Define the scope and boundaries of HR operating models so that responsibility for it is unambiguous.
Building Modern Operating Models for Human Resources Management
An applied course in HR operating models built around the decisions practitioners actually face.
📍 Istanbul🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
Policy on HR operating models is judged by how it is applied in the difficult cases, not the easy ones. A process for this area of people management and development that managers quietly work around has already failed. Improvement in the practice within people management and development stalls when it depends on one capable individual rather than a defined method. Content is organised around the decisions practitioners actually face in HR operating models, not around theory headings. It is written for people who have to make this strand of people management and development work with the resources they already have. Organisations that document this part of people management and development properly resolve disputes about it far more quickly. Participants gain a clear basis for measuring what HR operating models has actually achieved. Participants test their assumptions about the people management and development discipline against scenarios designed to break weak ones. Participants leave with a plan for this aspect of people management and development sized to what their organisation can realistically absorb.
Expected Learning Outcomes
Design a practical operating method for HR operating models that fits the organisation's size and maturity.
Prepare managers for the emotional load HR operating models places on them.
Address the equity and inclusion implications of HR operating models deliberately.
Build capability in HR operating models across the management line, not only in the people function.
Align HR operating models with the organisation's workforce plan rather than treating it in isolation.
Verify that improvements to HR operating models have held six months after they were introduced.
Who Should Attend
Individuals developing their own capability in HR operating models.
Human resources managers and business partners responsible for HR operating models.
Reward and compensation staff whose frameworks interact with HR operating models.
Public sector personnel officers applying HR operating models within regulation.
Project and programme managers whose delivery depends on HR operating models.
Planning staff whose forecasts and budgets are affected by HR operating models.
Course Modules
HR operating models: review, learning and adjustment
2 sessions · 8 pointsSession 1Reading the current state of HR operating models honestly
- Script the difficult conversation HR operating models requires and rehearse it.
- Draft the minimum viable people policy for HR operating models.
- Establish what evidence demonstrates HR operating models is under control.
- Check that HR operating models complies with current labour regulation in every location.
Session 2Appeals and grievances arising from HR operating models
- Confirm records relating to HR operating models meet retention and privacy rules.
- Train line managers on HR operating models rather than handling every case centrally.
- Set the consistency check that catches uneven application of HR operating models.
- Identify the data already collected that bears on HR operating models.
HR operating models: cost, benefit and workforce planning
2 sessions · 8 pointsSession 1Writing a policy on HR operating models a line manager can actually use
- Establish the boundary of HR operating models and record what sits outside it.
- Ask employees what HR operating models feels like from their side.
- State the purpose of HR operating models in one sentence a new manager would understand.
- Test the policy on HR operating models against three real cases from the past year.
Session 2The exception to HR operating models that sets the precedent
- Estimate the cost of HR operating models and the cost of leaving it unchanged.
- Write down the assumptions underpinning the approach to HR operating models.
- Agree what will be standardised in HR operating models and what will not.
- Close out actions on HR operating models rather than leaving them open indefinitely.
HR operating models: evidence, data and honest measurement
2 sessions · 8 pointsSession 1What your existing data already says about HR operating models
- Prepare the summary of HR operating models that senior management will read.
- Pilot changes to HR operating models in one area before wider rollout.
- Compare intended and actual outcomes of HR operating models honestly.
- Plan succession for roles most exposed to HR operating models.
Session 2The paperwork for HR operating models that is actually needed
- Define acceptance criteria for HR operating models in advance.
- Design the communication for HR operating models around the questions people will actually ask.
- Anticipate the objections HR operating models will raise and prepare the answers.
- Test the procedure for HR operating models against a realistic scenario.
HR operating models: communication and employee understanding
2 sessions · 8 pointsSession 1Piloting a change to HR operating models before committing
- Agree the smallest change to HR operating models that would be visibly useful.
- Agree the indicators that will show whether HR operating models is improving.
- Review whether HR operating models is aligned with the objectives of the workforce.
- Confirm that contractual obligations around HR operating models are understood.
Session 2The hard cases in HR operating models and how to reason about them
- Identify the data the organisation already holds that bears on HR operating models.
- Set out how exceptions to HR operating models are requested and approved.
- Review HR operating models for unintended equity effects across groups.
- Measure the effect of HR operating models on retention and performance, not activity.
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.