HR Management and Analytics Training Course

Duration 5 days 10 modules · 33 contact hours
Level Intermediate Certificate on completion
Who attends HR Business Partners, HR 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-119

Before you join: Participants should understand core HR activities such as recruitment, performance management, learning, employee relations, reward and 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

HR functions are expected to provide reliable workforce insight, improve manager decisions and show how people actions affect business results. Many teams hold extensive employee data but struggle with inconsistent definitions, weak data quality, fragmented HR systems and reporting that describes activity without explaining causes. This course addresses the practical challenge of turning workforce data into decisions on hiring, capability, retention, performance, reward and workforce risk.

Participants learn how to connect HR priorities to organisational strategy, define meaningful workforce measures and build an HR analytics approach that managers can use. The course covers HR operating models, workforce planning, data governance, KPI design, descriptive and diagnostic analysis, dashboard design, talent analytics, engagement analysis and reporting standards. Participants practise framing business questions, selecting appropriate measures, interpreting trends, distinguishing correlation from causation and presenting findings without overstating conclusions.

Instruction combines short briefings, facilitator demonstrations, sector-based cases and structured analysis of realistic HR data scenarios. Cases reflect common issues in banks, public agencies, multinational employers, NGOs and large service organisations, including attrition hotspots, recruitment bottlenecks, skills gaps, absence patterns and manager capability. Participants leave with a practical HR analytics action plan, a workforce KPI catalogue, dashboard requirements and templates for data definitions, stakeholder reporting and analytical investigations.

The course is suited to HR professionals who already support core HR processes and now need to make more evidence-based recommendations. It is also valuable for HR business partners, people managers and analysts working with HR data, workforce reports or HR transformation initiatives.

What you will be able to do

  • Align an HR operating model and workforce priorities with business strategy
  • Build a workforce plan using demand, supply, gap and scenario analysis
  • Define HR metrics using clear calculation rules, data sources and owners
  • Assess HR data quality through completeness, accuracy, timeliness and consistency checks
  • Analyse workforce patterns using segmentation, trend analysis and cohort analysis
  • Design HR dashboards that support executive, manager and operational decisions
  • Interpret recruitment, performance, engagement, retention and reward analytics
  • Produce an HR analytics action plan with governance, reporting and improvement priorities

Benefits of attending

For you

  • Produce evidence-based recommendations for workforce and talent decisions
  • Build credible HR dashboards and workforce reports for senior stakeholders
  • Identify attrition, absence, hiring and capability patterns from HR data
  • Apply consistent metric definitions when challenging unreliable HR reporting
  • Strengthen credibility as an HR partner in business planning discussions

For your organisation

  • Improves workforce decisions through consistent, decision-relevant HR measures
  • Reduces reporting disputes through defined data ownership and calculation rules
  • Identifies recruitment bottlenecks and avoidable employee turnover earlier
  • Connects people initiatives to workforce capacity, cost and service outcomes
  • Creates a repeatable basis for HR reporting, governance and action tracking

Course modules

10 modules over 5 days

Participants can align HR services, accountabilities and priorities with organisational strategy.

  • HR operating model aligned to business strategy, structure and service delivery
  • Ulrich model roles: strategic partner, centre of expertise, shared services
  • Stakeholder mapping for executives, line managers, employees, unions and vendors
  • RACI matrix defining ownership for recruitment, performance, rewards and employee relations
  • HR policies translated into consistent manager decisions and employee experience
  • Service-level measures for response times, case resolution and manager satisfaction
  • Employee lifecycle mapped from workforce entry through exit and alumni

Participants can build a practical workforce plan using demand, supply and gap analysis.

  • Strategic workforce planning linked to operating plans, budgets and service demand
  • Demand forecasting using workload drivers, productivity ratios and planned service levels
  • Workforce supply analysis covering headcount, skills, mobility and retirement risk
  • Gap analysis comparing future capability requirements against available workforce capacity
  • Scenario planning for growth, restructuring, automation and critical skill shortages
  • Build-buy-borrow-bot decisions for scarce roles and specialist capabilities
  • Succession risk assessment using critical-role profiles and readiness categories

Participants can establish data controls that support reliable and responsible HR analytics.

  • HR data governance roles covering ownership, stewardship, access and accountability
  • Data dictionary definitions for headcount, turnover, absence, vacancy and tenure
  • Completeness, accuracy, consistency and timeliness checks for workforce data
  • Master data controls for employee identifiers, organisational units and job architecture
  • Privacy-by-design principles for employee records, sensitive data and analytics outputs
  • Purpose limitation and data minimisation applied to people analytics requests
  • Bias risks identified in data collection, algorithms, interpretation and reporting

Participants can define an HR KPI set with sound calculations and decision relevance.

  • HR Scorecard logic linking people measures to operational and strategic outcomes
  • Leading and lagging indicators distinguished for workforce and talent decisions
  • Metric formulas specified with numerator, denominator, period and population rules
  • Headcount, full-time equivalent and workforce cost measures calculated consistently
  • Turnover rates separated into voluntary, involuntary, regretted and early-tenure categories
  • Recruitment funnel measures covering source, conversion, time-to-fill and quality
  • KPI thresholds set through baselines, targets, benchmarks and risk tolerances

Participants can analyse workforce data to identify material patterns and exceptions.

  • Descriptive statistics using counts, rates, averages, medians and percentile ranges
  • Trend analysis comparing monthly, quarterly and annual workforce movement patterns
  • Workforce segmentation by business unit, location, grade, tenure and demographic group
  • Cohort analysis tracking hiring groups, promotion groups and employee retention
  • Cross-tabulation methods revealing differences between population segments and outcomes
  • Distribution analysis identifying outliers in pay, performance, absence and tenure
  • Data visualisation choices matching comparisons, trends, composition and distributions

Participants can investigate workforce issues without making unsupported causal claims.

  • Problem statements framed as answerable business questions with defined decisions
  • Root cause analysis using five whys, fishbone diagrams and evidence checks
  • Correlation and causation distinguished when interpreting workforce relationships
  • Driver analysis structured around hypotheses, comparison groups and confounding factors
  • Attrition investigations examining manager, tenure, pay, mobility and workload variables
  • Absence patterns assessed by frequency, duration, seasonality and organisational location
  • Findings translated into action options, assumptions, risks and evaluation measures

Participants can use recruitment data to improve hiring flow, quality and early retention.

  • Recruitment process map from requisition approval through onboarding and probation
  • Time-to-fill decomposed into approval, sourcing, selection and offer stages
  • Source-of-hire analysis comparing conversion, cost, quality and retention outcomes
  • Candidate funnel analysis locating drop-off between application, interview and offer
  • Quality-of-hire measures combining performance, retention, manager feedback and ramp-up
  • Offer acceptance rates analysed by role, location, source and candidate segment
  • New-hire cohort tracking through onboarding milestones, performance and early attrition

Participants can assess performance and capability evidence to target workforce development.

  • Performance distribution analysis identifying rating patterns, calibration issues and outliers
  • Nine-box grid applied to performance, potential, succession and development decisions
  • Skills taxonomy linking job requirements, proficiency levels and learning priorities
  • Skills-gap analysis comparing assessed capability against role-based target profiles
  • Learning evaluation using Kirkpatrick levels, completion data and transfer evidence
  • Internal mobility measures covering promotions, lateral moves and talent deployment
  • Manager capability indicators linked to performance quality, engagement and retention

Participants can interpret employee experience and reward data to prioritise interventions.

  • Employee listening strategy combining surveys, pulse checks, exit data and comments
  • Engagement survey analysis using favourability, response rates and item-level trends
  • Employee Net Promoter Score interpreted alongside retention and manager data
  • Retention risk segments identified through tenure, mobility, pay and engagement patterns
  • Pay equity analysis comparing like-for-like roles, grades, performance and tenure
  • Compensation positioning assessed against salary ranges, market references and internal equity
  • Inclusion indicators monitored through representation, progression, participation and sentiment

Participants can specify a decision-focused HR dashboard and implementation plan.

  • Dashboard audience analysis for boards, executives, managers and HR operations
  • Executive narrative structured around decision, evidence, implication and recommended action
  • Dashboard wireframe combining headline KPIs, trends, segments and exception alerts
  • Data visualisation principles covering scale, labels, colour, context and comparability
  • ISO 30414 indicators considered for human capital reporting and disclosure
  • Monthly reporting cadence defined through owners, inputs, reviews and escalation routes
  • HR analytics action plan prioritising quick wins, governance and capability development

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

What you take back to work

  1. HR analytics action plan template
  2. Workforce KPI catalogue
  3. HR data dictionary template
  4. Workforce planning scenario model
  5. HR dashboard requirements document
  6. Analytics investigation checklist

Who should attend

  • HR Business Partners — translate workforce evidence into business recommendations
  • HR Managers — improve service delivery, policy decisions and workforce outcomes
  • People Analytics Specialists — structure analysis and communicate findings to stakeholders
  • HR Generalists — move from administrative reporting to decision-focused workforce insight
  • Talent Acquisition and Development Managers — measure hiring, capability and retention performance
  • Line Managers with HR accountability — use workforce data for team decisions

Skills and tools covered

Workforce planningHR data governancePeople analyticsDashboard designTalent analyticsEvidence-based HR

Tools and standards

HR Scorecard, ISO 30414 Human capital reporting, Kirkpatrick Model, 9-box grid

How the course runs

Training methodology

The course uses short instructor briefings to introduce HR management frameworks, analytics methods and reporting standards. Participants work through realistic workforce cases involving recruitment delays, attrition, skills shortages, absence and engagement concerns. Group exercises apply KPI definitions, data-quality checks, segmentation methods and dashboard design choices to sample HR data. Facilitated discussions test how findings should be communicated to executives and managers. The final sessions support individual application planning around participants' own workforce priorities, available data and reporting responsibilities.

Requirements and prerequisites

Participants should understand core HR activities such as recruitment, performance management, learning, employee relations, reward and workforce reporting. Experience using spreadsheets, reviewing HR reports or supporting manager decisions is helpful. Participants should be comfortable working with percentages, rates, averages and simple charts. Prior experience in HR analytics, statistical software, programming, data visualisation tools or formal workforce planning is not required. The course explains analytical concepts in business terms and focuses on sound interpretation rather than advanced mathematics.

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

Participants should have practical familiarity with core HR processes and basic workforce reporting. Advanced analytics, programming and statistical software experience are not required.

Bring examples of workforce questions, recurring HR reports or reporting challenges from your role, where confidentiality permits. A laptop is useful for live online delivery and may be requested for classroom data activities.

The course is designed for HR business partners, HR managers, HR generalists, people analysts and talent leaders. It also suits line managers who make workforce decisions and need to interpret HR data more effectively.

General HR management courses concentrate on policies, processes and legal responsibilities. This course connects those activities to workforce metrics, analytical methods, dashboard design and evidence-based recommendations.

Participants can use the templates to define workforce measures, improve recurring reports and investigate issues such as turnover, hiring delays or absence. The action plan helps identify a focused first analytics initiative for their HR function.

The course runs from 08:30 to 16:30 each day, providing about 6.5 contact hours daily. Time is divided between HR management frameworks, analytics methods, case analysis, group work and application 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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