Assess the current state of HR digital transformation against a structured set of criteria rather than impressions.
Comprehensive Digital Transformation of Human Resources Departments
A senior-level treatment of HR digital transformation, focused on what changes outcomes.
📍 Istanbul🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
Data on HR digital transformation is abundant; insight about it is not. The organisation's reputation as an employer is built or lost through this area of people management and development. Participants finish able to explain this aspect of people management and development to a non-specialist audience without losing precision. The professional literature on HR digital transformation converges on a small set of controls that reliably work. The programme is built to be used, and every section of the practice within people management and development it covers ends in something applicable. Buying a tool rarely fixes this aspect of people management and development; the underlying capability has to be built internally first. Each session closes with a decision the participant must justify about HR digital transformation in their own setting. The programme suits teams tackling this part of people management and development together as readily as individuals attending alone. Participants finish with a short, specific brief on the practice within people management and development ready to put in front of a decision maker.
Expected Learning Outcomes
Equip managers to hold the difficult conversations HR digital transformation requires.
Present the case for investment in HR digital transformation in terms that a finance function will accept.
Design the communication that makes HR digital transformation understood rather than merely announced.
Integrate HR digital transformation with reward, development and performance processes.
Plan succession and continuity for the roles most exposed to HR digital transformation.
Build a concise people policy for HR digital transformation that colleagues can follow without further explanation.
Who Should Attend
Reward and compensation staff whose frameworks interact with HR digital transformation.
Public sector personnel officers applying HR digital transformation within regulation.
Human resources managers and business partners responsible for HR digital transformation.
Learning and development officers building capability in HR digital transformation.
Training and development staff building internal capability in HR digital transformation.
Members of committees that take decisions affecting HR digital transformation.
Course Modules
HR digital transformation: records, privacy and legal defensibility
2 sessions · 8 pointsSession 1Where HR digital transformation typically breaks, and why
- Script the difficult conversation HR digital transformation requires and rehearse it.
- Establish who is informed, consulted and accountable in HR digital transformation.
- Measure the effect of HR digital transformation on retention and performance, not activity.
- Record what was learned when HR digital transformation did not go as planned.
Session 2The conversation about HR digital transformation managers most often avoid
- Test the policy on HR digital transformation against three real cases from the past year.
- Anticipate the objections HR digital transformation will raise and prepare the answers.
- Prepare the response for the most likely failure in HR digital transformation.
- Identify where judgement in HR digital transformation is legitimate and where it is not.
HR digital transformation: exceptions, appeals and difficult cases
2 sessions · 8 pointsSession 1The exception to HR digital transformation that sets the precedent
- Assign responsibility for keeping documentation of HR digital transformation current.
- Train line managers on HR digital transformation rather than handling every case centrally.
- Set out the decisions in HR digital transformation that require sign-off and by whom.
- Set the annual review point for HR digital transformation and who attends.
Session 2Explaining HR digital transformation so people believe it
- Document the reasoning for every exception granted under HR digital transformation.
- Compare intended and actual outcomes of HR digital transformation honestly.
- Define who decides on HR digital transformation and who may only recommend.
- Confirm that contractual obligations around HR digital transformation are understood.
HR digital transformation: policy design and legal footing
2 sessions · 8 pointsSession 1Keeping records on HR digital transformation that are lawful and useful
- Build the appeals route for HR digital transformation and publish it.
- Name a single owner for each element of HR digital transformation.
- Check that HR digital transformation complies with current labour regulation in every location.
- Ask employees what HR digital transformation feels like from their side.
Session 2Building lasting competence in HR digital transformation
- Check that records of HR digital transformation answer the questions likely to be asked.
- Review whether HR digital transformation is aligned with the objectives of the workforce.
- Set the consistency check that catches uneven application of HR digital transformation.
- Map the handovers in HR digital transformation between functions and secure them.
HR digital transformation: cost, benefit and workforce planning
2 sessions · 8 pointsSession 1Applying HR digital transformation consistently to the person you like least
- Decide what will be stopped to create capacity for HR digital transformation.
- State the purpose of HR digital transformation in one sentence a new manager would understand.
- Write down the assumptions underpinning the approach to HR digital transformation.
- Pilot changes to HR digital transformation in one area before wider rollout.
Session 2Closing out HR digital transformation and capturing what was learned
- Compare the cost of HR digital transformation with the cost of its absence.
- Plan succession for roles most exposed to HR digital transformation.
- Agree the indicators that will show whether HR digital transformation is improving.
- Design the communication for HR digital transformation around the questions people will actually ask.
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.