Agree the retirement plan for the legacy process AI in human resources and talent acquisition replaces.
The Role of Artificial Intelligence in Human Resources and Talent Acquisition
Move AI in human resources and talent acquisition from general awareness to a repeatable, reviewable practice.
📍 Tripoli🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
The constraint on AI in human resources and talent acquisition is rarely the model or the platform — it is the data and the operating discipline behind it. Vendors sell talent acquisition as a product; it behaves in practice as a change programme. The programme is built to be used, and every section of the digital and data-driven work capability it covers ends in something applicable. The content is relevant to those who own AI in human resources and talent acquisition and to those who are held accountable for its results. Buying a tool rarely fixes this area of digital and data-driven work; the underlying capability has to be built internally first. The outcome is a practitioner who can hold a position on talent acquisition and revise it on evidence. Across sectors, teams that rehearse AI in human resources and talent acquisition outperform teams that only plan it. Every module pairs a short input on talent acquisition with structured practice on the participant's own material. The closing exercise tests whether the participant's plan for this part of digital and data-driven work survives a hostile question.
Expected Learning Outcomes
Estimate what talent acquisition costs to run properly, and what is lost when it is not.
Design the integration points between AI in human resources and talent acquisition and the systems already in production.
Communicate the purpose of talent acquisition to those who have to comply with it.
Document the decision record for AI in human resources and talent acquisition so successors understand why it is built this way.
Set retention, lineage and deletion rules for the data flowing through talent acquisition.
Translate policy on AI in human resources and talent acquisition into procedures that hold up under day-to-day pressure.
Who Should Attend
Data and analytics leads responsible for the pipelines behind AI in human resources and talent acquisition.
Managers in small and medium organisations who own talent acquisition alongside other duties.
Public sector digital leads applying AI in human resources and talent acquisition under procurement and privacy rules.
Managers of multi-site operations seeking consistency in talent acquisition.
Product owners prioritising the roadmap for AI in human resources and talent acquisition.
Programme managers coordinating delivery of talent acquisition across teams.
Course Modules
AI in human resources and talent acquisition: from pilot to production
2 sessions · 8 pointsSession 1Explaining AI in human resources and talent acquisition to people whose jobs it changes
- Define the service level AI in human resources and talent acquisition must meet and what happens when it is missed.
- Draft the minimum viable delivery roadmap for talent acquisition.
- Map the handovers in AI in human resources and talent acquisition between functions and secure them.
- Assess the regulatory obligations talent acquisition triggers in each jurisdiction.
Session 2The paperwork for talent acquisition that is actually needed
- Review whether AI in human resources and talent acquisition is aligned with the objectives of the transformation programme.
- Test the procedure for talent acquisition against a realistic scenario.
- Decide what will be stopped to create capacity for AI in human resources and talent acquisition.
- Identify where judgement in talent acquisition is legitimate and where it is not.
Talent acquisition: monitoring, drift and operational ownership
2 sessions · 8 pointsSession 1Making talent acquisition secure without making it unusable
- List the data sources AI in human resources and talent acquisition consumes and confirm each has a named owner.
- Verify that talent acquisition still performs when input volume doubles unexpectedly.
- Record what was learned when AI in human resources and talent acquisition did not go as planned.
- Name a single owner for each element of talent acquisition.
Session 2What breaks first when talent acquisition meets real volume
- Decide which legacy process AI in human resources and talent acquisition retires, and set the date.
- Close out actions on talent acquisition rather than leaving them open indefinitely.
- Set the metrics that will show whether AI in human resources and talent acquisition is drifting from its intended behaviour.
- Measure the current quality of the data feeding talent acquisition before assuming it is usable.
Talent acquisition: business case, scope and the data it depends on
2 sessions · 8 pointsSession 1Where talent acquisition touches systems nobody wants to change
- Identify the skills the team lacks to operate AI in human resources and talent acquisition independently.
- Design the pilot for talent acquisition so that a negative result is still useful.
- Define acceptance criteria for AI in human resources and talent acquisition in advance.
- Define the exit route from the supplier supporting talent acquisition.
Session 2Choosing a supplier for AI in human resources and talent acquisition without being captured
- Confirm the retention and deletion rules applied to data inside AI in human resources and talent acquisition.
- Agree who is on call for talent acquisition outside working hours.
- Rank the weaknesses in AI in human resources and talent acquisition by consequence rather than by ease of fixing.
- Establish what evidence demonstrates talent acquisition is under control.
Talent acquisition: measuring benefit and retiring what it replaces
2 sessions · 8 pointsSession 1Escalation and decision rights in talent acquisition
- Build the user briefing that explains what AI in human resources and talent acquisition does and does not decide.
- Specify the fallback path when talent acquisition is unavailable.
- Identify every system AI in human resources and talent acquisition must read from or write to.
- Rehearse the briefing on talent acquisition that would follow an incident.
Session 2The cost of talent acquisition and how to present it
- Distinguish symptoms from causes when AI in human resources and talent acquisition underperforms.
- Prepare the summary of talent acquisition that senior management will read.
- Classify the data in AI in human resources and talent acquisition and apply access controls that match the classification.
- Estimate the resource talent acquisition requires to run as designed.
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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