Human Capital Management Training Course

Participants can prepare a workforce plan using demand, supply, gap and scenario analysis.

• Strategic workforce planning cycle from business assumptions to action plans
• Demand forecasting using workload drivers, productivity ratios and service volumes
• Workforce supply analysis covering headcount, skills, mobility and attrition
• Gap analysis identifying shortages, surpluses, critical roles and timing
• Scenario planning for growth, restructuring, automation and funding changes
• Workforce plan actions covering build, buy, borrow, bind and redeploy

Participants can define roles, accountabilities and capabilities using structured job analysis methods.

• Job analysis using interviews, observation, questionnaires and work diaries
• Task statements separated from outputs, authority limits and decision rights
• Competency frameworks combining technical, behavioural and leadership requirements
• Job descriptions written with purpose, accountabilities, measures and relationships
• Organisation charts tested against spans, layers and decision bottlenecks
• Role evaluation evidence prepared for grading, reward and recruitment decisions

Participants can design fair and evidence-based recruitment and selection processes for priority roles.

• Recruitment strategy selected from internal mobility, external hiring and talent pools
• Candidate personas built from role requirements and labour-market evidence
• Structured interview questions mapped to competencies and behavioural indicators
• Selection scorecards weighting essential criteria, evidence and panel ratings
• Work-sample tests designed around realistic role outputs and standards
• Bias controls applied through panel calibration, anonymisation and documented decisions

Participants can establish onboarding and probation arrangements that support faster contribution and retention.

• Preboarding checklist covering documentation, equipment, access and manager contact
• Thirty-sixty-ninety-day plans linking learning, outputs and stakeholder relationships
• Role clarity discussions covering priorities, standards, authority and escalation routes
• Probation review criteria based on objectives, behaviours and support evidence
• New-hire feedback collected through pulse surveys and structured check-ins
• Early attrition analysis separating recruitment, onboarding, manager and role causes

Participants can design performance management arrangements that create clarity, feedback and accountable action.

• SMART objectives aligned with team outputs, customer needs and risk controls
• Behavioural indicators describing observable conduct for values and competencies
• Performance check-ins structured around progress, obstacles, feedback and support
• Rating scales defined with evidence standards and performance anchors
• Calibration meetings testing consistency across managers, functions and employee groups
• Performance improvement plans specifying gaps, actions, evidence and review dates

Participants can create capability development plans from identified skills and performance gaps.

• Skills taxonomy distinguishing job-specific, transferable, leadership and digital skills
• Training needs analysis using strategic, task, person and compliance evidence
• 70-20-10 development plans combining experience, feedback and formal learning
• Learning pathways sequenced by role level, skill proficiency and career stage
• Kirkpatrick evaluation levels applied to learning outcomes and transfer evidence
• Capability dashboards tracking participation, proficiency, application and performance results

Participants can identify high-potential talent and create succession actions for critical roles.

• Critical-role analysis based on strategic value, scarcity and operational risk
• Nine-box grid combining sustained performance and future potential evidence
• Talent review meetings using calibrated criteria, evidence and challenge questions
• Successor slates distinguishing ready-now, ready-soon and longer-term candidates
• Development assignments matched to exposure, stretch, coaching and formal learning
• Succession risk registers covering vacancy impact, readiness and retention exposure

Participants can assess reward options using job value, market evidence, affordability and fairness criteria.

• Total reward model covering pay, benefits, recognition, development and work experience
• Job evaluation factors used to assess relative role value consistently
• Salary range architecture defining minimum, midpoint, maximum and progression rules
• Market benchmarking interpreted alongside internal equity and budget constraints
• Variable pay measures linked to performance, risk controls and affordability
• Pay equity analysis comparing comparable roles, protected groups and outliers

Participants can manage employee relations issues through fair processes, evidence and documented decisions.

• Employee relations framework covering voice, discipline, grievances and consultation
• Case triage distinguishing informal resolution, investigation and formal procedures
• Investigation plans defining allegations, evidence sources, witnesses and confidentiality
• Fact-finding interviews conducted with neutral questions and accurate records
• Case documentation separating evidence, findings, decisions and follow-up actions
• Union and employee representative engagement planned through consultation protocols

Participants can diagnose engagement and retention issues and select targeted improvement actions.

• Employee engagement drivers analysed through survey, focus-group and turnover evidence
• Pulse survey questions designed around trust, workload, voice and manager quality
• Employee listening architecture combining surveys, forums, interviews and exit data
• Stay interviews identifying motivators, frustrations, aspirations and retention risks
• Retention segmentation focusing on critical roles, scarce skills and vulnerable cohorts
• Action plans assigning local owners, measures, deadlines and communication messages

Participants can integrate wellbeing, inclusion and fair-treatment considerations into people management decisions.

• Psychosocial risk assessment covering workload, control, support and role clarity
• Wellbeing indicators monitored through absence, workload, survey and case data
• Inclusion diagnostics examining representation, progression, voice and employee experience
• Inclusive leadership behaviours translated into manager expectations and feedback criteria
• Reasonable adjustment processes documented through needs assessment and review
• Fair treatment checks applied to recruitment, performance, reward and promotion decisions

Participants can improve HR service delivery through process design, controls and service measures.

• HR service catalogue defining transactions, advice, ownership and service levels
• Employee journey mapping identifies friction points, handoffs and service failures
• Standard operating procedures document inputs, controls, approvals and exceptions
• Case management workflows route employee requests through defined resolution stages
• Service-level measures track response time, resolution quality and customer feedback
• Continuous improvement uses root-cause analysis, Pareto charts and corrective actions

Participants can interpret people data and present decision-relevant workforce insights to leaders.

• HR metrics dictionary defining formulas, sources, owners and reporting frequency
• Headcount and full-time-equivalent measures reconciled for workforce reporting
• Turnover analysis separates voluntary, involuntary, regretted and early attrition
• Absence measures distinguish frequency, duration, patterns and operational impact
• HR scorecards link workforce measures with performance, risk and delivery outcomes
• ISO 30414 indicators selected for internal reporting and governance needs

Participants can define data governance requirements for reliable, secure and useful HR information.

• HR data inventory identifies personal data, sources, users and retention periods
• Data-quality rules test completeness, validity, consistency, timeliness and uniqueness
• Role-based access controls protect sensitive employee and compensation information
• Master data ownership assigned for employee, position, organisation and skills records
• HR system requirements translated from process needs, controls and reporting priorities
• Algorithmic decision risks reviewed for bias, explainability and human oversight

Participants can establish governance arrangements that manage people risks and support ethical decisions.

• HR governance structure defines committees, authorities, reporting and escalation paths
• People risk register records likelihood, impact, controls, owners and review dates
• Ethical decision model tests legality, fairness, harm and stakeholder consequences
• Delegated authority schedules clarify approvals for hiring, pay and employee actions
• Policy governance covers drafting, consultation, approval, communication and review
• Audit trails preserve evidence for employment decisions, controls and investigations

Participants can plan people-side actions for HR change, restructuring and new operating models.

• Change impact assessment maps affected roles, processes, skills and stakeholder groups
• Kotter's eight-step model applied to HR transformation and adoption planning
• Change readiness assessment identifies sponsorship, capability, resistance and communication gaps
• Stakeholder engagement plans sequence messages, channels, feedback and local champions
• Transition plans define workforce actions, service continuity and decision milestones
• Adoption measures track system use, manager capability and employee experience

Participants can structure HR advisory engagements that diagnose issues and produce actionable recommendations.

• Consulting contract clarifies problem statement, scope, roles, evidence and decisions
• Issue trees separate symptoms, root causes, assumptions and priority questions
• Root-cause analysis uses five whys, fishbone diagrams and evidence testing
• Business cases quantify costs, benefits, risks, dependencies and implementation requirements
• Executive briefings present options, trade-offs, recommendations and decision requests
• Influencing plans adapt messages to stakeholder interests, authority and concerns

Participants can evaluate whether human capital initiatives are producing measurable organisational value.

• Logic models connect HR inputs, activities, outputs, outcomes and intended impact
• Baseline measures established before interventions, pilots and policy changes
• Benefits tracking compares expected outcomes with realised workforce and service results
• Cost-of-turnover calculations include vacancy, recruitment, onboarding and productivity losses
• Dashboard narratives explain trends, exceptions, limitations and management implications
• Quarterly people reviews assign corrective actions against agreed workforce measures

Participants can build, review and present a complete Human Capital Management Plan for a defined organisational priority.

• Strategic workforce issue defined with evidence, scope, stakeholders and success measures
• Workforce demand, supply and capability gaps consolidated into priority findings
• Talent, performance, reward and engagement actions integrated into one plan
• People metrics, risk controls and governance arrangements specified for implementation
• Implementation roadmap sequences owners, milestones, resources, dependencies and review points
• Executive presentation communicates recommendations, trade-offs, costs and expected benefits