Human Capital Management

• Introductions and program objectives
• The context for HR
• Strategic Business Planning
• Corporate Social Responsibility
• Human Capital Management
• How to make things happen – use of business action plan
• The difference between HRM and Personnel Management
• The new shape and function of tomorrows HR departments

Metrics and Analytics

• What should be measured?
• The effectiveness of the HR function
• HR headcount ratios
• Administrative cost per employee
• Time to fill vacancies
• Filling the skills gap
• Satisfaction surveys
• Internal Frameworks
• Morale
• Motivation
• Investment
• Long-Term Development
• External Perception
• External Frameworks
• Human Capital Strategy
• Acquisition and Retention
• Learning and Development
• Primary and Secondary Indicators
• The use of narrative

Behind and Beyond the Numbers; Creating a Positive Working Environment

• The use of narrative
• The Softer Side of HR
• Avoiding a blame culture
• The Relationship between HR and the Line
• The New Roles in the HR Function

Driving Organisational Change: Connecting HR Metrics and Analytics with Action 1

• Change Management
• Employee Relations
• The Relationship between HR and the Line
• Discipline and grievances
• Recruitment and Retention
• The Use of Competencies
• Employee Development
• Succession Planning

Driving Organisational Change: Connecting HR Metrics and Analytics with Action 2

• Employee Motivation
• Empowerment and Accountability
• Performance Management; The four stage process – agreeing objectives, feedback, coaching and appraisal
• Conclusion and Action Planning