Build the internal capability for integrated human resources strategy rather than depending on external support indefinitely.
Building an Integrated Human Resources Strategy
Learn to design, measure and defend your organisation's approach to integrated human resources strategy.
📍 Abu Dhabi🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
Data on integrated human resources strategy is abundant; insight about it is not. The organisation's reputation as an employer is built or lost through resources strategy. Progress on the practice within people management and development is usually lost in the gap between approval and execution. Participants come from operational and oversight roles, and both perspectives on integrated human resources strategy are used deliberately. Applied research in people management and development consistently shows that early structure around this part of people management and development reduces downstream rework. They leave able to brief senior management on resources strategy in terms that support a decision. Work is grounded in real cases drawn from integrated human resources strategy, which each participant adapts to conditions in their own organisation. This programme builds resources strategy from first principles, without padding and without omitting what matters. It ends with a prioritised list of changes to this aspect of people management and development that the participant is prepared to defend internally.
Expected Learning Outcomes
Assess the cost of resources strategy and the cost of leaving it as it is.
Recognise early indicators that integrated human resources strategy is drifting away from its intended design.
Design a policy on resources strategy that is fair, lawful and actually usable by line managers.
Review integrated human resources strategy annually against what actually happened, not what was intended.
Prepare managers for the emotional load resources strategy places on them.
Design a training and briefing approach that sustains competence in integrated human resources strategy.
Who Should Attend
Recruitment and resourcing staff affected by integrated human resources strategy.
Public sector personnel officers applying resources strategy within regulation.
Technical staff being prepared for supervisory responsibility over integrated human resources strategy.
Senior leaders accountable for the culture resources strategy produces.
Anyone whose accountability for integrated human resources strategy exceeds their current formal training in it.
Line managers who apply resources strategy in practice.
Course Modules
Integrated human resources strategy: exceptions, appeals and difficult cases
2 sessions · 8 pointsSession 1Reviewing integrated human resources strategy against what actually happened
- Plan succession for roles most exposed to integrated human resources strategy.
- Document the reasoning for every exception granted under resources strategy.
- Pilot changes to integrated human resources strategy in one area before wider rollout.
- Compare intended and actual outcomes of resources strategy honestly.
Session 2What your existing data already says about resources strategy
- Train line managers on integrated human resources strategy rather than handling every case centrally.
- Review whether resources strategy is aligned with the objectives of the workforce.
- Test the policy on integrated human resources strategy against three real cases from the past year.
- Map the handovers in resources strategy between functions and secure them.
Resources strategy: records, privacy and legal defensibility
2 sessions · 8 pointsSession 1The exception to resources strategy that sets the precedent
- Design the communication for integrated human resources strategy around the questions people will actually ask.
- Record the rationale for each significant choice made about resources strategy.
- Identify the data the organisation already holds that bears on integrated human resources strategy.
- Arrange the handover of resources strategy so capability survives staff changes.
Session 2Writing a policy on resources strategy a line manager can actually use
- Rehearse the briefing on integrated human resources strategy that would follow an incident.
- Plan the sequence in which improvements to resources strategy will be introduced.
- Review integrated human resources strategy for unintended equity effects across groups.
- Script the difficult conversation resources strategy requires and rehearse it.
Resources strategy: evidence, data and honest measurement
2 sessions · 8 pointsSession 1Explaining resources strategy so people believe it
- Set the consistency check that catches uneven application of integrated human resources strategy.
- Write down the assumptions underpinning the approach to resources strategy.
- Identify where judgement in integrated human resources strategy is legitimate and where it is not.
- Check that resources strategy complies with current labour regulation in every location.
Session 2Closing out integrated human resources strategy and capturing what was learned
- Confirm that contractual obligations around integrated human resources strategy are understood.
- Decide what will be stopped to create capacity for resources strategy.
- Remove steps in integrated human resources strategy that add effort without adding assurance.
- Set out how exceptions to resources strategy are requested and approved.
Resources strategy: capability across the management line
2 sessions · 8 pointsSession 1Getting other functions to support resources strategy
- Build the competence framework that supports integrated human resources strategy.
- Establish what evidence demonstrates resources strategy is under control.
- Define who decides on integrated human resources strategy and who may only recommend.
- Build the appeals route for resources strategy and publish it.
Session 2What has to be agreed before work on resources strategy starts
- Measure the effect of integrated human resources strategy on retention and performance, not activity.
- Set out the decisions in resources strategy that require sign-off and by whom.
- Ask employees what integrated human resources strategy feels like from their side.
- Identify single points of dependency in resources strategy and reduce them.
Choose the package that suits you
Silver Package
At least 3 people
USD1,250
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Gold Package
At least 3 people
USD1,850
- 5-night stay in a 5-star hotel
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Complete your registration
We will contact you within one business day to confirm.