People are still the one resource every organisation depends on to actually deliver, yet as labour markets specialise further, HR departments are under growing pressure to plan ahead rather than just react - forecasting demand, qualifying staff for strategic goals, and treating workforce planning as a core management discipline rather than an afterthought.

This course from the Arab British Fellowship Training Academy builds that discipline from the ground up: how to read your organisation's HR needs, recruit and reward people fairly, manage performance and talent, plan careers and succession, and negotiate the everyday conversations that make all of it work in practice.

Who Should Attend?

• Officials and managers of human resources departments, and all recruitment officers within an organisation.
• Executives and HR training officers in companies who carry strategic HR responsibility.
• Managers wanting to sharpen their negotiation and influencing skills alongside their HR knowledge.

By the End of the Course, Participants Will Be Able To:

• Understand the concept and strategic role of human resources management, and analyse their organisation's HR position using tools such as SWOT and PESTLE.
• Apply effective recruitment and selection methods, including competency-based screening, CVs, and structured interviews.
• Determine wages, salaries and incentive structures fairly, in line with employee effort and efficiency.
• Build learning and development plans, manage talent, and plan succession and career paths, including personal development plans.
• Negotiate confidently and reach balanced, mutually acceptable outcomes.

Module 1: Human Resources as a Strategic Business Partner

• HR strategy's link to overall business strategy.
• The main roles and specialisations that sit within the HR function.
• What drives strategic change in HR, and how that process is actually managed.

Module 2: Reading Your Organisation Before You Plan

• Analysing your organisation's HR strategy using models such as SWOT and PESTLE.
• Turning that analysis into forward planning and an integrated workforce plan.

Module 3: Building a Learning and Development Culture

• Linking business strategy to HR development, learning and training.
• How the trainer's role changes inside a learning-focused organisation.
• Measuring return on investment (ROI), and using learning and development to manage business risk and build competitive advantage.

Module 4: Making Performance Management Work

• Defining performance management and the HR processes that support it.
• Connecting organisational, team and individual goals to ongoing development.
• The benefits of a learning organisation, and building an effective performance evaluation system.

Module 5: Recruiting the Right People

• Building the business case for a role and considering internal hiring first.
• The recruitment model: sourcing, interviewing, assessment and selection.
• Screening candidates by competence and CV, structured interview questions, and assessing style, appearance and communication.
• Ensuring fairness throughout selection and appointment.

Module 6: Pay, Recognition and Core HR Practice

• Core HR specialisations: labour law, HR policies and procedures, and employee engagement and communication.
• Rewards, benefits, diversity and inclusion as day-to-day HR practice areas.
• Determining wages and salaries, and setting monthly and annual incentives based on efficiency and effort.

Module 7: Diagnosing Learning and Training Needs

• Introducing learning, training and development needs analysis.
• Running a skills-gap analysis and gathering useful information through different methods.
• Delivering the right training, or the best available response when training isn't feasible.
• Drawing up a training plan for new employees and identifying ongoing training needs.

Module 8: Spotting and Managing Talent

• Defining talent and how to manage capability and performance.
• The business case and impact of a talent management programme.
• The talent management cycle and process from start to finish.

Module 9: Careers, Succession and Work-Life Balance

• Effective career development planning, and behaviours that limit it.
• Knowledge management and implementing succession planning.
• Reviewing a career path using models such as SWOT and PESTLE, and building a personal development plan alongside continuous professional development (CPD).
• Addressing work-life balance issues along the way.

Module 10: Negotiating with Confidence

• Preparing thoroughly before any negotiation.
• The skills and techniques of a good negotiator.
• Recognising the tactics people use against you, and reaching outcomes that work for everyone.