Human Resources Professional Development Training Course

Participants can prepare an evidence-based workforce plan with defined gaps and actions.

• Strategic workforce planning cycle: demand, supply, gap analysis and action
• Headcount demand forecasts using workload drivers, productivity assumptions and service volumes
• Workforce supply analysis covering turnover, retirement, mobility and critical skills
• Scenario planning for growth, budget reductions, automation and service redesign
• Nine-box risk matrix for critical roles, scarce skills and succession exposure
• Workforce plan actions: build, buy, borrow, bot and redeploy options

Participants can create job documentation that supports fair hiring, performance and reward decisions.

• Job analysis methods: interviews, observation, questionnaires and work diaries
• Task statements distinguished from accountabilities, outputs, authorities and decision rights
• Job descriptions built around purpose, responsibilities, measures and working relationships
• Person specifications separating essential criteria from trainable or desirable criteria
• Competency frameworks using behavioural indicators at role and proficiency levels
• RACI matrices clarifying ownership across shared services and matrix structures

Participants can plan a targeted, fair and measurable recruitment campaign.

• Recruitment intake meetings defining vacancy need, approval, budget and hiring timeline
• Candidate personas based on skills, motivations, labour-market availability and location
• Sourcing channels compared through reach, cost, quality and time-to-hire measures
• Inclusive job advertisements using plain language and essential selection criteria
• Employer value proposition messages aligned with actual work and career conditions
• Recruitment funnels tracked from application through offer, acceptance and start date

Participants can run a structured selection process with defensible appointment records.

• Selection criteria converted into weighted scoring matrices and interview questions
• Structured behavioural interviews using situation, task, action and result prompts
• Work-sample tests matched directly to critical job outputs and standards
• Assessment-centre components: role plays, in-trays, presentations and group tasks
• Bias controls through panel calibration, independent scoring and evidence notes
• Appointment decisions documented with references, checks, approvals and candidate feedback

Participants can design an onboarding and probation process that accelerates role readiness.

• Preboarding checklist covering contracts, equipment, access, payroll and communication
• Thirty-sixty-ninety-day plans linking learning, relationships, outputs and feedback
• Role induction maps covering safety, systems, customers, controls and team norms
• Probation objectives written as measurable outputs, behaviours and learning milestones
• Manager check-ins structured around barriers, support needs and documented progress
• Early turnover analysis using exit data, cohort comparisons and root-cause categories

Participants can design performance processes that support fair feedback and accountable action.

• Performance cycle design: objectives, check-ins, reviews, calibration and development
• SMART objectives connected to role outcomes, service standards and business priorities
• Behavioural expectations anchored in competency indicators and observable evidence
• Feedback conversations using SBI: situation, behaviour and impact structure
• Calibration meetings addressing rating distribution, evidence quality and consistency
• Performance improvement plans defining gaps, support, review dates and consequences

Participants can identify capability needs and evaluate learning interventions against performance outcomes.

• Training needs analysis from business plans, performance data and skills assessments
• 70-20-10 development planning across experience, relationships and formal learning
• Learning objectives written with observable action, condition and performance standard
• Capability academies structured by role pathways, proficiency levels and assessments
• Kirkpatrick evaluation levels applied to learning transfer and business results
• Individual development plans linking aspirations, gaps, actions and review dates

Participants can support equitable reward decisions using structured job and market information.

• Total reward components: base pay, variable pay, benefits, recognition and development
• Job evaluation factors covering knowledge, problem solving, accountability and working conditions
• Salary range design using market data, pay grades and range penetration
• Pay equity reviews comparing role value, protected characteristics and unexplained gaps
• Variable pay plans linking measures, thresholds, governance and affordability
• Recognition programmes aligned with valued behaviours, service achievements and approval controls

Participants can diagnose employee relations issues and select appropriate consultation responses.

• Employee relations climate assessed through absence, turnover, grievances and survey evidence
• Employee voice channels: surveys, forums, representatives, pulse checks and listening sessions
• Consultation plans identifying affected groups, information needs, timing and feedback routes
• Psychological contract concepts applied to trust, expectations and perceived fairness
• Engagement drivers analysed through manager behaviour, workload, recognition and growth
• Union and employee representative relationships managed through agreed consultation protocols

Participants can draft policy controls and identify when specialist legal advice is required.

• Legal hierarchy: legislation, regulation, contracts, collective agreements and internal policies
• Policy architecture separating principles, procedures, forms, guidance and delegated authority
• Equal opportunity controls for recruitment, promotion, pay and workplace adjustments
• Employment contract clauses covering duties, confidentiality, notice and intellectual property
• Policy drafting standards: scope, definitions, responsibilities, procedure and record retention
• Legal-risk triage identifying urgent advice, evidence preservation and decision authorities

Participants can plan inclusive people practices and respond appropriately to wellbeing risks.

• Inclusion diagnostics using representation, progression, experience and pay data
• Reasonable adjustment processes identifying barriers, options, approvals and review arrangements
• Psychological safety indicators: speaking up, error reporting, respect and team participation
• Wellbeing risk assessments covering workload, control, support, relationships and change
• Anti-harassment standards defining protected conduct, reporting routes and intervention duties
• Safeguarding escalation procedures for vulnerable persons, disclosures and immediate risks

Participants can calculate, interpret and present people metrics for management decisions.

• HR metric definitions: headcount, FTE, turnover, absence and vacancy rate
• Turnover analysis segmented by tenure, role, location, manager and exit reason
• Absence measures calculated through frequency, duration, Bradford Factor and trend analysis
• Recruitment metrics covering time-to-fill, cost-per-hire, quality-of-hire and offer acceptance
• Dashboard design applying audience needs, visual hierarchy, comparators and data notes
• ISO 30414 indicators used for selected human capital reporting measures

Participants can specify HR data controls and improve HR process records.

• HRIS process maps showing data entry, approvals, outputs and control points
• Employee master data standards for identity, role, pay, location and status
• Data quality checks addressing completeness, validity, duplicates, timeliness and ownership
• Access controls based on role permissions, segregation of duties and audit trails
• Employee records retention schedules aligned with legal and operational requirements
• Data protection impact assessments for new monitoring, analytics or HR technology

Participants can build talent and succession actions for critical roles and capability pools.

• Talent segmentation identifying pivotal roles, high potentials and scarce capability pools
• Nine-box reviews combining performance evidence, potential indicators and calibration discussion
• Succession plans naming readiness, development actions, risks and interim cover
• Career pathways mapped through lateral moves, specialist routes and leadership progression
• Talent review governance covering confidentiality, challenge, approvals and follow-through
• Internal mobility metrics tracking applications, moves, promotions and retention outcomes

Participants can support managers to conduct structured and constructive people conversations.

• GROW coaching model applied to goals, reality, options and way forward
• Manager advisory briefings distinguishing policy interpretation, judgement and legal escalation
• Difficult conversation preparation covering facts, impact, questions and desired agreements
• Active listening techniques: paraphrasing, summarising, probing and checking assumptions
• Conflict resolution options: informal discussion, mediation, facilitated agreement and formal process
• Conversation records capturing evidence, commitments, review points and confidentiality boundaries

Participants can manage a fair case process with appropriate records, findings and escalation.

• Case intake triage assessing allegation, urgency, safety, jurisdiction and conflicts
• Investigation plans defining allegations, witnesses, evidence sources, scope and timetable
• Witness interviews structured through open questions, chronology testing and contemporaneous notes
• Evidence logs recording source, relevance, reliability, access and confidentiality status
• Disciplinary hearing packs containing allegations, evidence, response and possible outcomes
• Grievance outcomes written with findings, rationale, actions, appeal rights and record controls

Participants can plan an HR change initiative with ownership, communication and adoption measures.

• Change impact assessments covering roles, processes, systems, skills and employee experience
• Stakeholder analysis mapping influence, interest, concerns, messages and engagement actions
• RACI charts assigning responsible, accountable, consulted and informed project participants
• Implementation roadmaps sequencing dependencies, milestones, resources, controls and decision gates
• Communication plans matching messages, channels, audiences, timing and feedback mechanisms
• Adoption measures tracking training completion, process compliance, sentiment and benefits

Participants can diagnose an HR service issue and recommend practical process improvements.

• HR service blueprints mapping customer demand, activities, handoffs, delays and failure points
• Root-cause analysis using five whys, fishbone diagrams and evidence validation
• Process measures covering turnaround time, first-contact resolution, errors and rework
• Standard operating procedures defining triggers, steps, controls, outputs and service levels
• Vendor management controls for payroll, recruitment agencies, benefits and outsourced services
• Continuous improvement registers prioritising actions by impact, effort, risk and owner

Participants can build, review and present a complete HR improvement proposal for a defined workforce issue.

• Problem statement supported by workforce evidence, stakeholder input and business context
• Current-state analysis covering process gaps, capability needs, risks and service failures
• Target operating model defining HR roles, manager accountabilities and service standards
• Recommended actions prioritised through impact, feasibility, cost, risk and dependencies
• Implementation plan specifying RACI, milestones, communications, measures and governance
• Executive presentation defended through peer review, challenge questions and revision