Future of Work Masterclass Training Course

Participants can define target operating model choices that align work, accountability, technology and capacity.

• Operating Model Canvas maps value delivery, capabilities, processes, governance, and workforce
• Customer journeys identify moments where work redesign changes service outcomes
• Decision-rights matrices clarify enterprise, business-unit, function, and team accountabilities
• Span-of-control analysis tests managerial capacity under redesigned service models
• Shared services, centres of excellence, and product teams compared systematically
• Organisation layers assessed against decision speed, coordination cost, and accountability
• Target-state design principles resolve tensions between standardisation, autonomy, and local responsiveness

Participants can build workforce plans that connect strategic demand, capacity requirements and workforce supply.

• Demand forecasting converts strategic initiatives into workload, capability, and capacity requirements
• Supply analysis profiles headcount, skills, tenure, location, cost, and attrition
• Build-buy-borrow-bot-redeploy choices structure workforce supply responses
• Critical-role segmentation prioritises positions with disproportionate value or risk
• Capacity models distinguish productive hours, utilisation, shrinkage, and contingency cover
• Workforce gaps quantified through scenario-based demand and supply comparisons
• Action portfolios sequence hiring, reskilling, redeployment, outsourcing, and automation interventions

Participants can redesign work and job architecture around skills, outcomes and sustainable performance.

• Task decomposition separates automated, augmented, retained, and eliminated work activities
• Job Demands-Resources model assesses workload, autonomy, support, and burnout risk
• Skills taxonomies distinguish foundational, technical, functional, and transferable capabilities
• Role architecture links accountabilities, decision rights, skills, levels, and career pathways
• Skills adjacency analysis identifies credible reskilling and internal mobility routes
• Outcome-based role design reduces unnecessary handoffs, approvals, and duplicated effort
• Career lattices replace narrow progression assumptions for scarce and emerging skills

Participants can set evidence-based hybrid work principles that protect performance, fairness and connection.

• Role suitability assessments distinguish location flexibility from work-time flexibility
• Team charters define coordination norms, response expectations, and collaboration rhythms
• Proximity bias risks tested through promotion, performance, and access data
• Workplace portfolios align space utilisation, collaboration needs, security, and cost
• Employee journey mapping identifies friction across remote, onsite, and mobile work
• Fairness tests compare flexibility access across roles, grades, locations, and demographics
• Manager routines support inclusion, accountability, wellbeing, and distributed team cohesion

Participants can assess AI and automation opportunities while defining human controls, roles and transition needs.

• Task exposure analysis estimates automation potential, augmentation value, and implementation complexity
• Human-in-the-loop controls define review thresholds, escalation routes, and accountability
• Process mining evidence identifies rework, bottlenecks, exceptions, and automation candidates
• AI use cases assessed for data quality, bias, privacy, and explainability
• Work redesign specifies changed tasks, skills, workloads, controls, and role impacts
• Transition plans address redeployment, reskilling, consultation, and knowledge retention
• Technology benefits tracked against service quality, risk, productivity, and employee experience

Participants can design talent ecosystem choices for scarce skills, variable demand and organisational resilience.

• Talent ecosystem maps employees, contractors, partners, alumni, and specialist providers
• Make-buy-borrow decisions evaluate speed, cost, capability control, and workforce risk
• Internal talent marketplaces match projects with verified skills and development goals
• Strategic workforce segmentation differentiates scarce expertise from scalable transactional capacity
• Vendor governance defines outcomes, intellectual property, security, and knowledge-transfer requirements
• Location strategy balances talent availability, labour cost, resilience, and regulatory constraints
• Succession risk analysis identifies fragile capabilities, single points, and retention exposures

Participants can establish change architecture that converts workforce design decisions into sustained adoption.

• ADKAR assessments identify awareness, desire, knowledge, ability, and reinforcement barriers
• Stakeholder mapping distinguishes sponsors, influencers, impacted groups, and resistance sources
• Change impact assessments connect operating-model choices with role-level consequences
• Sponsor roadmaps specify visible actions, decision forums, communications, and escalation routes
• Consultation planning addresses employee representatives, legal obligations, and trust risks
• Capability academies combine role pathways, practice opportunities, coaching, and certification
• Adoption metrics track behaviour change, proficiency, sentiment, and business outcomes

Participants can use workforce evidence to test transformation assumptions, risks and equity implications.

• Workforce dashboards connect capacity, skills, mobility, engagement, and performance measures
• ISO 30414 indicators support consistent human capital reporting and data definitions
• Cohort analysis identifies attrition, progression, retention, and capability-development patterns
• Scenario sensitivity testing reveals workforce plan exposure to changing assumptions
• Algorithmic decision reviews assess bias, transparency, contestability, and human accountability
• Data governance defines purpose limitation, access controls, retention, and consent requirements
• Workforce risk registers connect people exposures with operational and strategic consequences

Participants can produce a governed implementation roadmap for a priority workforce transformation initiative.

• Benefits maps link workforce interventions with financial, service, risk, and capability outcomes
• Business cases distinguish one-time investment, recurring cost, avoided cost, and productivity
• Transformation governance defines sponsor roles, decision gates, workstreams, and escalation
• Milestone plans sequence diagnostic evidence, design choices, pilots, scale-up, and reinforcement
• Pilot criteria test feasibility, adoption, equity, customer impact, and measurable value
• Balanced scorecards track leading indicators alongside outcome and risk measures
• Ninety-day application plans assign priorities, stakeholders, evidence needs, and next decisions