.hrci.org
for more information.

$795 | Course HR206
Ethical Considerations for HR

Professionals
March 26, 2010 . . . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45
Cover-ups and money laundering, insider trading and outright theft, corrupt
practices, and conflicts of interest in the private sector. Misappropriation of
public funds, lavish and unauthorized spending, conflicts of interest, and
illegal practices in the public sector. Oftentimes, HR professionals are caught
squarely in the middle. Meanwhile, HR professionals are feeling pressured to
compromise their organizations’ ethical standards to achieve aggressive
business goals. How can private and public-sector entities regain their
constituents’ trust? What is the “right” thing to do in any given
circumstance? Explore the ethical considerations that weave through the
tapestry of HR systems, including those that support:
| Workshops
K e y To p i c s
• Examining Individual vs. business ethics
• Recognizing corporate compliance and legal issues
• Addressing the culture-value gap
Human Resources
• Understanding the complexity of creating ethical standards within

global organizations
• Building organizational responsibility (social, community, and
environmental concerns)
• Ethics in action (what would you do if?)
• Key questions to determine if your decisions are ethical
• Tips for designing effective ethics initiatives
S p e c i a l F e a t u re s
Work in small groups on multilayered case studies and report out to a guest
speaker who will challenge you to assess the ethical dilemmas within typical
HR-related situations.
Who Will Benefit

HR professionals
Employee Complaints and

Internal Investigations
November 4-5, 2009 . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45
May 4-5, 2010 . . . . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45
This unique workshop explores the intricacies of handling all types of

employee concerns, issues, or complaints. Through a practice-based, step-
by-step approach, you will enhance your understanding of:
• The internal complaint-handling process from A to Z
• The legal requirements organizations must observe
• The necessary process and communication skills
K e y To p i c s
• The complaint process
Human Resources
– The role of the Complaint Handler
– Differentiating between legal and non-legal concerns
• Intake
– Handling the emotional aspects of employees
– Effective communication skills
– Essential interviewing questions
– Legal concerns: confidentiality and documentation
• Structuring an “investigation”
– Stating issues in terms of policies
| Workshops
– Using information-gathering techniques

– Interviewing employees for information
– Determining when to involve an attorney
• Complaint resolution
– Identifying solutions, interventions, or resolutions
– Monitoring and following up on issues
– Evaluating the effectiveness of the complaint process
Simulated employee, human resources, and legal issues, including practice
sessions, role plays, professional critiquing, and skill pointers
Who Will Benefit

HR managers or professionals who want to gain in-depth, hands-on
experience in managing and resolving employee concerns
Prerequisite: Human Resources and the Law or Introduction to Human Resources Law or
equivalent knowledge of employee legal issues. Recommended knowledge of complaint
policies and procedures or EEO Internal, External and ADR Procedures.
This course is available as part of Cornell’s Blended Learning solutions.

$795 | Course HR235
Conflict Resolution:
Coaching and Facilitation
(formerly ADR: Coaching for Conflict Resolution)
December 7, 2009 . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45
May 24, 2010 . . . . . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45
Coaching for conflict resolution allows HR Professionals to assist

managers/employees with ways to resolve basic conflicts. With facilitation
from HR, employees can learn to explore options and develop collaborative
resolutions of one-on-one conflicts. This interactive workshop will examine
the skills and methods that HR and EEO Professionals can use when guiding
employees to resolve conflicts and improve their working relationship.
K e y To p i c s
• The role of HR professionals in coaching/facilitating conflict resolution
| Workshops
• Listening to assist individuals seek clarity

• Determining when coaching and or facilitation is appropriate for a dispute
• Identifying and defining the issue to resolve
• Techniques for coaching toward resolution of a conflict
Human Resources
• Developing options for collaborative resolutions

• Fostering positive communications and working relationships
• Guides for modeling respectful conversations to resolve disputes
• Determining when to intervene during a resolution meeting
• Defining the scope of confidentiality
• Preparing employees for a meeting to resolve a dispute
• Facilitating conflicts that can not be resolved
• Addressing specific issues involving supervisors
• Pros and cons including formal and informal methods of coaching
and/or facilitation in a resolution process
Who Will Benefit

HR and EEO Professionals involved in resolving conflicts and disputes
Advanced Employee Complaint

Handling
May 25-26, 2010 . . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:30
This workshop provides HR and EEO professionals with the advanced skills
needed to handle complex employee internal complaints and investigations.
Through an intensive series of issues presented by a challenging case study
from which you will further develop:
• Investigatory interview techniques
• Thorough investigation methods
• Strategies for avoiding common errors
• The necessary steps for creating and implementing solutions
K e y To p i c s
Human Resources
• Advanced techniques for handling complaints
– Interview note-taking methods
– Checklists for all stages of the process
– Anticipating potential legal issues
– Developing a sound investigative strategy
– Knowing when an investigation is complete
– Implications of creating documentation
• Ensuring successful resolution
– Defining your role in the resolution process
| Workshops
– Creating individual or group multiple solutions

– Guidelines for developing interest-based resolutions
– Presenting resolutions persuasively
• Options when resolution is not achieved
– Weighing the information and determining credibility
– Preparing a formal complaint and organizational report
• Enhancing your communication skills
– Effectively phrasing what you say
– Addressing difficult situations
Mock complaint-handling practice sessions, including professional critiquing
and skill pointers
Who Will Benefit

HR and EEO/AA managers and professionals who want additional strategies
and methods for handling complaints
Prerequisite: The Dynamics of Handling Employee Complaints and Concerns or The

Dynamics of Handling EEO Complaints.
This course is available as part of Cornell’s Blended Learning solutions.

Executing HR Practices
Workshops
The target audience for these workshops is made up of both HR practitioners
already implementing HR practices as well as those who are new to the HR
function. Participants will have varying degrees of professional experience;
they may be seasoned professionals looking to hone their skills in new
content areas, in the early stages of their HR career, or looking to move to
the next professional level.
Participants should demonstrate ability to project, manage and
implement a broad range of initiatives as part of an HR team and/or
work with line functions and clients.

| Workshops
Fundamentals of Human Resources

September 21-23, 2009 . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45
July 12-14, 2010 . . . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45
Human Resources
This workshop explores some of the primary disciplines in the human

resources function. While obtaining exposure to a wide variety of topics –
and an equally wide slate of experts who will be facilitating discussion of
those topics – you will collaborate with seasoned professionals, and with
each other, as you gain insight, acquire knowledge, and develop skills.
K e y To p i c s
Understanding the evolving role of the HR professional as it relates to:
• Staffing
• Basics of learning and development
• Key elements of performance management
• Components and importance of compensation
• Benefits: more than completing forms
• Ethical considerations and concerns for HR professionals
• Diversity: a critical dimension
HR panel: Interact on several levels with a group of seasoned HR
professionals. First, panelists will share relevant insights about their
backgrounds, experience, and valuable lessons learned pertaining to the
human resources profession. Small groups of participants will then
collaborate on and develop solutions to challenging case studies and present
those recommendations to other workshop participants and to the panel.
The panelists will lead a discussion and share additional insights about each
case study presentation, linking their own experiences to each case study.
Finally, you will be invited to ask open-ended questions to the panel.
Questions can relate back to issues that emerged at other points in the
workshop or to any other topic of interest.
Who Will Benefit

HR practitioners with less than two years of experience; individuals who
currently specialize in one HR discipline and who are interested in learning
about other disciplines; individuals who are interested in exploring HR as a
possible profession.
Human Resources and the Law

November 11-13, 2009. . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45
February 8-10, 2010 . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45
March 8-10, 2010 . . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45
This workshop will provide an understanding of:

• The laws that obligate employers
• Recent legislation and court cases defining employer-employee rights
and obligations
• Practical implications of the laws in day-to-day human resources operations
• Alternatives for minimizing the company’s exposure to employee
lawsuits and administrative charges
K e y To p i c s
Human Resources
• EEO: Equal Employment Opportunity
• FLSA: Fair Labor Standards Act
• OSHA: Occupational Safety and Health Act
• ERISA: Employee Retirement Income Security Act
• FMLA: Family and Medical Leave Act
• NLRA: National Labor Relations Act
• WARN: Workers Adjustment and Retraining Notification Act
• COBRA: Consolidated Omnibus Budget Reconciliation Act
| Workshops
• HIPAA: The Health Insurance Portability and Accountability Act

• SOX: Sarbanes-Oxley Act
• Employment at will/wrongful discharge
• Privacy issues and management rights in the workplace
• State and local legislation and court action
A CD-ROM containing comprehensive legal summaries prepared by
renowned labor and employment lawyers.
Who Will Benefit

HR managers and professionals in federal and state laws, regulations, and
court cases affecting the workplace


$995 | Course HR102
Introduction to Human Resources Law

November 6, 2009 . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45
April 23, 2010 . . . . . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45
June 18, 2010 . . . . . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45
Human resource practitioners must know about many federal, state, and
local laws in order to effectively perform their responsibilities within their
organizations. This workshop provides an overview of the legal issues
associated with day-to-day employment-related decisions and actions,
including:
• Legal implications of decisions affecting employees
• How to spot legal problems and prevent them
• Internal resources: when and how to involve them
• Relevant laws, applicable to daily operations and special situations,
addressed in laypersons’ terms and provided in writing for reference
| Workshops
K e y To p i c s
• Understanding the legal framework
• The relationship between laws and court cases
• The implications of laws on employment agreements and policies
Human Resources
• Comparison of relevant federal, state, and local laws

• Understanding the basics of key employment laws
• Making nondiscriminatory employment decisions
• Compliance with wage-and-hour laws
• Safety and health rights and responsibilities
• Required versus discretionary leaves of absence
• Managing employees covered by labor agreements
• Individual rights and wrongful discharge
• Understanding special legal situations
• Sexual and other types of harassment
• Disability and religious accommodations
• Understanding and avoiding retaliation
Who Will Benefit

First- or second-level HR managers or nonmanagement professionals who
wish to obtain an overview of HR laws; typical attendees are fairly new to HR
or have been limited to a narrow area of HR
Learn about our Human Resources

Studies Certificate on page 4.
Building and Managing

Employee Relations
November 9-10, 2009 . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45
January 19-20, 2010 . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45
April 19-20, 2010 . . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45
June 14-15, 2010 . . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45
If we define “employee relations” as identifying and responding to the issues

and concerns affecting the employees of an organization, then there is not
much, if anything, that falls outside its scope. This two-day interactive
workshop provides a basic overview of the components for creating and
sustaining a positive employee relations climate. You will examine:
• The elements of an effective employee relations program
• Effective coaching, counseling, and progressive discipline strategies
Human Resources
• Identification of employee concerns
• Effective communication techniques
• Successful performance management
K e y To p i c s
• How organizational culture affects employee relations
• How to develop management-employee dialogue
• How to ensure compliance with progressive discipline policies
| Workshops
• How to use coaching and counseling to assist line managers

• How employee development activities can promote positive
employee relations
• How to manage workplace conflicts
• How to recognize and respond to work and family concerns
Who Will Benefit

HR professionals who have recently acquired responsibility for employee
relations in their organizations. Also, HR professionals who are new to the
employee relations area, have had limited employee relations responsibilities,
or have assumed this function in addition to other duties

mgmtprog/onsite/

Fundamentals of Employee Benefits

October 13-14, 2009 . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45
December 9-10, 2009 . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45
June 16-17, 2010 . . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45
This workshop provides a comprehensive overview of the full range of

benefits responsibilities. Whether benefits planning or administration is your
only responsibility or just one of many demands on your human resources
“plate,” you will find this workshop valuable. You will take an in-depth look
at the:
• Key aspects of benefits
• Alternatives for your organization
• Approaches for containing costs
K e y To p i c s
| Workshops
• The evolution and current status of employee benefits

• Strategies and objectives for a total program
• Legally mandated benefits
• Regulatory issues and requirements
Human Resources
• Group welfare plans: design and administration

• Medical coverage options
• Dental programs
• Disability income-replacement plans
• Survivor protection options
• Wellness initiatives
• Consumer-driven health plans
• Flexible (“cafeteria”) programs
• Retirement income and capital accumulation plans: design and
administration
• Traditional (defined-benefits) pension plans
• Savings/401(k) plans, profit sharing
• Managing “pay-for-time-not-worked” benefits
• Minimizing and containing costs
• Communicating with employees
• Effectively utilizing internal and external resources
• Emerging trends and issues for the future
Who Will Benefit

HR generalists who require a comprehensive overview of the benefits
function or individuals who have recently acquired responsibility for benefits
administration or planning
Fundamentals of Compensation
Understanding and effectively integrating the fundamental elements of

compensation management and salary administration is critical to the
development of sound compensation plans that support and reinforce
organizational objectives. The technical skills and practical knowledge
explored in this workshop will enable you to respond more knowledgeably
and creatively to the needs of your clients. You will also gain an appreciation
of how subtle differences in compensation impact human resources systems,
which in turn impact the organization as a whole. In this program, you will
explore:
• The practice and theory of compensation management
• An approach for providing day-to-day compensation management
Human Resources
consistent with business objectives
• How to tailor a compensation program to support the organization’s
strategic goals and objectives
• Collection and integration of market data to develop and support
a competitive salary program
K e y To p i c s
• The meaning of “total compensation” in the context of the
organization’s strategic goals
| Workshops
• The evolving impact of compensation on an organization’s human

resources programs and policies
• Selecting and implementing compensation programs and guidelines
• Constructing salary structures: ranges, wage rates, and incentives
• Linking pay to performance: merit guidelines and performance
management
• Market pricing: how to read, understand, and customize survey data to
meet your organization’s needs
• Scanning the legal environment and complying with federal and state
laws and regulations
Who Will Benefit

HR professionals and generalists who seek to broaden their understanding
of compensation; compensation practitioners, new to the profession, who
wish to maximize the strategic impact they can have on their organizations’
compensation-related programs

mgmtprog/onsite/

Job Analysis and Evaluation

November 2-3, 2009 . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:30
The success of many human resource initiatives is contingent upon effective

job analysis and evaluation. Keys to being effective include a consistent
process of fact gathering, documentation, analysis, and controlling for
factors that could undermine the objectivity and usefulness of the process.
This two-day workshop will provide you with:
• Systematic procedures for analyzing and evaluating jobs
• An understanding of the relationship between job analysis and job
evaluation
• A review of the key organizational functions enhanced by effective job
analysis and job evaluation
• An overview of management concerns and legal issues affecting job
| Workshops
analysis and job evaluation
K e y To p i c s
• Job analysis: what is a valid, practical job analysis and why is it
performed?
Human Resources
• Uses of job analysis: selection, training, performance management

and appraisal, compensation, and career development
• Similarities and distinctions between job analysis and job evaluation
• A look at various job analysis methods and techniques
• Job demands: determining physical, environmental,
and organizational requirements
• Preparing job descriptions: matching the job’s critical objectives
• Documentation of the content and context of a job: identifying and
prioritizing job tasks
• Identifying and avoiding common pitfalls when doing job analysis
and evaluation
• Legal concerns: the Fair Labor Standards Act, the Civil Rights Act of
1964 as amended, and the Americans with Disabilities Act
Who Will Benefit

Compensation professionals and job analysts who are new to the job
evaluation function or who wish to gain broad-based understanding of this
function; human resource generalists

Selection and Staffing

January 26-27, 2010 . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:30
Staffing an organization today has become more complex than ever.

Projecting when to add or reduce head count is one of the strategic
contributions human resource professionals are expected to make. To be
successful, you need a cohesive process to understand the needs of your
organization as well as an integrated approach to meeting those needs. This
workshop will cover how to:
• Create a systematic approach to addressing your staffing and
selection issues
• Develop effective recruitment strategies and methods
• Select appropriate screening and selection techniques
Human Resources
• Align your promotion and succession strategies with your company’s
strategic goals
K e y To p i c s
• Planning for staffing needs
• Selecting appropriate labor markets
• Recruiting methods and techniques
• Sourcing hard-to-find candidates
| Workshops
• Selection techniques (e.g., tests, assessment centers)

• Achieving competitive advantage through “positive selection”
• Becoming an “employer-of-choice”
• Legal requirements
• Succession planning
• Executive assessment
• Orientation: retaining new hires
• Why valued employees leave
• Evaluating the recruitment and selection processes
Guest speakers on current issues in selection and staffing will share their
experiences and answer your questions.
Who Will Benefit

Human resource professionals who are responsible for recruiting, screening,
hiring, promoting, and outplacing employees; human resource managers
making promotion and succession decisions
This course can also be taken online at www.ecornell.com/ilr and is available as

part of Cornell’s Blended Learning solutions.

Performance Management and Appraisal

February 11-12, 2010 . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45
Human resource departments today are being called upon to make greater,
more measurable contributions to their organization’s bottom line. Few HR
initiatives are seen to contribute more to an organization’s productivity and
profitability than a comprehensive, effective performance management system.
This two-day workshop will provide you with the knowledge and skills to:
• Develop and implement a performance management system
• Select the most appropriate performance appraisal methods and forms
• Link the goals and performance of each employee to the company’s
strategic goals
• Provide a clear and credible basis for merit increases and incentive awards
| Workshops
• Train your managers on the elements of your organization’s system
K e y To p i c s
• The difference between performance management and performance
Human Resources
appraisal
• Types of performance appraisal systems
• Implementing and managing the performance appraisal system
• Setting and communicating objectives and performance standards
• Providing feedback
• Planning and writing the performance appraisal
• Conducting the performance appraisal feedback session
• Dealing with substandard performance
• Monitoring the performance management process
• Multi-rater appraisals
• Employee development
Who Will Benefit

HR professionals and managers responsible for implementing or managing
performance management or appraisal
Developing Effective Training

April 8-9, 2010 . . . . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:30
This two-day interactive workshop provides less-experienced trainers with

an overview of the training process and shows them how to make each
element yield effective learning results. Through team and individual
application of the techniques presented, you will learn:
• The components of the training process and their relationship to each
other
• The elements of good training design
• How to ensure training has a positive impact
K e y To p i c s
• The role of training and development in the organization
Human Resources
• Building credibility and support
• Needs assessment methods and tools
– Using needs assessment to build credibility and support for training
with management
– The benefits of needs assessment for the organization, managers,
learners, and training development professionals
– Selecting the appropriate needs assessment tool
• Learning principles and process
– The components of learning systems: instructor, learner, materials,
| Workshops
activities, and environment

– Adult learning principles
– The universal learning process
• The fundamentals of good design
– Using sound project management techniques
– Identifying design resources
– Creating design specifications
– Developing learning objectives
– Matching learning objectives to learning methods
• Creating useful training materials
• Key implementation issues: what they are and what to do about them
• Increasing the usefulness of training evaluations
• Transferring knowledge back to the job
– Case-study practice
– Exercises using your organization’s training projects
Who Will Benefit

Trainers with less than three years of hands-on experience or those who
have not had a formal course in training development; training managers
without a training background

Training for Impact New

This course replaces Training Delivery: Train the Trainer.

February 3-4, 2010 . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45
If you want to deliver “learning that matters on Monday,” join us in our

newly designed workshop for trainers and hone the skills that move you
beyond “tricks of the trade.”
To achieve face-to-face training results, adult learners must do hands-on,
practical work in the classroom that can be applied back to the workplace.
Learn to use the natural vibrancy of your participants to actively engage
learners and bring training to life. See how “on ramp” and “off ramp”
activities will increase your efficiency and allow you to optimize your
classroom time for highly interactive activities. Bring a current training project
or challenge to the workshop to “test drive” your project and apply what
| Workshops
you have learned.

Pre-workshop assignments will include readings and preparation of your
training project, which will serve as the basis for your Practice Delivery in class.
Human Resources
K e y To p i c s
• Authentically engage and involve adult learners, move beyond the basics
• Pull participants through a learning process, instead of pushing them
through a training process
• The how and why of action learning: the case of case studies
• Refine your presentation style and model new behaviors, you are
the message
• Shifting gears “on your feet,” how to make design modifications on the fly
• Technical and “soft skill” training, what’s the difference in delivery?
• What are you delivering: awareness, knowledge, skills?
Peer and instructor feedback, video debriefing of your delivery, practice with “on
your feet” adjustments, dealing with push-back, challenges, and resistance.
Who Will Benefit

Professionals who are accountable for delivering face-to-face training
programs
Effective Interviewing
September 9-10, 2009 . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45
February 1-2, 2010 . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45
Interviewing is an art, as well as a science. It also encompasses a suite of

interpersonal skills that will ultimately impact the quantity, quality, and
reliability of the information that interviewers obtain from candidates.
At this interactive, skill-based workshop, you will learn to create and
implement an effective interviewing process to identify, hire, and promote
the most qualified applicants and employees based on the requirements of
the job and the needs of your organization. You will enhance your ability to:
• Plan for an effective interview
• Identify job requirements with the hiring manager
Human Resources
• Conduct a thorough and objective interview
• Use effective questioning techniques that extend beyond a traditional
behavior-based approach
• Ensure compliance with applicable laws
K e y To p i c s
• The process from the moment you learn there is a need until you extend
an offer of employment
• Setting objectives for the interview
| Workshops
• Recognizing and managing first impressions and biases

• Building a positive interview climate
• Understanding and complying with legal requirements
• Developing and asking legal and appropriate questions that yield
revealing and informative responses
• Assessing candidates’ ability to function effectively within the position,
the department, and the organization
• Selling the position and your organization to a candidate
• Comparing candidates to the specific qualifications required to
successfully perform the position – and to each other
Who Will Benefit

HR and staffing professionals who interview job candidates and who need
an organized approach to conducting interviews while improving their
interviewing skills.


Advanced Issues in Employee Relations

November 11-12, 2009. . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45
Experienced human resource professionals and managers frequently

encounter complex and potentially high-risk situations related to a variety of
employee relations issues. This two-day workshop will help cultivate skills,
confidence, and expertise in dealing with an array of challenging and realistic
workplace circumstances. Specifically, this workshop will provide
opportunities to interactively explore:
• How to position yourself as a strategic partner in resolving complex
employee relations issues that impact organizational performance
• How to turn managers into effective employee relations problem-solvers
and partners
| Workshops
• How senior HR managers can determine when legal intervention

may be required
K e y To p i c s BEST SELLER!
Register early
Human Resources
• Coaching managers to more effectively manage

to ensure
high-performing employees who consistently your place.
demonstrate one serious performance issue
• Collaborating with managers to assist them in focusing on
performance issues without being influenced by employees’
personal circumstances
• Working with managers on dealing more effectively with strong
negative employee reactions to direction or feedback
• Addressing managers’ behavior that is inappropriate and potentially
high-risk
Who Will Benefit

Typical attendees are HR generalists, managers, or directors with at least five
years of full-time experience addressing and resolving employee relations
issues.
Prerequisite: “Building and Managing Employee Relations” (classroom or online).

mgmtprog/onsite/
Essentials of Strategic HR Planning

March 4-5, 2010 . . . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45
July 15-16, 2010 . . . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45
Strategic HR planning is essential for addressing the challenges that

businesses are faced with today. In this workshop explore the ever-changing
role of HR, translate the role into value added services for your organization,
develop an HR impact model, conduct a gap analysis on your current HR
processes and build a strategic business plan.
K e y To p i c s
• Practice building a strategic HR planning model
• Aligning the HR plan to corporate plan
• Process to build a HR plan
• Implementing metrics and feedback
• Assessing your organization’s readiness to plan
Human Resources
• Implementing the planning process
• Developing action plans
Who Will Benefit

Mid-level and upper-level HR professionals, managers, and directors
$795 | Course HR244
Foundations of Internal Consulting Skills

| Workshops

February 22, 2010. . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45
Today’s business environment has created the need for human resource
professionals to serve as internal consultants. The HR professional can work
proactively with internal clients on projects that focus on strategies as well
as on operational issues that need improvement.
You will explore a structured approach toward internal consulting projects,
the consulting stages, the specific activities within each of these stages, the
roles and responsibilities of the consultant and the internal client, and the
desired outcomes for each stage. You will examine the purpose and role of
the HR consultant, identify key performance competencies for success, learn
the key stages of consulting, practice the consulting “narrative” and discuss
types of projects where HR is an essential input.
K e y To p i c s
• Identify the need for internal consulting in your organization
• Gain comprehensive knowledge of the seven stages of internal consulting
• Understand this structured – yet flexible – approach to internal consulting
• Distinguish the appropriate issues requiring internal consulting skills
• Develop skills and further understand internal consulting through a case
study example
• Complete and analyze a special instrument for diagnosing your internal
consulting efforts
Who Will Benefit

HR professionals at all levels of the organization who are seeking an overview
of the internal consulting process and how it applies to their organization.

The Role of Human Resources

in Organization Development
March 1-2, 2010 . . . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:45
Human resource professionals have a critical role to play in identifying an

organization’s competitive advantage and ensuring its success. One of the
ways to address that strategic issue is to employ and use OD methods.
Whether you will be working side-by-side with OD consultants or are being
asked to engage in an OD project yourself, this workshop will deepen your
understanding of the practice and the process of organizational learning
and change. Working in small groups on a simulation of a typical OD
assignment, you will assess a situation, diagnose root causes, and make
recommendations to the company’s senior management. Using an action
maze, you will find multiple decision points along the way that may lead
you to an effective solution or that could lead you astray.
| Workshops
K e y To p i c s
• Defining the practice
• Understanding organizational culture
Human Resources
• Step-by-step approach to addressing organizational change

• Learning when to use one-time events and when to employ long-term
process shifts
• Addressing the pros and cons of external consultants
• Contracting with consultants – and with clients
• Practical tips and tools when you have to do it yourself
Who Will Benefit

HR generalists exposed to organizational development projects and
interested in building more advanced HR skills.
Registration Form (Please copy to register
additional people)
Mail to: ILR Customer Service Center

Cornell University, ILR School, Ives Hall
Ithaca, NY 14853-3901 Fax to: 607-255-9826
Participant Information
Name ___________________________________________________________________
Title_____________________________________________________________________
Organization _____________________________________________________________
Address ❏ Work ❏ Home ____________________________________________
City ___________________________________ State _________ Zip________________
Office Phone (_______) ___________________ Home Phone (_______) _____________
Fax (_______) ___________________________
E-mail __________________________________________________________________
Human Resources
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(Please enter your Social Security number if you wish to obtain CEUs)
❏ Check here to receive a 15% discount of the registration fee for NYS
government and NYS not-for-profit organizations
❏ Check here if you have previously attended a workshop

Wo r k s h o p S e l e c t i o n
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________________________________________________________________________
| Registration Form
________________________________________________________________________
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Total Price $ ____________
H J F 1 A B C D E F G H I J K L M
Payment Method
Late cancellations/transfers incur a 25% charge. No-shows and cancellations

not in writing incur a 100% charge. Cancellations and transfers must be in
writing and arrive at Cornell 5 business days before the workshop date to
avoid a charge.
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Please check one of the below payment methods:

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LETTER OF CREDIT: ❏ Attached
PURCHASE ORDER: ❏ Attached
CREDIT CARD: ❏ AMEX ❏ Discover ❏ MasterCard ❏ Visa

TYPE OF CREDIT CARD: ❏ Personal ❏ Corporate
Card # ___ ___ ___ ___ ___ ___ ___ ___ ___ ___ ___ ___ ___ ___ ___ ___
3-Digit Code (back of card) ___ ___ ___ 4-Digit Code (AMEX only) ___ ___ ___ ___
Name as on Card__________________________________ Exp. Date ____________
Signature ________________________________________ Amount $ ____________
❏ INVOICE $ _______________________ PAYMENT OF BILL IS AUTHORIZED BY:

Payment or payment guarantee (such as a Purchase Order) is expected at the time of
registration. If a PO or other guarantee of payment will be submitted from your organization,
your manager must sign the registration form taking responsibility of payment. You may pay
by credit card or check. Please make checks payable to CORNELL UNIVERSITY ILR.
Name of Registrant’s Manager (Type or Print) _________________________________
Title of Registrant’s Manager (Type or Print) ___________________________________
Signature of Approving Manager __________________________________________

(The signing manager accepts the full terms of the cancellation and payment policy above)
Non-Profit Org.
Registration Information U.S. Postage
To register, mail the completed registration form to Cornell University, ILR Customer
PAID
Ithaca, New York
Service Center, Ives Hall, Ithaca, NY 14853-3901, fax to 607-255-9826, or visit
Permit No. 780
www.ilr.cornell.edu/mgmtprog/hr/new to register online. Cornell University ILR
Registrations are confirmed in writing in the order received. Registration at the door is Metropolitan District
usually not possible. If you have not received a written confirmation, please telephone 16 East 34th Street
the registrar before traveling to the workshop.
New York, NY 10016-4328
PAYMENT
Payment or payment guarantee (such as a Purchase Order) is expected at the time of registration.
If a PO or other guarantee of payment will be submitted from your organization, your
manager must sign the registration form taking responsibility of payment. You may pay by
credit card or check. Please make checks payable to CORNELL UNIVERSITY ILR. A 15%
discount is available for NYS government and NYS not-for-profit employees.
Earn HRCI
SUBSTITUTION AND CANCELLATION POLICY recertiﬁcation credits
Substitutions of registrants can be made at any time unless a course has a prerequisite or for these workshops!
prework. Cancellations and transfers are subject to a 25% charge unless received in See inside for more
writing 5 business days prior to the program. When a representative of an organization information.
approves an employee registration, that organization becomes responsible for
cancellations, transfers, substitutions, and payments. The full program fee will be charged
for any registration that is not canceled in writing.
SCHEDULE
Check-in and review of materials begin at 8:15 a.m. Workshops begin at 9:00 a.m. and conclude
between 4:30 and 5:00 p.m. Continental breakfast and lunch are included in the fee.
ACCOMMODATIONS
The tuition does not include lodging. We can recommend hotels convenient to the
training location. Please notify the registrar in advance to ensure proper ADA
accommodations.
www.ilr.cornell.edu/mgmtprog/hr/new

Fall 2009-Spring 2010 Advancing The World of Work

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Fall 2009-Spring 2010 Advancing The World of Work

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Fall 2009–Spring 2010

Advancing The World of Work

What’s New in the

Expanded career options for

Three graduated tiers of practitioner training are offered:

• Driving HR Strategy: workshops are advanced-level training for the

Continuing Education Units

Cornell ILR has been designated as a

This symbol throughout the catalog indicates approved workshops.

Driving HR Strategy Workshops

Registration Form. . . . . . . . . . . . . . . . . Inside Back Cover

• Ivy League education and credentials with a schedule

• Dynamic program that has been delivering excellence

• Powerful learning for Human Resource professionals

• Designed for private industry, government agencies

• Established resource and authority on workplace

Five Ways to Advance Your Career

1) Certificate Programs. Develop in-depth knowledge in your

2) Interactive One-to-Three-Day Workshops. Featuring experienced

3) Custom, On-Site Learning. Programs that address your

4) Blended Learning. A combination of in-person and eLearning

5) Distance Learning and eCornell On-Line Learning. Designed

Call for Information 866-470-1922 | 3

Fundamentals of Employee Benefits 22 12

Advanced HR Studies Certificate

† Please visit www.ilr.cornell.edu/mgmtprog/hr/new for descriptions

Core Curriculum (must take all) Page Units

Developing Effective Communication Skills (MD322) † 12

Call for Information 866-470-1922 | 5

Requirements: Page Units

(Previously ADR: Coaching For Conflict Resolution)

Business Partnership Certificate New

Core Curriculum Page Units

certificate). The fee is $1350 and registration must be faxed to 607-255-9826.

Call for Information 866-470-1922 | 7

$1095 | Course HR450 New

Sustaining Competitive Advantage

Participants explore a range of HR strategies and tactics to build necessary

Who Will Benefit

Any of our workshops

M&A: HR and Organizational Growth

The focus of this session will be on HR’s role in identifying/selecting target

Who Will Benefit

$1095 | Course HR452

Public and Government are Watching

Vigilance over executive compensation has surged due to an economic

Who Will Benefit

Call for Information 866-470-1922 | 9

organization and set the agenda

Who Will Benefit

$895 | Course HR410

Participants analyze line leader discussions as they reveal business challenges

Who Will Benefit

Any of our workshops

Call for Information 866-470-1922 | 11

Fiscal and Operational Literacy

Day-to-day operations require HR practitioners to demonstrate and act on

• Analyze core determinants of an operating plan

• Analyze business trends, leading and lagging indicators

Who Will Benefit

Organization Design has become a crucial offering of the set of organization

This two-day program is a highly interactive and practical mix of concepts,

This symbol next to course numbers indicates