Mini MBA in Human Resources Training Course

Participants can formulate HR priorities that support organisational strategy and performance measures.

• Strategic HRM links between business choices, people systems and results
• Ulrich HR Model roles: strategic partner, expert, service centre, champion
• Balanced Scorecard perspectives translated into people objectives and measures
• Prioritising HR initiatives through impact, feasibility, cost and risk criteria
• HR governance structures, decision rights and escalation routes
• Annual HR planning cycles aligned with corporate planning and budgeting

Participants can assess and improve the structure, services and governance of an HR function.

• Shared services, centres of expertise and business partner accountabilities
• Service catalogues defining HR transactions, advisory support and specialist work
• RACI matrices for recruitment, performance, reward and employee relations
• HR service-level agreements with response times, owners and customer measures
• Outsourcing decisions using cost, control, capability and data-risk criteria
• Process mapping to remove delays, duplication and unclear handoffs

Participants can build a workforce plan based on future demand, available supply and capability gaps.

• Workforce demand forecasts derived from operating plans and service volumes
• Supply analysis covering headcount, skills, turnover, absence and retirement
• Gap analysis identifying build, buy, borrow, automate and redeploy options
• Scenario planning for growth, hiring freezes, restructuring and critical shortages
• Span-of-control and layer analysis for organisational design decisions
• Workforce cost modelling across salaries, benefits, contractors and overtime

Participants can design recruitment strategies for critical roles while improving quality and fairness.

• Employer value proposition components: purpose, development, reward and flexibility
• Recruitment funnel metrics from applicants through acceptance and early retention
• Structured interviews using behaviour-based questions and anchored rating scales
• Selection validity, adverse impact and defensible assessment documentation
• Talent sourcing plans for scarce skills and hard-to-fill roles
• Candidate experience measures covering communication, speed and decision transparency

Participants can identify pivotal roles and create targeted succession and development plans.

• Pivotal-role analysis linking roles to value creation and risk exposure
• Nine-box talent matrix using performance evidence and future potential
• Succession slates with readiness categories, development actions and risk ratings
• Talent review governance for calibration, confidentiality and decision records
• Career architecture defining job families, levels and progression criteria
• Retention plans for high performers, scarce skills and successor candidates

Participants can target learning investment at business-critical capability needs and evaluate results.

• Capability frameworks translating strategic priorities into observable role requirements
• Training needs analysis using performance data, stakeholder input and task analysis
• 70-20-10 development model for formal, social and experiential learning
• Kirkpatrick’s Four Levels for reaction, learning, behaviour and results
• Leadership development pathways for first-line, middle and senior managers
• Learning governance covering budgets, vendor quality and evaluation evidence

Participants can create performance systems that improve clarity, feedback and delivery accountability.

• Goal cascades linking corporate objectives, team priorities and individual commitments
• SMART objectives with measures, milestones, standards and accountabilities
• Continuous performance conversations using feedforward and documented evidence
• Calibration meetings to challenge inconsistent ratings and reward recommendations
• Performance improvement plans with expectations, support, review dates and consequences
• Manager capability measures covering feedback quality, completion and team outcomes

Participants can assess reward arrangements for competitiveness, affordability, fairness and performance alignment.

• Total reward architecture covering pay, benefits, recognition and development
• Job evaluation methods using factor comparison and point-factor approaches
• Salary ranges, pay positioning and compa-ratio analysis
• Variable pay plans linked to results, behaviours and risk controls
• Pay equity reviews using job value, pay data and documented rationale
• Benefits design choices balancing employee needs, cost and administration

Participants can diagnose culture and engagement issues and select focused improvement actions.

• Employee listening architecture combining surveys, focus groups and exit interviews
• Engagement drivers analysed through commitment, voice, trust and manager behaviour
• Culture diagnostics using artefacts, stated values and everyday behaviours
• Psychological safety practices supporting challenge, learning and incident reporting
• Wellbeing risk assessment covering workload, role clarity and support
• Action planning with local ownership, milestones and follow-up measures

Participants can manage employee relations issues using fair processes, sound documentation and proportionate responses.

• Employee relations case triage using severity, evidence, urgency and risk
• Investigation plans defining allegations, witnesses, records and confidentiality boundaries
• Grievance and disciplinary procedures using procedural fairness principles
• Union and employee representative engagement during significant workplace changes
• Consultation plans for restructures, policy changes and workforce reductions
• Case documentation standards supporting consistency, privacy and defensible decisions

Participants can select, interpret and communicate people metrics for management decisions.

• ISO 30414 workforce metrics for reporting human capital information
• Headcount, FTE and vacancy measures with consistent definitions
• Turnover analysis separating regrettable exits, tenure groups and locations
• Absence metrics covering frequency, duration, patterns and operational impact
• Diversity representation and progression measures across organisational levels
• Dashboard design using trends, targets, segmentation and decision prompts

Participants can evaluate HR technology and AI uses while managing privacy, fairness and adoption risks.

• HRIS requirements covering employee records, workflow, reporting and integrations
• Data governance roles for ownership, access, retention and quality
• Algorithmic bias checks for recruitment, performance and workforce decisions
• AI use cases for HR service queries and workforce insights
• Privacy impact assessments for sensitive employee data processing
• Technology adoption plans using stakeholder analysis and change communications

Participants can plan people-centred change interventions for structural, cultural and operational change.

• Kotter’s eight-step model applied to workforce and culture change
• Change impact assessments across roles, processes, systems and behaviours
• Sponsor coalitions defining visible leadership actions and decision authority
• Communication plans tailored to employees, managers, unions and executives
• Resistance analysis identifying concerns, influencers and appropriate responses
• Change readiness measures tracking understanding, commitment, skills and adoption

Participants can prepare costed HR proposals and explain their financial and operational implications.

• HR budgets separating fixed costs, variable costs and investment spending
• Business cases defining problem, options, costs, benefits and risks
• Return-on-investment estimates for recruitment, learning and retention initiatives
• Cost-benefit analysis comparing internal development, hiring and outsourcing
• Sensitivity analysis testing assumptions about turnover, productivity and demand
• Executive papers structured around recommendation, evidence, decisions and owners

Participants can lead HR teams and influence senior stakeholders during difficult people decisions.

• HR team charters defining purpose, priorities, roles and behaviours
• Situational leadership matched to capability, confidence and task complexity
• Stakeholder influence plans using interests, power, evidence and relationships
• Consulting conversations that clarify needs, challenge assumptions and agree actions
• Executive communication using headline messages, evidence and decision requests
• Conflict resolution techniques for competing workforce priorities and resource constraints

Participants can build, review and present a complete HR business plan with strategic priorities, workforce actions, measures, costs and governance.

• HR business plan scope aligned with stated corporate objectives
• Workforce diagnosis combining strategy, data, capability and employee evidence
• Priority initiatives sequenced through impact, dependencies, costs and capacity
• Measures defined through Balanced Scorecard objectives, indicators and targets
• Implementation roadmap assigning owners, milestones, resources and decision gates
• Executive presentation defending recommendations, trade-offs, risks and expected outcomes