Description

The profession of social management controller is a new profession in increasing evolution. It is linked to the increasing weight of personnel costs in the company. It contributes to the management of human resources in their cost-performance aspects. This comprehensive training in social management control will allow you to: acquire the fundamentals of socio-economic management; simulate and manage the payroll; design HR dashboards.

Who is this training for ?

For whom ?

Social management controller newly appointed or having the social aspect within their scope. HR research manager. Responsible for HR reporting and Compensation manager responsible for social management control. Head of the payroll department or payroll manager. HRIS manager, social performance manager.

Prerequisites

Training objectives

Integrate social management control into the socio-economic dimension of the HR function.

Manage the workforce and the payroll.

develop budget forecasts and optimize HR costs.

Measure the financial impact of HR decisions.

Build the tools to improve and manage HR performance.

Training program

• Issues and missions
  • The five key missions of social management control.
  • Positioning within the company and interaction with HR (compensation benefit, HRD, etc.) and financial functions.
  • The expectations of internal and external stakeholders. The different levels to take into account.
  • The approach and tools of social management control: analysis, reporting, forecasting, management.
• Acquire an economic culture
  • The impact of HR costs on the company's results and cash flow.
  • The notion of provision (tenth of paid leave...).
  • The weight of absenteeism.
  • The weight of employer charges.
• Correlating social climate and economic results
  • Impact of socio-economic developments on the HR function.
  • Use tools to measure the social climate.
• Manage the workforce
  • The legal definition of the workforce.
  • The notion of FTE (full-time equivalent).
  • Understanding dysfunctions: absenteeism, turnover.
  • establish workforce reporting.
  • The notion of international workforce.
  • Scenario Case simulation: calculation of absenteeism and turnover
• Know and prioritize the components of remuneration
  • Maslow's pyramid.
  • The notion of total compensation.
  • Peripherals of remuneration.
  • The individual social balance sheet.
• Differentiate personnel costs and payroll
  • The three levels of personnel costs.
  • Focus on the basic payroll.
  • Align payroll, accounting and budget.
• Remote activity
  • To share feedback at the end of your training: a virtual class.
• Master the basic vocabulary Mass effect, level effect, carryover effect.
  • Switch from an index to a rate and vice versa.
• Implement the budget process
  • Retrieve strategic orientations.
  • Consolidate and analyze the data transmitted by operational managers.
  • Define working hypotheses.
• Build the payroll expense budget
  • Simulate general increases.
  • Simulate individual increases.
  • Take into account the effects of activity (overtime, additional work, partial activity) .
  • Simulate the effects of staff, noria and structure. Add the other payroll elements.
  • Evaluate the weight of the charges.
  • Add the non-pay elements. permanent and not submitted.
  • Scenario Case: construction of a payroll budget, step by step
• Monitor the payroll budget
  • Calculate and analyze the differences between the budget and the actual: effects of staff, structure, GVT, Noria... establish payroll reporting.
• Measuring social performance
  • The social report and other mandatory reports.
  • The main social indicators: participants leave with a library of HR indicators.
• Design the dashboard
  • Clarify the objectives.
  • Distinguish between performance and management indicators.
  • Identify the relevant indicators: the OFAI method.
  • The five principles of dashboard design.
  • Design a presentation that facilitates analysis and decision-making.
  • Key points and useful tips to follow.
  • Scenario Illustration of the OFAI method on a case specific to the participants and construction of an HR dashboard.
• Strategic dashboards
  • Make the link with the company's strategy: define HR policies.
  • Integrate the different dimensions of performance: balanced scorecard model.
  • Adapt the model for the HR sphere: HR scorecard
• The information system
  • HR HRIS: the functionalities sought for social management control.
  • Ensure the reliability of existing system tools.
  • Mapping market tools.
• Remote activity
  • To appropriate the contributions of an expert on a theoretical or practical point: an expert 'Let the numbers speak'.
  • assessment of acquired knowledge