Design the communication that makes HR information systems understood rather than merely announced.
Managing Human Resources Information Systems
Move HR information systems from general awareness to a repeatable, reviewable practice.
📍 Istanbul🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
The organisation's reputation as an employer is built or lost through HR information systems. Most disputes about this aspect of people management and development begin as a conversation that was handled badly. Participants who influence the wider people management and development agenda without directly controlling it will find the content directly usable. Cases are chosen to expose the trade-offs in HR information systems rather than to illustrate ideal conditions. It treats this part of people management and development as an operating discipline and equips participants to run it as one. Teams frequently over-invest in documenting the practice within people management and development and under-invest in testing it. Post-incident reviews keep identifying weaknesses in HR information systems that were visible long before the incident. The outcome is a practitioner who can hold a position on this part of people management and development and revise it on evidence. The closing exercise tests whether the participant's plan for this area of people management and development survives a hostile question.
Expected Learning Outcomes
Set the minimum documentation for HR information systems that is genuinely necessary, and stop there.
Compare the organisation's handling of HR information systems with recognised practice, and close the material gaps.
Design a policy on HR information systems that is fair, lawful and actually usable by line managers.
Plan succession and continuity for the roles most exposed to HR information systems.
Estimate what HR information systems costs to run properly, and what is lost when it is not.
Align HR information systems with the organisation's workforce plan rather than treating it in isolation.
Who Should Attend
Managers with direct responsibility for HR information systems within the workforce.
Public sector personnel officers applying HR information systems within regulation.
Individuals developing their own capability in HR information systems.
Officers preparing reports on HR information systems for boards or oversight committees.
Talent and organisational development specialists working on HR information systems.
Employee relations specialists handling cases arising from HR information systems.
Course Modules
HR information systems: cost, benefit and workforce planning
2 sessions · 8 pointsSession 1Piloting a change to HR information systems before committing
- State the purpose of HR information systems in one sentence a new manager would understand.
- Check that HR information systems complies with current labour regulation in every location.
- Build the internal briefing that explains HR information systems to those affected.
- Review whether HR information systems is aligned with the objectives of the workforce.
Session 2Comparing HR information systems with recognised practice
- Reduce the variation in how HR information systems is carried out between teams.
- Identify the data already collected that bears on HR information systems.
- Arrange the handover of HR information systems so capability survives staff changes.
- Review HR information systems for unintended equity effects across groups.
HR information systems: communication and employee understanding
2 sessions · 8 pointsSession 1Building manager capability in HR information systems rather than owning it centrally
- Build the appeals route for HR information systems and publish it.
- Assign responsibility for keeping documentation of HR information systems current.
- Verify six months later that changes to HR information systems have held.
- Distinguish symptoms from causes when HR information systems underperforms.
Session 2Explaining HR information systems so people believe it
- Set out the decisions in HR information systems that require sign-off and by whom.
- Prepare the response for the most likely failure in HR information systems.
- Test the policy on HR information systems against three real cases from the past year.
- Train line managers on HR information systems rather than handling every case centrally.
HR information systems: review, learning and adjustment
2 sessions · 8 pointsSession 1The conversation about HR information systems managers most often avoid
- Agree the indicators that will show whether HR information systems is improving.
- Design the communication for HR information systems around the questions people will actually ask.
- Script the difficult conversation HR information systems requires and rehearse it.
- Benchmark the organisation's HR information systems against comparable operations.
Session 2Appeals and grievances arising from HR information systems
- Estimate the cost of HR information systems and the cost of leaving it unchanged.
- Record the rationale for each significant choice made about HR information systems.
- Identify the data the organisation already holds that bears on HR information systems.
- Confirm that those complying with HR information systems understand why it exists.
HR information systems: capability across the management line
2 sessions · 8 pointsSession 1Who answers for HR information systems, and to whom
- Pilot changes to HR information systems in one area before wider rollout.
- Document the reasoning for every exception granted under HR information systems.
- Set the annual review point for HR information systems and who attends.
- Identify single points of dependency in HR information systems and reduce them.
Session 2Escalation and decision rights in HR information systems
- Confirm records relating to HR information systems meet retention and privacy rules.
- Ask employees what HR information systems feels like from their side.
- Define who decides on HR information systems and who may only recommend.
- Name a single owner for each element of HR information systems.
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
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