Digital HR Transformation Training Course

Duration 5 days 10 modules · 33 contact hours
Level Intermediate Certificate on completion
Who attends HR Directors and Heads of HR, HR Transformation Managers and others
Fee from USD 1,100 KSh 95,000 for Kenyan organisations
Where 52 cities + online See dates by city
Next start 16 Nov 2026 Course code SD-HM-114

Before you join: Participants should have practical familiarity with core HR processes such as recruitment, onboarding, performance, learning, payroll, employee records or workforce reporting.

Dates & prices

Two start dates a month in every city, and live online on weekdays or weekends. Fees are per participant; classroom fees include tuition, materials, lunch and refreshments, and the certificate.

Suggest a date or city

Showing the next six months. Later dates, other cities and private deliveries for your team are available on request.

Course overview

Digital HR transformation addresses persistent problems in how HR services are delivered, measured and improved. Manual workflows, fragmented employee data, inconsistent manager experiences and poorly configured platforms can create avoidable delays, compliance exposure and low adoption. HR leaders also face rising expectations for self-service, workforce insight and responsible use of automation and artificial intelligence. The challenge is not simply selecting new software; it is redesigning processes, roles, data controls and employee interactions around clear business priorities.

This course teaches participants how to plan and lead a structured digital HR transformation. It covers HR operating models, process redesign, HRIS architecture, vendor selection, data governance, people analytics, AI use cases, employee experience design, change management and implementation governance. Participants learn to assess HR maturity, map current services, define requirements, evaluate technology options, establish data ownership and create a phased transformation roadmap. The course also addresses practical controls for privacy, access management, algorithmic risk and measurement of adoption and business results.

Teaching combines focused instructor briefings with HR transformation cases, process-mapping work, technology selection scenarios, analytics interpretation and group planning. Participants apply methods to realistic situations such as consolidating payroll and core HR systems, introducing employee self-service, improving recruitment workflows or setting governance for AI-supported HR processes. They leave with a structured Digital HR Transformation Blueprint containing a maturity assessment, target operating model, prioritised initiative portfolio, governance approach and 12-month implementation roadmap.

The course is suited to HR professionals who contribute to, sponsor or manage HR technology and service transformation initiatives. It is particularly relevant where HR, IT, finance, risk and business leaders must make coordinated decisions on systems, data, process ownership and employee adoption.

What you will be able to do

  • Assess HR digital maturity using a process, data, technology and capability framework
  • Map HR service processes using SIPOC, journey mapping and pain-point analysis
  • Define HRIS requirements and evaluate vendors using a weighted scorecard
  • Design data governance roles, privacy controls and data-quality measures for HR data
  • Build people analytics measures linking workforce data to service and business outcomes
  • Evaluate HR automation and AI use cases using risk, value and control criteria
  • Plan employee adoption using stakeholder analysis, communications and change-impact assessment
  • Produce a phased Digital HR Transformation Blueprint with governance and delivery milestones

Benefits of attending

For you

  • Build credibility when contributing to HRIS and service transformation decisions
  • Create stronger business cases for HR process and technology investment
  • Assess vendor proposals beyond feature lists and product demonstrations
  • Apply practical controls to employee data, analytics and AI initiatives
  • Present a structured transformation roadmap to HR and business stakeholders

For your organisation

  • Prioritise HR investments against service, workforce and cost objectives
  • Reduce rework caused by unclear requirements, weak ownership and fragmented processes
  • Improve HR data quality, access control and reporting reliability
  • Increase employee and manager adoption of digital HR services
  • Establish measurable governance for automation, analytics and AI use

Course modules

10 modules over 5 days

Participants can diagnose digital HR maturity and define a transformation case linked to business priorities.

  • Digital HR value thesis linked to workforce, service and cost priorities
  • Current-state HR service map spanning hire, develop, reward and exit
  • Pain-point evidence gathered from cycle times, errors, volumes and satisfaction
  • HR maturity assessment using process, data, technology and capability dimensions
  • Stakeholder map distinguishing employees, managers, HR specialists, IT and vendors
  • Transformation principles stated as measurable design choices and trade-offs

Participants can redesign HR services and clarify accountabilities for a digital operating model.

  • SIPOC mapping identifies suppliers, inputs, process steps, outputs and customers
  • Target operating model defines shared services, centres of expertise and partners
  • Process standardisation rules separate global controls from justified local variation
  • RACI matrix assigns decision rights, service ownership and escalation responsibilities
  • Case-management design structures requests, approvals, service levels and knowledge articles
  • Lean waste analysis identifies handoffs, duplication, waiting and unnecessary approvals

Participants can define HR technology requirements and make defensible platform selection decisions.

  • Requirements catalogue separates mandatory controls, user needs, integrations and reporting
  • HRIS architecture distinguishes system of record, engagement and insight layers
  • Weighted vendor scorecard applies functional, technical, commercial and implementation criteria
  • API and integration patterns connect payroll, identity, finance and learning systems
  • Total cost of ownership includes licences, configuration, support and change
  • Data migration scope identifies source quality, retention and reconciliation requirements

Participants can establish governance and controls for reliable, lawful HR data use.

  • Data ownership model assigns accountable stewards for core workforce data domains
  • Data classification separates public, internal, confidential and restricted employee information
  • Role-based access control restricts records according to job duties and sensitivity
  • GDPR lawful-basis assessment tests collection, processing, retention and disclosure decisions
  • Data protection impact assessment identifies privacy risks before high-risk processing
  • Data-quality rules measure completeness, validity, consistency, timeliness and uniqueness

Participants can design workforce measures and dashboards that support operational and strategic decisions.

  • Metric tree connects HR activity measures to workforce and business outcomes
  • Workforce segmentation distinguishes population needs by role, location and employment type
  • Dashboard design uses decision questions, thresholds, trends and drill-down paths
  • Turnover analysis separates voluntary exits, regretted loss and controllable causes
  • Recruitment funnel metrics measure conversion, speed, quality and source performance
  • Correlation and causation tested before drawing conclusions from people data

Participants can evaluate HR automation and AI applications against value, risk and control requirements.

  • Automation suitability matrix assesses volume, rules, exceptions, risk and user impact
  • Robotic process automation targets repetitive transfers between stable structured systems
  • Generative AI use cases cover drafting, knowledge retrieval and service assistance
  • Human-in-the-loop controls govern decisions affecting recruitment, performance and employee relations
  • NIST AI RMF frames governance, mapping, measurement and risk management activities
  • Bias testing examines disparate outcomes across protected and relevant workforce groups

Participants can design digital HR journeys that improve access, completion and user satisfaction.

  • Employee journey mapping captures moments, channels, emotions, barriers and desired outcomes
  • Design thinking applies empathise, define, ideate, prototype and test stages
  • Self-service content uses plain language, searchable articles and clear escalation routes
  • Manager experience design simplifies approvals, team actions and workforce information access
  • Accessibility criteria address readable content, keyboard access and assistive technology compatibility
  • User acceptance measures track task completion, confidence, satisfaction and repeat contacts

Participants can plan stakeholder engagement and adoption activities for digital HR change.

  • Change-impact assessment identifies altered tasks, roles, skills, controls and incentives
  • ADKAR model structures awareness, desire, knowledge, ability and reinforcement interventions
  • Stakeholder influence matrix prioritises sponsors, champions, affected groups and resistors
  • Communication plan specifies audience, message, channel, owner, timing and feedback routes
  • Role-based learning paths align training content with new process responsibilities
  • Adoption dashboard monitors activation, usage, completion, support demand and sentiment

Participants can structure delivery governance, sequencing and controls for an HR transformation programme.

  • Transformation portfolio ranks initiatives by value, dependency, risk, effort and readiness
  • Roadmap sequencing aligns foundational data, process, platform and adoption workstreams
  • Programme charter defines scope, outcomes, sponsors, authority, assumptions and constraints
  • Steering committee cadence reviews decisions, risks, benefits, funding and delivery status
  • RAID log records risks, assumptions, issues, dependencies and accountable owners
  • Pilot criteria define target users, success measures, support model and exit decisions

Participants can define benefits measures and produce an actionable plan for their HR transformation priorities.

  • Benefits realisation map links initiatives to measurable financial, service and workforce effects
  • Baseline measures establish current performance before process or technology changes
  • KPI definitions specify formula, source, owner, frequency, target and interpretation
  • Control plan schedules post-launch reviews for data, adoption, service and risk
  • Twelve-month action plan assigns priorities, milestones, dependencies and accountable sponsors
  • Executive briefing structure presents decisions, investment needs, risks and expected benefits

Exercises and examples are adapted to each cohort's sectors and roles.

What you take back to work

  1. Digital HR maturity assessment template
  2. Target HR operating model canvas
  3. HRIS requirements and vendor scorecard
  4. HR data governance responsibility matrix
  5. Digital adoption and change plan
  6. Twelve-month transformation roadmap

Who should attend

  • HR Directors and Heads of HR — responsible for service, operating-model and technology priorities
  • HR Transformation Managers — coordinating process redesign, platform change and adoption work
  • HR Business Partners — translating business requirements into improved people services
  • HRIS and HR Technology Managers — defining systems, integrations, controls and vendor requirements
  • People Analytics Managers — building reliable data products and decision measures
  • IT, Change and Programme Managers — supporting cross-functional HR transformation delivery

Skills and tools covered

HR digital strategyHRIS requirements definitionPeople data governanceWorkforce analyticsAI risk assessmentTransformation roadmap design

Tools and standards

SIPOC, RACI matrix, ADKAR model, NIST AI RMF

How the course runs

Training methodology

The course uses short instructor briefings to introduce methods, followed by cases drawn from HR service transformation, HRIS replacement, employee self-service and people analytics initiatives. Participants work in groups to map processes, assess technology options, interpret workforce measures and identify change impacts. Simulations examine vendor selection, data governance decisions and AI risk scenarios. Guided application planning helps participants adapt course methods to their own HR priorities, stakeholders, systems and delivery constraints.

Requirements and prerequisites

Participants should have practical familiarity with core HR processes such as recruitment, onboarding, performance, learning, payroll, employee records or workforce reporting. Experience supporting HR projects, system changes, process improvement or service delivery is helpful. Participants should be comfortable discussing business requirements and reviewing basic operational data. Prior HRIS implementation experience is not required, and no programming, data science or technical architecture background is assumed. The course explains technology and data concepts from an HR transformation perspective while expecting participants to contribute informed operational examples.

A typical training day

08:30 – 10:30First session
10:30 – 10:45Refreshment break
10:45 – 12:30Second session
12:30 – 13:30Lunch and networking
13:30 – 15:00Third session
15:00 – 15:15Refreshment break
15:15 – 16:30Workshop and daily review

Live online deliveries follow the same structure in East Africa Time, with shorter screen blocks and longer breaks.

What the fee includes

  • Instruction by a practitioner facilitator
  • Full course workbook and materials
  • Exercise files, templates and case studies
  • Refreshments and lunch on classroom deliveries
  • Certificate of completion
  • Post-course application plan

Frequently asked questions

You should understand core HR processes and have some exposure to HR service delivery, HR projects or workforce reporting. You do not need prior HRIS implementation experience, programming skills or data science knowledge.

Bring examples of HR processes, service issues, reporting needs or technology decisions relevant to your role. A laptop is useful for reviewing course materials and building your application plan, whether attending in person or online.

The course is designed for HR leaders, HR transformation staff, HRIS managers, business partners, people analytics professionals and programme managers. It is most useful for people involved in planned or active HR technology, service or data improvement initiatives.

An HRIS administration course focuses on operating a specific platform and its configuration features. This course focuses on transformation decisions across operating model, processes, data, technology selection, adoption, governance and benefits measurement.

You can use the templates to assess current HR maturity, identify process pain points, clarify technology requirements and establish data ownership. The transformation roadmap provides a practical structure for conversations with HR, IT, finance, risk and business sponsors.

Each training day runs from 08:30 to 16:30 and provides about 6.5 contact hours. The five days progress from strategy and process design through technology, data, analytics, AI, employee experience, change and implementation planning.

Questions about this course?

Ask about dates, fees, group bookings or running it for your team. Our training team replies by email.

Ask on WhatsApp info@skillsetdevelopment.com

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