An organisation cannot claim its people strategy is working unless it can measure it. Leading real organisational change means linking evidence-based workforce data to business strategy and key performance indicators — not relying on impressions of how HR is doing.

This course from the Arab British Fellowship Training Academy equips HR practitioners with the knowledge and skills to lead that kind of change across the organisation's core human activities, using predefined standards that make it possible to judge whether HR performance matches what is required.

Participants also build the practical skills behind sound manpower planning, from understanding what an effective planning system requires to applying the stages, processes, models and tools used to plan a workforce accurately.

• Mid-level HR professionals with around seven years of experience in the field.
• HR practitioners who want a stronger understanding of what drives business performance.
• HR professionals who want to engage business leaders in conversations about financial metrics.
• HR professionals who directly support business leaders.

Target Audience

By the end of the programme, participants will be able to:

• Gain the skills needed to lead organisational change.
• Apply HR analytics across the organisation's core human activities.
• Facilitate outcomes-based conversations to analyse and measure organisational results.
• Build practical experience and the confidence needed to secure agreement around key HR standards.
• Understand manpower planning, the requirements of an effective planning system, and its stages, processes, models and tools.
• Develop the skills needed for sound workforce planning, sourcing, selection and appointment.

Module 1: HR's New Role — From Support Function to Competitive Edge

• Features of the contemporary organisation and how HR became a source of competitive advantage.
• The role of HR management and its link to intellectual capital.
• Major shifts in HR practices and why HR's importance keeps growing.

Module 2: Reading the Labour Market Before You Plan

• Studying the labour market as the starting point of workforce planning.
• Identifying the variables and factors that affect manpower planning.
• Forecasting methods used in manpower analysis.

Module 3: Building the Manpower Plan — Quantity, Quality and Steps

• Estimating the size and quality of manpower the organisation actually needs.
• Processing analysis results and understanding the nature and methodical steps of workforce plans.
• Determining job types and the number of personnel required for each.

Module 4: From Forecast to Action — Surplus, Deficit and Execution

• Forecasting what is available inside the organisation and in the labour market for each job type.
• Determining surplus or deficit in each job group and the methods to address it.
• Developing, implementing and evaluating the resulting workforce action plan.

Module 5: The HR Analytics Model — From Access to Impact

• Access and planning as the foundation of the HR analytics model.
• Links and alignment, definition and construction of the model.
• Application, implementation, evaluation and reinforcement, and the organisation's impact on HR outcomes.

Module 6: Turning Standards into Organisational Change

• Using HR standards to facilitate outcomes-based conversations across the organisation.
• Building agreement around key HR standards with practical, experience-based confidence.
• Reinforcing organisational goals through consistent application of these standards.