Before an HR department can fill a single vacancy well, it needs to understand what the business is actually trying to achieve — and design roles around that, not the other way around. This Arab British Fellowship Training Academy course starts from that practical reality: job analysis and workforce planning are not paperwork exercises, they are the foundation that determines whether recruitment, performance measurement, and career development actually work.

Participants will look at how organisations translate strategic goals into job descriptions, staffing requirements, and succession plans, and how five core management functions — planning, organising, staffing, directing, and controlling — come together to keep a workforce aligned, productive, and ready for the future. The course also addresses how proper planning at the start prevents the errors and wasted effort that follow poorly designed roles.

Who Should Attend?

• Staff working on human resources organisation and rehabilitation.
• Recruitment managers within corporations.
• Employees of the technology-focused section within HR management.

Programme Objectives

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

• Use technology to select employees based on their real experience and get full value from it.
• Measure genuine HR needs and analyse the strengths and weaknesses of each new hire.
• Recognise how technology-dependent companies differ radically in workforce structure from those that are not.
• Assess how reliance on technology affects operational opportunities depending on the type of organisation.
• Build creativity, innovation, and improved HR capability among trainees.
• Keep up with the latest HR methods and training practices, and understand why completing every stage of the process matters.

Module 1: What Job Analysis and HR Planning Really Mean

• Defining HR management and its link to organisational goals.
• The connection between training and investment in human capital.
• How proper planning weighs cost against the company's real capacity.

Module 2: From Strategy to a Workable Plan

• Concepts of strategic plans and objectives.
• Analysing the internal and external environment.
• Types of strategic plans and how administrative meetings follow them up.

Module 3: Turning Plans Into Action

• Work mechanisms needed before and during implementation.
• Setting goals consistent with overall company policy.
• Managing strategic planning workshops and formulating strategy.

Module 4: Communication and Leadership Behind Good Planning

• Methods of effective communication between management and staff.
• Administrative genius and supervisory leadership traits.
• Mental and analytical thinking skills that support strategic decisions.

Module 5: Designing and Mapping the Work Itself

• Preparing work maps and developing the working reality.
• Innovative and analytical thinking for workplace excellence.
• Diplomacy in managerial and leadership practice, and core supervisory performance information.

Module 6: Strategic Workforce Planning in Practice

• Human capital as the starting point, and stages of strategic planning.
• Problems organisations face in workforce planning.
• External factors affecting workforce planning, and succession/replacement maps.

Module 7: Career Development and the Employee Lifecycle

• Defining career development and its evaluation process.
• Counselling, on-the-job training, and job rotation.
• Supporting training programmes throughout an employee's career path.

Module 8: The Job Description Card and Its Uses

• Requirements for writing an accurate job description.
• Linking job descriptions to career development and the employee handbook.
• Analysing, evaluating, and classifying jobs; preparing career-path and development plans, and drafting HR policies, regulations, and procedures.