The seven core functions of HR are recruitment and selection

Area covered by the external walls.
Areas under service shafts.
External areas like the Balcony, veranda, terrace, and flower beds

2. 1.AboutNevam
2.WhoshouldtakethisCourse?
3.CHRMP & CRA Certification
4.WhatWillYouLearn?
5.WillYouLearnFrom?
6.WhatCredentialHoldersSay
7.OurAlumniworkat
8.YourSuccessTeam
TableoffContents
2

3. AboutNEVAM
3
NEVAM–CertifiedCHRMP&CRAprogramisapremiercertificationworldwide
forprofessionalsandaspirantsinthefieldofHumanResources.Theprogramhasdifferent
levelsofcertificationfordifferentexperiencelevelsandspecializationgroups
NEVAMcertificationprogramisdesignedanddevelopedtocatertothe dynamic domain
ofHumanResourcescomprehensivelyandpractically.A NEVAMcredentialholderwould
havedemonstratedknowledgeofHR principles,awarenessoftheintricaciesofthevarious
functionswithinHR (atvaryinglevelsofdepth),practicalapplicationoftheconceptsinreal-
lifesituations,andtheabilitytoexpandandbuildontheirknowledge
Thetrainingcoursesprovidedarecompetency basedandpractical anddeliveredby
industryprofessionalswhoareconsultantsto Fortune100organizations.The
pedagogyfocusesonrealskills which areimmediatelytransferrabletotheworkplace.
Various flexibleandmodularoptionsareavailableforattendingthesessionswith
variouslearning partnersandtraining organizations.

4. 4
CourseOverview
•TheCHRMP&CRAAdvancedCertificationisacrucialcredentialforseasonedHR
professionalsaimingtoelevatetheirproficiencyinstrategicHRfunctions.Thisadvanced
certificationplacesastrongemphasisonrefiningastrategicskillsetvitalforHRleadership,
encompassingareassuchasstra-tegicworkforceplanning,behavioralinterviewing,
competencymapping,employeeengagement,talentmanagementandthelike.Fordeeper
understandingandmastery,additionalmodulessuchasExcel,HRDashboardsandHiring
TollsforHRalongwithmanyothershavebeenprovided.Itequipsprofessionalstoadeptly
navigatetheintricatedemandsofcontemporaryHRleadershiproles,positioningthemas
strategicpartnersinaligningHRstrategieswithorganizationalobjec-tivestooptimize
overallworkforceperformance
•CHRMP Course Duration is 30 Days
•CHRMP Course Fees is Rs 15500/-( Discounted Price –Rs 11500)
•CRA Course Duration is 20 Days.
•CRA Course Fees is Rs7500 /-
•Total Fees -23000
•If anyone wants to go for both CHRMP & CRA Course then duration will be 45
Days.
•If anyone wants to go for both CHRMP & CRACourses then Fees is Rs 13999/-
(Discounted Fees)
•Total DiscountFees –Rs 9000/-
•Language: English /Hindi
CHRMP & CRA MODULE & FEES

5. 5
WhoShouldTakeThisCourse?
TheCHRMP&CRAAdvancedcertificationprogrammeisdesignedfor
HRProfessionalsaspiringtofasttracktheircareersinHRthroughcutting
edgeapplications.
AnyindividualwhowantstopursuecareerinHumanResourceandwant
tobecomeanHRProfessionaloranyIndividualwhoalreadypossess
executionlevelknowledgeoftheHRdomainandhaverelevantwork
experiencecangoaheadtakingthisCertificationCourseasthis
CertificationCoursewillbeavalueadditiontohis/hercandidature.
HRcertificationcoursesarebeneficialforHRprofessionalsatallstagesof
theircareers,includingrecentgraduates,thoseseekingtoadvance,and
managerswhowanttounderstandHRpractices:
ForthosestartingtheirHRcareer:
HRcertificationscanhelprecentgraduatesandthosenewtoHRgaina
foundationalunderstandingofthefieldanddemonstratetheirknowledgeto
potentialemployers.
ForexperiencedHRprofessionals:
CertificationscanhelpHRprofessionalsboosttheircareersbydemonstrating
expertise,enhancingtheirskills,andpotentiallyleadingtopromotionsorhigher
salaries.
Formanagersandleaders:
UnderstandingHRpracticescanhelpmanagersandleadersmakebetterdecisions
relatedtoemployeerelations,talentmanagement,andorganizational
development.
Forthoseinnon-HRroles:
Individualsinotherdepartmentswhowanttounderstandthefundamentalsof
HR,peopleoperations,orhumancapitalcanalsobenefitfromHRcertifications.
Forcareerchangers:
IndividualslookingtoswitchtoacareerinHRcanusecertificationsto
demonstratetheircommitmenttothefieldandgainthenecessaryskills.

6. 6
CHRMP & CRA AdvancedCertification
Examination
;
ThecredibilityoftheNEVAMcertificationisvalidatedbybest-in-classtestingstandards.
Theexamsarecomputer-based,whichyoucantakeeitherfromthecomfortofyourhome.
Themultiplechoiceformatexamwillassessyourknowledge,skillsandabilitytoapply
conceptsandlearningstoreallifesituations
Showcaseyourprogramасomplishment
withaBlock-chainSecuredandVerified
DigitalBadgeonProfessionalNetworking
sitestogainbettervisibility.
Examination
•The certification exam consists of 60
multiple choice questions to be answered
in 90 minutes
•The questions are a mix of conceptual and
practical case study type. One can take the
web proctored exam from the comfort of
one's own home
DigitalBadge

7. 7
What Will You Learn From ?
TheprogramhasbeendesignedbyourteamofHRProfessionalsandconsultants,
whodrawonrichexperiencefromworkingacrossindustries.Thesyllabushas
beenframedtoenableyoutolearnfromthecomfortofyourhomeandatthepace
youfindcomfortable.Thestructure,too,hasbeenformulatedkeepinginmindthe
experienceandthequalificationofparticipants.
Youwillhaveaccesstolivetroubleshootinganddoubtclearingsessionswithour
facilitatorsduringthecourseofyourprogramme.Additionalresourcesinclude
ourseriesofcontinuouswebinarsonthemostrelevantHRtopics,whichare
conductedbyourteamofsubjectmatterexperts.
Pre recorded
video
Live Online
Bootcamp
Assignments
and In Class
Activities
Quizzes and
Presenations
Methodology

8. 8
❖IntroductiontoCHRMP & CRA
➢LearningObjectives
•Acquire CHRMP & CRA knowledge.
•Develop skills for strategic alignment with organizational goals.
•Enhance stakeholder engagement and influence.
•Gain proficiency in strategic workforce planning and talent management.
•Navigate and lead organizational change effectively.
•Leverage HR analytics and data for in-formed decision-making.
•Introduction to the CHRMP & CRA role and its significance.
•Aligning HR strategies with organizational goals.
•Building effective relationships and influencing stakeholders.
•Strategic workforce planning and talent management basics.
•Leading organizational change initiatives effectively.
•Leveraging HR analytics and data for informed decision-making.
➢JobAnalysisandJobEvaluation
•Introduction to Job analysis.
•Methods of Job analysis.
•Sources of data.
•Job data segregation.
•Job Descriptions and Job Specifications.
•Creation of Job Descriptions and Job Specifications.
•Methods of Job Evaluation-Ranking Meth-od, Classification Method,
Factor Comparison.
•Implementing job evaluation.
•Implementing job evaluation.
•Analyzing and using Job evaluation data.
•Legal and ethical considerations.
•Job evaluation and organizational strategy.
•Sustainability and job evaluation.

9. 10
➢Competency Mapping
•Identify and enumerate the required competencies for various roles.
•Distinguish between Job Description/Job Specifications and Competency
Matrix
•Create Competency indicators for different competency areas.
•Design and develop the Competency Matrix.
•Use Competency Matrix for various HR functions in an organization.
•Develop Competency framework using competency areas.
•Introduction to competency-based HRM. Understanding competencies.
•Competency-based HRM vs traditional HRM.
•Competency Mapping.
•Writing competency indicators.
•Understanding competency Matrix.
•Competency assessment.

10. ➢TalentAcquisition
•Perform HR planning for a specific department or the organisationas a whole.
•Apply the latest industry trends in recruitment and selection to organizational needs.
•Construct different selection tests to assess competencies and skills of
candidates.
•Negotiate effectively with candidates to arrive at win-win scenarios.
•Innovate and influence to bring about positive change in recruitment.
•Devise good behavioral questions on required criteria.
•Defend selection choices and provide data for these.
Job
Analysi
s
Sourcin
g
Screening Interviews
Assess
ments
Offer
Onboarding
•Organisational planning for recruitment.
•Human resource planning.
•Staffing -workforce planning.
•Case study -manpower planning.
•Recruitment -concepts and strategies.
•Trends in recruitment.
•Selection process.
•Selection test design.
•Standards and objectives.
•Reliability and validity.
➢FocusAreas

11. ➢BehavioralEventInterviewing
•Demonstrate the superiority of behavioral interviewing vis-à-vis traditional
interviewing as a technique for candidate selection.
•Construct effective BEI questions to test competencies required for a role.
•Use strategies and skills to probe and elicit relevant information and details during
an interview.
•Identify the STAR in a candidate's response.
•Develop ability to conduct Competency based interviewing.
•Document the interview process and assign rating.
•Capture Positive and Negative behavioral indicators.
➢LearningObjectives
➢FocusAreas
•Introduction to the job interview.
•Types of interview questions.
•The BehaviouralEvent
•Interview Structure of a BehaviouralEvent Interview.
•Finding the STAR.
•Strategies for conducting an effective BEI.

12. ➢HROperations
•Prepare the different types of agreements and contracts used by the HR
department.
•Understand the critical and the general criteria for background
verification.
•Assist new joiners' with completion of forms and joining formalities.
•Design HR processes and systems to improve effectiveness of HR
operations.
•Introduction to some HR agreements / contracts
•Offer letter.
•Appointment letter .
•Terms of employment.
•.Contracts and service agreements.
•Background verification.
•
•Joining formalities.
•Leave management.
➢LearningObjectives
➢FocusAreas
•Maintain data integrity through accuracy and
attention to detail.
•Review candidate application forms and initiate
background verification.
•Review candidate application forms and initiate
background verification.

13. ➢HRPolicies
•Identify the critical people factors impacting strategic decisions in organization’s.
•Design complex HR architecture, policies and processes for effective re-source
management.
•Appraise and modify existing HR policies or formulate comprehensive policies as per
guidelines.
➢LearningObjectives
➢FocusAreas
•Introduction to HR policies.
•Vision and value alignment in HR policies.
•Policy classification.
•Understanding of HR policies and procedures.
•Creation of HR policies.
•Structure of HR policies.
•Most used HR policies.
•Case discussion.

14. ➢EmployeeEngagement
•Createquestionnairesforemployeeengagementsurveys.
•Designarobustexitinterviewquestion-naire.
•Calculateabsenteeismandattritionrateanddevisemeasurestocontrolthem.
•Collectandanalysesdataonretentionandemploymentexperienceofemployees.
•FormulateERinitiatives,keepinginmindMaslow'sHierarchyofNeed
➢LearningObjectives
➢FocusAreas
Introduction to
employee
engagement.
Need for
employee
engagement.
Factors
affecting
employee
engagement.
Meeting human
needs through
employee
engagement.
Understanding
and measuring
absenteeism.
Understanding
and measuring
attrition.
Assessment
centres.
Employee
engagement
surveys.
Employee
engagement and
other functions
in HR.
•Introduction to employee engagement.
•Need for employee engagement.
•Factors affecting employee engagement.
•Meeting human needs through employee
engagement.
•Understanding and measuring
absenteeism.
•Understanding and measuring attrition
•Assessment centres.
•Employee engagement surveys.
•Employee engagement and other
functions in HR.

15. ➢Learning&Development
➢LearningObjectives
•Manage the L&D function for an organisation using the ADDIE Model.
•Conduct needs analysis for relevant positions within an organisation.
•Implement experiential learning techniques to bring about positive change.
•Apply adult learning principles in de-signing training programs.
•Create L1 feedback forms and L2pre/post-training self-evaluation forms.
•Evaluate the effectiveness of training programs at various levels of Kirkpatrick's
model.
•Prepare training C-calendar for an organisation.
➢FocusAreas
•DNAoftraining-KSA.
•Stagesofskilldevelopment.
•Typesoflearningprograms.
•Approachestotraining.
•ADDIEModel(Anintroductiontothephases)
•Analysis.
•Design
•.Development.
•Implementation.
•Evaluation(Criteriaofevaluation,MethodsandKirkpatrick'sModel).

16. ➢Managing&AppraisingPerformance
•Establish performance standards for appraisal.
•Enumerate the correct metric to be used as KPIs and KRAs for roles in MBO.
•Evaluate the numerous appraisal methods and select the one best suited to the
organization's culture and requirements.
•Analyses performance appraisal data, diagnose errors and recommend
corrective actions.
•Coach managers on the organisation'sperformance appraisal process.
•Devise behaviourstatements that can be used as a part of BARS.
•Deploy succession planning systems to protect critical roles.
➢LearningObjectives
➢FocusAreas
•Introduction to performance management.
•Objectives and uses of performance management.
•Performance appraisal process.
•Traditional methods of performance appraisal.
•Critical Incidents Method.
•Graphic Rating Scale Method.
•Behaviourally Anchored Rating Scales.
•Management by Objectives.360-Degree Appraisal.
•Assessment Centres.
•Ongoing coaching and feedback.
•Errors in performance appraisal.

17. ➢Compensation &BenefitsPlanning
➢LearningObjectives
•Balance the various equities impacting compensation planning.
•Formulate strategies for reducing compensation turnover.
•Understand pay structures and salary plans that are consistent with the
organization's goals.
•Develop reward systems to encourage performance and retain employees.
•Demonstrate awareness of statutory compliances, government and laws.
•Analyselatest trends and schemes in compensation to gauge alignment with
➢FocusAreas
•Introduction to C&B planning.
•Objectives of compensation planning.
•Designing compensation plans.
•Factors affecting C&B planning-internal external, individual.
•Salary surveys and emerging trends.
•Optimization of compensation.
•Case study -Reduction of compensation turnover.

18. ➢DesignThinkingforHR
➢LearningObjectives
•Define design thinking, its steps, and the overarching process.
•Recognize the significance of empathy in HR within the context of design thinking.
•Identify and use the 10 relevant design thinking principles for HR.
•Analyze the impact of design thinking on prioritizing human needs in HR.
•Develop a design thinking mindset within HR, including the 'prototype' phase.
•Foster innovation using design thinking principles and prepare for its future impact.
➢FocusAreas
•The power of design thinking
•.Design thinking as an HR core strategy.
•Design thinking principles and the 'define' phase in HR.
•Applying design thinking in HR and the 'ideate' phase.
•Cultivating design thinking mindset and the 'prototype' phase.
•Leveraging diverse experiences in design thinking and the 'test'
phase.
•Fostering innovative teams and debunking design thinking myths.
•Design thinking's future impact and behavior adaptation.

19. The power of
design
thinking
.Design
thinking as an
HR core
strategy.
Design
thinking
principles and
the 'define'
phase in HR.
Applying
design
thinking in HR
and the
'ideate' phase.
DesignThinkingforHR
Introduction to
C&B planning.
Objectives of
compensation
planning.
Designing
compensation
plans.
Factors affecting
C&B planning-
internal
external,
individual.
Salary surveys
and emerging
trends.
Optimization of
compensation.
Case study -
Reduction of
compensation
turnover.

20. ➢EmployeeExperience
•Understand employee preferences, engagement, and organizational culture
•Createlearningroadmapsandemployeedevelopmentprograms.
•Promoteaflexible,wellbeing-focusedworkenvironment.
•Grasptheimpactofpayandbenefitsonengagement.
•Mastercommunication,feedback,andrecognitionforengagement.Lead
multigenerationalteamswithconstructivemanagement
➢LearningObjectives
➢FocusAreas
•Employee engagement fundamentals.
•Effective communication strategies.
•Multigenerational team leadership.
•Employee development and learning culture.
•Wellbeing and work-life balance.
•Compensation and benefits impact and practices.
Recruitment
Onboarding
Development
Retention
Offboarding

21. ➢BalancedScorecard
•Apply Balanced Scorecard for strategic alignment and organizational success.
•Develop KPIs for efficient and effective performance measurement.
•Align goals with organizational strategy to drive overall success.
•Implement performance evaluation for continuous improvement.
•Foster strategic feedback loops for enhanced processes and outcomes.
•Integrate multiple perspectives for a holistic and improved scorecard.
➢LearningObjectives
➢FocusAreas
•Building expertise in the balanced scorecard approach.
•Perspectives, objectives, and performance measures.
•Employee perspectives and psychological aspects of scorecard implementation.
•Addressing obstacles in effectively applying balanced scorecards.
•Applying best practices to design balanced scorecards for diverse functions.
•Holistic incorporation of balanced score-cards into organizational frameworks.

22. ➢StakeholderManagement
•Identify HR stakeholders interests for strategic alignment.
•Foster collaboration through tailored HR stakeholder communication.
•Ensure ethical engagement in HR stake-holder interactions.
•Implement sustainable HR practices to meet stakeholder needs.
•Lead stakeholder-involved change for organizational agility.
•Optimize HR decision-making with stakeholder input. Prioritize stakeholder
satisfaction in HR approaches.
•Strengthen HR partnerships through relational capital.
➢LearningObjectives
➢FocusAreas
•Strategic stakeholder management in HR.
•Stakeholder analysis and engagement in HR.
•Effective communication with HR stakeholders.
•Ethical considerations in stakeholder engagement.
•Implementing sustainable HR practices.
•Change management and stakeholder involvement.
•Evaluating HR stakeholder management.
•Promoting a stakeholder-centric HR approach.
•Building relational capital in HR.

23. ContactUs
•Email: [email protected]
• [email protected]
•Phone: [phone] | [phone]
•Address: Nevam HR Consultants Pvt.Ltd. Office No 309, 3rd Floor,
Konark Plaza, KesnandRoad Wagholi, Pune.
•Website: www.nevamhr.com
•LinkedIn: Nevam Group of Company