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FINANCIAL ACCOUNTING AND HUMAN RESOURCES MANAGEMENT
FINANCIAL ACCOUNTING AND HUMAN RESOURCES MANAGEMENT
Overview
The first part deals with Financial Accounting. With the rapid developments in accounting standards, regulations, and industry practices, professionals need continuous training to stay current on all the changes. They also need to improve the quality of financial reporting by recording, reporting, and disclosing usual and unusual business transactions. ‘Financial Accounting and Reporting’ is a course prepared to help professionals understand and practice the accounting and reporting of business transactions and results, aiming to comply with IFRS and support decision-making.
The second part deals with Human Resource Management.
Because knowledge is the gateway to engagement, the HR Management part is designed to build participants’ awareness and knowledge of the significant functions of a modern HR department. The modules of this course are considered fundamental and include basic knowledge as well as the latest trends and keys to effectiveness. If you want to strengthen your knowledge, venture into a specific HR function, or embark on an HR role, then this course should be your first consideration.
who should attend?
Professionals in finance and accounting, accountants at all levels seeking to enhance practical finance and accounting knowledge, and certified financial and accounting personnel.
HR professionals or those about to start a career in HR. The course is also beneficial for experienced officers and managers in HR who wish to update their knowledge and skills about the latest techniques in the various human resources functions.
Course Outline
Financial Statements and Business Decisions
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- The financial accounting cycle
- The four or five key financial statements
- Management uses of financial statements
- Relationship among financial statements
- Essential notes and disclosures to the financial statements
- Basis of preparation
- Accounting Policies
- Related parties’ transactions
- Commitments and contingencies
- Risk management
- Subsequent events
Income Statement
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- Revenue and expense recognition: Applying the accrual basis
- The matching principle between revenues and expenses
- Illustration of the income statement
- Other comprehensive income components
- Earnings per share reporting
Balance Sheet and Statement of Owners’ Equity
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- Purpose of the balance sheet
- Components of the balance sheet accounts
- Illustration of the balance sheet
- Minimum presentation requirements of balance sheet accounts
- Definitions of accounts in the balance sheet
- Correct presentation for statement of owners’ equity
Cash Flow Statement
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- Purpose of the cash flow statement
- Exploring the three sections of a cash flow statement
- Direct method cash flow statement preparation
- Indirect method cash flow statement preparation
- Linking cash flow statements to notes
Accounting Adjustments
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- Accruals and unearned revenues
- Prepayments and deferrals
- Accounting estimates
- Depreciation
- Impairment of assets
Financial Reporting for Major Accounts and Transactions
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- Measuring and reporting accounts receivable
- Estimating and accounting for bad debts
- Costs to be capitalized in inventory value
- Inventory cost flow assumptions
- Presenting inventory at a lower cost or net realizable value
- Classifying, measuring, and recording long-lived assets
- Repairs, maintenance, and additions to long-lived assets
- Depreciation and amortization
- Disposal of long-lived assets
- Accounting and reporting for intangibles
- Accounting for investments
- Passive investment, exercising significant influence or control
- Types of equity and debt investments
- Definitions and classification of liability accounts
- Types of ownership and stocks
- Accounting for capital and dividends
Human Resources Management (HRM)
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- Definition and objectives of HRM
- HR organizational charts
- The main functions of HR
- Organizational design and workforce planning
- Recruitment and selection
- Performance management
- Training and development
- Compensation and benefits
- Employee relations
- Personnel and Administration
Competencies: The Main Language in HR
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- Competency as a strategic and critical success factor
- Overview of competency theory
- Factors making up a competency
- Types of competencies
- Job analysis and competencies
Recruitment and Selection
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- Recruitment versus selection
- Defining requirements
- Attracting qualified candidates
- Types of assessments
- Competency-based interviews
- The STARÂ approach
- Questioning techniques
- Building the interview guide
- The selection decision
Performance Management
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- The performance management cycle
- Performance criteria
- Quantitative versus qualitative performance systems
- KPIs: The backbone of quantitative performance systems
- Setting up a competency-based performance management system
- Talent management and succession planning overview
Training and Development
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- Identification of training needs
- Business analysis
- Performance gap
- Surveys
- Choosing the right training course
- Integrated development approach
- Evaluating training effectiveness using the Kirkpatrick method
- Matching evaluation levels with learning objectives
- Evaluation of training effectiveness: AÂ case study on calculating ROI
- Identification of training needs
Compensation and benefits
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- Effective compensation pillars
- A total compensation management system
- Stages of compensation and benefits process
- Job Analysis
- Job evaluation
- Salary surveys: Guaranteeing ‘external consistency’
- Factors impacting compensation and benefits
Event Coordinated by BASA Training
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