Advanced Strategic Human Resource Management Training Course

Participants can diagnose the people issues most affecting strategic performance.

• PESTLE factors connected to labour markets, regulation, and workforce availability
• SWOT analysis converted into people risks and capability opportunities
• Stakeholder expectations identified through power-interest mapping and interview evidence
• Employee lifecycle data examined for attraction, development, retention, and exit patterns
• Root-cause analysis separates symptoms from systemic people-management failures
• Workforce diagnostic findings prioritised using materiality and controllability criteria

Participants can establish a workforce planning process aligned with operating plans.

• Workforce planning cycle linked to budgeting, strategy, and annual planning
• Demand drivers identified from volumes, service levels, productivity, and growth
• Workforce segments classified by strategic value and skill scarcity
• Critical roles distinguished from high-volume and support roles
• Current workforce supply profiled by headcount, skills, cost, and location
• Planning assumptions documented with owners, evidence sources, and review dates

Participants can produce workforce scenarios and recommend staffing responses.

• Demand forecasts built from workload ratios, productivity assumptions, and service volumes
• Supply forecasts account for attrition, retirement, mobility, and recruitment lead-times
• Gap analysis identifies shortages, surpluses, skill gaps, and cost exposures
• Scenario planning tests base, growth, disruption, and constrained-budget cases
• Build-buy-borrow-bot choices evaluated against capability, time, cost, and risk
• Workforce actions converted into hiring, redeployment, reskilling, and exit plans

Participants can assess organisation structure and design HR service delivery choices.

• Operating model components aligned across structure, process, people, technology, and governance
• Span-of-control analysis identifies managerial load and organisational layering issues
• Organisation design principles tested against customer, cost, control, and speed requirements
• Shared services, centres of expertise, and business partnering roles defined
• RACI matrices clarify accountabilities for recurring people-management decisions
• Organisation charts reviewed for duplication, bottlenecks, and unclear reporting relationships

Participants can create a talent strategy for business-critical capabilities and roles.

• Talent segmentation differentiates pivotal roles, scarce skills, and broad populations
• Critical-role profiles specify outcomes, capabilities, experience, and risk indicators
• Talent review architecture links performance, potential, mobility, and development decisions
• Nine-box grids calibrated using evidence, bias checks, and documented criteria
• Employee value proposition tested against target talent segment needs
• Retention plans target preventable turnover in critical talent populations

Participants can build succession plans for senior and business-critical positions.

• Succession governance establishes role ownership, review cycles, and confidentiality controls
• Success profiles define leadership requirements from future business scenarios
• Ready-now and ready-later successors assessed against evidence-based criteria
• Bench-strength measures identify successor coverage and pipeline vulnerability
• Development plans combine stretch assignments, mentoring, feedback, and formal learning
• Emergency succession protocols address sudden departure from pivotal positions

Participants can design performance management processes that reinforce organisational priorities.

• Cascading objectives connect enterprise goals, team commitments, and individual outcomes
• SMART measures balanced across results, behaviours, quality, risk, and development
• Performance calibration reduces rating inconsistency and manager bias
• Continuous feedback routines replace delayed annual performance conversations
• Performance improvement plans distinguish capability gaps from conduct concerns
• Manager capability requirements defined for fair, evidence-based performance decisions

Participants can evaluate reward choices against workforce strategy, affordability and fairness.

• Total reward strategy aligns pay, benefits, recognition, development, and flexibility
• Job evaluation methods support internal equity and defensible grade structures
• Market benchmarking interpreted using comparator groups, percentiles, and pay positioning
• Variable pay scorecards connect incentives to performance, risk, and affordability
• Pay equity analysis identifies unexplained gaps requiring further investigation
• Workforce cost models separate fixed, variable, contingent, and hidden employment costs

Participants can integrate employee relations and inclusion risks into strategic HR planning.

• Employee relations climate assessed through cases, grievances, absence, and survey data
• Consultation plans distinguish legal duties, union arrangements, and management communication
• Psychological safety indicators connected to speaking-up, error reporting, and retention
• Inclusion priorities defined through representation, progression, experience, and pay evidence
• Employment risk register records likelihood, impact, controls, owners, and actions
• Ethical decision tests applied to restructuring, surveillance, and workforce reductions

Participants can select and interpret people measures that support strategic decisions.

• HR Scorecard measures linked to workforce drivers and business outcomes
• Leading and lagging indicators separated for executive reporting purposes
• Turnover analysis segments voluntary exits by role, tenure, manager, and location
• Absence data tested for patterns, operational impact, and intervention priorities
• Correlation and causation distinguished when interpreting people analytics findings
• Data quality checks address definitions, missing records, bias, and confidentiality

Participants can produce clear HR reporting with defined measures and governance.

• ISO 30414 metric categories reviewed for human capital reporting relevance
• Metric dictionaries define formulas, sources, owners, frequency, and limitations
• Balanced Scorecard perspectives connect people measures to strategic performance
• Executive dashboards present trends, exceptions, decisions required, and accountable owners
• Narrative reporting explains implications rather than repeating data points
• Data governance assigns access, retention, validation, and escalation responsibilities

Participants can assess HR technology priorities, implementation risks and governance controls.

• HR technology roadmap prioritises employee experience, data, process, and cost outcomes
• Requirements gathering distinguishes business needs from vendor feature lists
• Process mapping identifies automation candidates and control points
• Algorithmic decision risks assessed for bias, explainability, privacy, and accountability
• HRIS governance defines data ownership, user access, and change control
• Vendor evaluation scorecards compare functionality, integration, security, and service commitments

Participants can plan people change with stakeholder, adoption and risk controls.

• Change impact assessment identifies role, process, capability, and behaviour consequences
• Kotter's eight-step model applied to major people and organisation change
• Stakeholder analysis maps influence, resistance, interests, and engagement actions
• Change readiness assessment tests sponsorship, capacity, capability, and communication conditions
• Communication plans define audience messages, channels, timing, and feedback loops
• Adoption measures track participation, behaviour change, performance, and unresolved issues

Participants can govern strategic HR delivery through milestones, risks and accountabilities.

• HR portfolio management ranks initiatives by value, risk, capacity, and urgency
• Implementation roadmaps sequence quick wins, dependencies, pilots, and scale-up actions
• Programme governance establishes sponsors, steering groups, workstreams, and escalation routes
• Risk registers track people, financial, legal, operational, and reputational exposures
• Benefits realisation plans assign measures, baselines, owners, and review dates
• Board papers structure decisions, options, recommendations, evidence, and implications

Participants can build, review and present a complete strategic HR plan for an organisational priority.

• Business case defines strategic context, workforce problem, and recommended intervention
• Workforce diagnosis combines demand, supply, talent, cost, and risk evidence
• Strategic HR priorities converted into outcomes, measures, initiatives, and ownership
• Implementation roadmap sets milestones, resources, dependencies, governance, and review points
• Executive dashboard presents leading indicators, decision triggers, and benefits measures
• Peer review challenges assumptions, feasibility, evidence quality, and stakeholder implications