Human Resource Management Training Course

Duration 5 days 10 modules · 33 contact hours
Level Intermediate Certificate on completion
Who attends HR Officers, HR Advisors and others
Fee from USD 1,100 KSh 95,000 for Kenyan organisations
Where 52 cities + online See dates by city
Next start 9 Nov 2026 Course code SD-HM-074

Before you join: Participants should have basic workplace experience and familiarity with common people processes such as recruitment, induction, performance reviews or leave administration.

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

Human resource teams are expected to provide reliable people services while helping leaders plan staffing, hire fairly, build capability, manage performance and resolve employee issues consistently. Weak role clarity, uneven manager practice, poor workforce data and outdated policies can lead to avoidable turnover, delayed hiring, employee relations risk and low confidence in HR decisions. This course gives participants a structured way to connect HR activity with business priorities and employee needs.

Participants examine the full employee lifecycle: workforce planning, job design, recruitment, onboarding, performance management, learning, reward, engagement, employee relations and HR reporting. They learn to use practical methods including RACI, structured interview scoring, 30-60-90 day plans, skills matrices, nine-box talent grids, pay equity analysis, engagement driver analysis and case documentation. The course also addresses confidentiality, procedural fairness, data minimisation and appropriate use of people metrics.

Delivery is instructor-led over five days, either in a classroom in more than 50 cities or live online. Training days run from 08:30 to 16:30 and provide approximately 6.5 contact hours each. Short briefings are combined with case work, group discussions, role-based scenarios and application planning. Participants leave with a practical HR management toolkit, including templates and checklists that can be adapted for their own organisation. A certificate of completion is issued to participants who complete the course.

The course suits HR practitioners moving beyond administrative responsibilities, managers with people responsibilities and professionals who work closely with HR on staffing, performance and employee matters.

What you will be able to do

  • Apply an employee lifecycle model to identify priority HR activities and ownership
  • Produce a workforce plan using demand, supply, gap and scenario analysis
  • Create job descriptions, person specifications and structured interview scorecards
  • Implement onboarding, performance check-in and performance improvement plan processes
  • Design learning needs analyses, skills matrices and individual development plans
  • Assess reward structures, pay equity risks and benefits governance arrangements
  • Manage employee relations cases using procedural fairness and investigation planning
  • Build an HR action plan with measures, owners, milestones and review points

Benefits of attending

For you

  • Handle routine HR issues with clearer process, evidence and documentation
  • Give managers practical guidance on hiring, performance and employee conversations
  • Use workforce and people data to explain HR priorities credibly
  • Recognise employee relations risks before cases escalate
  • Build reusable HR documents for immediate workplace use

For your organisation

  • More consistent manager decisions on recruitment, performance and employee conduct
  • Better workforce visibility through defined headcount, turnover and absence measures
  • Reduced hiring risk through structured selection and documented decision criteria
  • Clearer employee relations processes with stronger case records and fair treatment
  • Actionable HR plans linked to staffing needs, capability gaps and business priorities

Course modules

10 modules over 5 days

Participants can define HR responsibilities, service boundaries and decision rights across the employee lifecycle.

  • HR operating model links business priorities, workforce needs and people services
  • Ulrich HR model distinguishes strategic partners, centres, shared services and specialists
  • Stakeholder map identifies decision rights, expectations and influence on HR work
  • RACI matrix assigns accountability for managers, HR, payroll and employees
  • Employee lifecycle maps attraction, hiring, development, retention, exit and alumni
  • HR policy hierarchy separates principles, policies, procedures, guides and forms

Participants can identify workforce gaps and prepare practical staffing responses.

  • Workforce planning translates demand forecasts into headcount, skills and cost scenarios
  • Supply analysis profiles current capability, capacity, turnover, absence and retirement risk
  • Gap analysis compares required roles and skills against internal supply
  • Build-buy-borrow-bot choices address priority workforce gaps and constraints
  • Succession slates distinguish emergency cover, near-term successors and development candidates
  • Scenario planning tests workforce responses to growth, automation, merger and attrition
  • Headcount governance reconciles approved positions, vacancies, contractors and budget ownership

Participants can create defensible selection processes from job analysis through appointment.

  • Job analysis gathers task, competency, context and accountability evidence from role holders
  • Job descriptions specify purpose, key accountabilities, decision scope and required qualifications
  • Person specifications separate essential criteria from trainable or desirable attributes
  • Structured interviews use anchored questions and consistent scoring criteria
  • Selection matrices weight evidence against criteria before panel decisions
  • Candidate experience maps touchpoints from application through offer acceptance
  • Right-to-work checks, references and data handling follow local requirements

Participants can establish clear expectations, feedback routines and improvement support for employees.

  • Onboarding plans sequence preboarding, induction, role learning, relationships and early milestones
  • 30-60-90 day plans define outcomes, support and review evidence
  • SMART objectives connect individual deliverables to team priorities and measures
  • Performance check-ins use evidence, feedback, barriers and agreed next actions
  • SBI feedback frames situation, behaviour, impact and requested change clearly
  • Performance improvement plans set standards, support, review dates and consequences
  • Calibration discussions improve consistency across ratings, goals and talent decisions

Participants can diagnose development needs and plan targeted talent development actions.

  • Skills matrices identify proficiency requirements, evidence sources and development priorities
  • 70-20-10 development planning combines experience, relationships and formal learning
  • Training needs analysis distinguishes organisational, occupational and individual requirements
  • Kirkpatrick model evaluates reaction, learning, behaviour and results evidence
  • Individual development plans convert feedback into actions, resources and target dates
  • Nine-box grids inform talent discussions using performance and potential criteria
  • Mentoring and coaching agreements define purpose, boundaries, confidentiality and accountability

Participants can assess reward arrangements for fairness, consistency, cost and employee value.

  • Job evaluation compares role size using consistent compensable factor criteria
  • Pay structures define grades, ranges, progression rules and market positioning
  • Total reward combines base pay, benefits, recognition, flexibility and development
  • Pay equity analysis tests comparable-role outcomes for unexplained differences
  • Benefits governance balances employee value, cost control and eligibility rules
  • Reward communications explain pay decisions without disclosing protected personal data
  • Recognition schemes align awards with behaviours, contribution and approval controls

Participants can identify engagement drivers and select appropriate retention and wellbeing actions.

  • Engagement surveys measure commitment, advocacy, intent to stay and enablement
  • Pulse survey design sets questions, response windows, anonymity thresholds and action ownership
  • Driver analysis prioritises factors linked to engagement and retention outcomes
  • Stay interviews surface motivators, friction points, career intent and manager actions
  • Psychosocial risk assessment identifies workload, control, support, relationships and change
  • Wellbeing interventions distinguish prevention, early support, referral and crisis response
  • Employee value proposition aligns work, reward, culture, growth and belonging

Participants can manage employee relations cases with fair process, sound records and appropriate escalation.

  • Employee relations cases separate facts, allegations, policy issues and risk
  • Procedural fairness requires notice, response opportunity, impartiality and reasoned decisions
  • Investigation plans define allegations, witnesses, evidence sources, timelines and confidentiality
  • Grievance handling documents concerns, informal resolution attempts, findings and outcomes
  • Disciplinary processes apply consistent standards, proportionality, warnings and appeal rights
  • Conflict resolution selects coaching, mediation, facilitated dialogue or formal action
  • Case notes distinguish observations, evidence, employee statements and management judgement

Participants can select, interpret and report HR measures while protecting employee information.

  • HR dashboards connect headcount, turnover, absence, hiring and learning metrics
  • Turnover analysis separates voluntary, involuntary, regretted and early-tenure departures
  • Absence metrics calculate frequency, duration, lost-time rate and return patterns
  • Recruitment funnels track source, conversion, time-to-fill, cost and quality indicators
  • ISO 30414 guides consistent human capital reporting definitions and disclosures
  • Data minimisation limits collection, access, retention and secondary use
  • People analytics ethics tests purpose, proportionality, bias, transparency and consent

Participants can convert HR priorities into an owned implementation plan for their workplace.

  • HR annual plans convert priorities into milestones, owners, measures and resources
  • Policy review schedules assign owners, trigger events, approvals and communications
  • Change impact assessments identify affected groups, new behaviours and adoption barriers
  • Change adoption stages address awareness, desire, knowledge, ability and reinforcement
  • Manager toolkits translate HR policies into conversations, checklists and escalation routes
  • Implementation risk registers record likelihood, impact, mitigation, owner and review date
  • Personal application plan prioritises three workplace improvements and first actions

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

What you take back to work

  1. Employee lifecycle and HR responsibility map
  2. Workforce planning and headcount scenario template
  3. Job description and structured interview scorecard pack
  4. Performance check-in and improvement plan templates
  5. Employee relations case management checklist
  6. HR annual action plan and metrics dashboard model

Who should attend

  • HR Officers — need a structured foundation for handling core people processes
  • HR Advisors — need consistent methods for supporting managers and employees
  • HR Generalists — need broader capability across the employee lifecycle
  • New HR Managers — need practical tools for setting priorities and managing HR delivery
  • Line Managers — need sound approaches to hiring, performance and employee issues
  • Operations Managers — need clearer working arrangements with HR teams

Skills and tools covered

Workforce planningTalent acquisitionPerformance managementEmployee relationsReward managementHR analytics

Tools and standards

Ulrich HR Model, RACI matrix, Kirkpatrick Model, ISO 30414

How the course runs

Training methodology

The course uses short instructor briefings to introduce each HR method, followed by sector-based cases from corporate, public service, banking and nonprofit settings. Participants review HR documents, interpret people data, make decisions from realistic employee scenarios and compare approaches with peers. Group work addresses workforce planning, recruitment choices, performance conversations, reward questions and employee relations cases. Facilitated reflection connects each method to participants' own policies, manager capability and current HR priorities.

Requirements and prerequisites

Participants should have basic workplace experience and familiarity with common people processes such as recruitment, induction, performance reviews or leave administration. The course is suited to those already working in HR, supervising staff or regularly dealing with HR colleagues. Participants should be comfortable reading policies, discussing workplace scenarios and using simple spreadsheets or reports. No degree, professional HR qualification, prior people analytics training or specialist employment law knowledge is required. Legal examples are discussed as management principles rather than jurisdiction-specific legal advice.

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 have basic workplace experience and some exposure to people processes, either through an HR role, supervisory role or regular work with HR. You do not need a formal HR qualification or specialist legal knowledge.

Bring a laptop if possible, along with non-confidential examples of HR policies, forms, reports or people challenges you want to improve. Course materials are provided, and participants should not bring identifiable employee case records.

It is designed for HR officers, advisors, generalists, new HR managers and line managers with people responsibilities. It is particularly useful for professionals who need consistent methods across several HR activities rather than a single specialist topic.

This course covers the management systems that connect core HR work across the employee lifecycle. It discusses fair process and legal risk awareness, but it is not jurisdiction-specific legal advice or a specialist recruitment certification course.

Participants receive reusable planning, recruitment, performance, employee relations and reporting materials. The final module helps each participant identify priority actions, owners, measures and first steps for their workplace.

The five days run from 08:30 to 16:30, with approximately 6.5 contact hours each day. Time is divided across ten teaching modules, using short briefings, cases, group work, scenario discussions 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

Related courses in HR Management