Human Capital Planning Training Course

Participants can derive workforce demand assumptions from business, service and operating plans.

• Revenue, volume, service and productivity drivers behind workforce demand
• Driver-based demand models using workload, ratios and activity standards
• Strategic initiatives converted into new roles, capabilities and capacity
• Demand assumptions tested against budgets, delivery plans and market conditions
• Role demand differentiated by location, function, grade and employment type
• Assumption logs recording sources, confidence levels, owners and review dates

Participants can define the workforce data required for reliable planning and reporting.

• Workforce data dictionary covering headcount, FTE, vacancies and contingent labour
• Employee master data checked for completeness, consistency and timeliness
• Job architecture linking jobs, grades, families, skills and pay
• Data privacy controls applied to identifiable workforce and performance records
• Data quality tests for duplicate records, missing values and invalid codes
• Baseline dataset structured for workforce analysis and scenario modelling

Participants can assess current and expected workforce supply using workforce movement data.

• Headcount and FTE baselines segmented by role, unit and location
• Workforce flow analysis covering hires, exits, transfers and promotions
• Turnover rates calculated by population, tenure, role and reason
• Retirement eligibility assessed using age profiles and pension assumptions
• Internal mobility patterns revealing talent pipelines and deployment constraints
• Contingent workforce dependency analysed by cost, tenure and criticality

Participants can identify capability requirements and assess gaps against current workforce supply.

• Capability framework distinguishing technical, behavioural, leadership and digital skills
• Skills taxonomy built from job architecture and strategic capability needs
• Proficiency scales defined through observable knowledge and performance criteria
• Skills inventory methods using self-assessment, manager validation and evidence
• Capability heat maps comparing required and available proficiency levels
• Build, buy, borrow and automate responses selected for priority gaps

Participants can segment the workforce and identify roles requiring differentiated talent actions.

• Workforce segmentation using value creation, scarcity and replacement difficulty
• Critical role criteria combining strategic impact, risk and talent availability
• Role risk matrix assessing vacancy impact and time-to-competence
• Talent pools defined for scarce capabilities and recurring future demand
• Employee segments linked to targeted retention, development and sourcing actions
• Critical role register maintained with accountable leaders and review triggers

Participants can quantify workforce gaps and prioritise planning responses using clear decision criteria.

• Demand and supply forecasts compared by role, skill, location and period
• Capacity gaps expressed through FTE, workload, service levels and cost
• Skill gaps prioritised using strategic importance, urgency and feasibility
• Gap statements distinguish quantity, quality, location and timing issues
• Risk ratings assigned to unfilled roles, skills shortages and attrition
• Decision criteria rank workforce interventions against business constraints

Participants can develop and compare workforce scenarios under changing business assumptions.

• Scenario planning identifies plausible growth, constraint and disruption conditions
• Base, upside and downside cases built from explicit demand assumptions
• Sensitivity analysis tests volumes, productivity, attrition and hiring delays
• Workforce scenarios show headcount, FTE, skills, costs and risks
• Trigger indicators define when management should revise workforce actions
• Scenario narratives explain operational consequences and recommended decisions

Participants can estimate workforce costs and connect human capital actions to budget decisions.

• Fully loaded employee cost includes salary, benefits, taxes and allowances
• Vacancy costs model lost capacity, overtime, agency cover and delays
• Recruitment cost assumptions include sourcing, selection, onboarding and ramp-up
• Contractor and employee options compared using cost, flexibility and risk
• Productivity assumptions linked to learning curves, technology and process redesign
• Workforce budget reconciled with finance assumptions and approved cost envelopes

Participants can design a structured talent review process that produces defensible talent decisions.

• Talent review purpose distinguishes performance, potential, succession and development decisions
• Nine-Box Grid criteria calibrated through evidence and manager discussion
• Potential indicators address aspiration, ability, engagement and learning agility
• Calibration meetings reduce rating inconsistency, bias and manager inflation
• Talent review packs combine performance, potential, mobility and retention data
• Decision records capture actions, owners, deadlines and confidentiality requirements

Participants can create succession plans for critical roles and monitor successor readiness.

• Succession scope begins with critical roles and key leadership positions
• Success profiles specify outcomes, experiences, capabilities and leadership behaviours
• Ready-now and ready-later successor categories use defined readiness criteria
• Bench strength measured through successor coverage, readiness and diversity
• Development actions combine stretch assignments, mentoring, coaching and formal learning
• Emergency succession plans address sudden vacancy and business continuity risk

Participants can design performance management processes linked to organisational priorities and role expectations.

• Performance management cycle connects objectives, feedback, reviews and development
• SMART objectives translated from team priorities into individual accountabilities
• OKRs distinguish measurable outcomes from supporting activities and tasks
• Performance measures balance results, behaviours, quality, risk and customer outcomes
• Rating scales defined with behavioural anchors and evidence requirements
• Manager check-ins structured around progress, barriers, feedback and support

Participants can improve rating consistency and address underperformance through fair, documented processes.

• Calibration principles test rating distributions, evidence and comparative standards
• Rater bias risks include recency, halo, similarity and central tendency
• Performance evidence combines outcomes, behaviour observations and stakeholder feedback
• Underperformance diagnosis separates skill, will, role and system causes
• Performance improvement plans specify standards, support, milestones and consequences
• Documentation standards support fairness, consistency and defensible management decisions

Participants can prioritise learning investment against workforce capability gaps and business needs.

• Learning needs analysis links priority skill gaps to strategic outcomes
• 70-20-10 development mix matches learning methods to capability requirements
• Build-versus-buy decisions compare development time, availability and business urgency
• Capability academies target recurring skills needs across defined talent populations
• Learning measures track participation, proficiency, application and business contribution
• Development budgets prioritise critical roles, scarce skills and succession readiness

Participants can target retention actions using evidence about employee segments and attrition risks.

• Attrition analysis distinguishes regrettable, functional, voluntary and involuntary exits
• Stay interviews identify retention drivers before employees consider leaving
• Employee value proposition components include reward, work, growth and culture
• Retention risk indicators combine tenure, performance, pay position and mobility
• Targeted retention actions match critical segments rather than broad population programmes
• Engagement results interpreted alongside workload, leadership, turnover and absence data

Participants can select human capital metrics and construct reports for management decision-making.

• ISO 30414 metrics organise reporting across workforce, diversity and productivity
• Metric definitions specify formula, population, frequency, owner and limitations
• Leading indicators include pipeline health, vacancy ageing and flight risk
• Lagging indicators include turnover, time-to-fill, absence and performance outcomes
• Dashboard design highlights exceptions, trends, targets and decision implications
• Narrative reporting explains drivers, risks, actions and forecast changes

Participants can establish governance controls for fair, ethical and accountable human capital decisions.

• People risk register captures workforce, capability, conduct and succession exposures
• Risk assessments consider likelihood, impact, controls, ownership and escalation
• Fairness checks test adverse impact across protected employee groups
• Algorithmic HR tools require transparency, validation and human oversight
• Governance forums define decision rights for workforce and talent actions
• Audit trails retain assumptions, approvals, data sources and material decisions

Participants can secure stakeholder commitment and implement human capital actions through a managed change process.

• Stakeholder analysis identifies influence, interests, concerns and engagement approaches
• Business cases connect workforce actions to cost, risk, service and growth
• Change impact assessments identify affected roles, managers, systems and policies
• Communication plans specify messages, audiences, channels, timing and feedback routes
• Implementation roadmaps sequence quick wins, dependencies, milestones and governance reviews
• Resistance handling addresses practical concerns through evidence, consultation and sponsorship

Participants can integrate workforce, talent, performance and cost actions into a single plan.

• Human capital plan sections align strategy, diagnosis, actions and investment
• Workforce assumptions reconciled across demand models, budgets and talent pipelines
• Action portfolios balance hiring, development, redeployment, retention and redesign
• Accountability matrices assign executive sponsors, owners, contributors and approvers
• Review cadence combines monthly indicators with quarterly strategic workforce decisions
• Plan assurance checks evidence, feasibility, equity, cost and implementation risk

Participants can build, review and present a complete human capital plan supported by workforce analysis, talent actions, costs and governance.

• Strategic workforce diagnosis summarised through demand, supply, gap and risk evidence
• Priority roles, skills and talent segments justified using transparent criteria
• Scenario comparison supports recommended workforce and capability investment decisions
• Succession, performance and development actions linked to critical workforce needs
• Costed implementation roadmap assigns milestones, owners, measures and governance forums
• Executive presentation communicates choices, trade-offs, risks and requested decisions