
HR Trends according to Deloitte research
Engagement 3.0
Talent Management 4.0
Business expectations from HR in 2025-2030
What roles does modern HR play in the business
Options for forming HR departments
Evolution of HR
Tools in this lecture
Ready to use on the slides (2)
Models and methods explained (7)
HR audit as a starting point
Development of HR strategy
Conducting employee surveys
Creation of HR policies and processes
Tools in this lecture
Ready to use on the slides (9)
Models and methods explained (1)
What kind of team you need
Market benchmarks for the number of HR specialists in companies
Which processes to line up and in what order
Linking processes to each other
Creating an HR roadmap
The basics of Agile
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Ready to use on the slides (4)
Models and methods explained (5)
The role of stakeholders in the work of HR
The voice of the employee
Basics of partnering with business
Building trust
Points of engagement with top management
Tools in this lecture
Ready to use on the slides (4)
Models and methods explained (4)
Company life cycle and HR needs
Levels of HR development
Basics of consulting and project management
Developing your own in-house consulting project
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Ready to use on the slides (6)
Models and methods explained (7)
Planning the number of staff
Establishing the company's market presence
Internal recruiting
External recruiting
The role of marketing in recruitment
Assessing candidates
Employee onboarding
Tools in this lecture
Files to download (1)
Ready to use on the slides (16)
Models and methods explained (9)
What is employee experience and how to measure it
The relationship between all HR functions or the employee life cycle
What employees want: generational theories
How to be an HR person who is loved
Tools in this lecture
Files to download (1)
Ready to use on the slides (7)
Models and methods explained (3)
What are Strategic Rewards
Elements of Total Rewards
The role of EVP
Job grading
The market for salaries
Creating reward systems
Tools in this lecture
Ready to use on the slides (11)
Models and methods explained (3)
Performance management: OKR, KPI, MBO
Engagement management in the company
Burnout prevention
Radical Candor or Radical Straightforwardness
Team meetings in business
1:1 meetings
Building continuous feedback
Tools in this lecture
Ready to use on the slides (3)
Models and methods explained (1)
What is the role of leaders in a company
Gallup research
Google Research
Leader training
Evaluating leaders within a company
Tools in this lecture
Ready to use on the slides (9)
Models and methods explained (5)
The role of corporate culture in strategic HR
How HR can influence culture
Transforming culture
Embedding culture into all HR processes
Tools in this lecture
Ready to use on the slides (5)
Models and methods explained (3)
Who should teach whom and what
Offline, online or blended learning
Competencies in the company and job profiles
Individual development plans and company development programmes
Tools in this lecture
Ready to use on the slides (6)
Models and methods explained (5)
Current research on benefits
Flexible benefits
Work-Life and Wellbeing
How to attract, retain and motivate employees
The business case for benefits
Tools in this lecture
Ready to use on the slides (6)
Models and methods explained (4)
The role of communications in the company
Nudging employees as a navigation tool for effective performance
Continuous feedback as a means of continuous development
Management based on regulations, standards and job descriptions
Process design: RACI, DACI matrix
Tools in this lecture
Ready to use on the slides (9)
Models and methods explained (1)
Personnel cost budgeting
HR indicators
Cost-benefit analysis
Working with analytics and decision making
Creating a metrics and reporting system
Tools in this lecture
Ready to use on the slides (16)
Models and methods explained (1)
Selecting processes for automation
Search for solutions
Negotiating with suppliers
Low-budget solutions
Rationale for management decisions
Tools in this lecture
Ready to use on the slides (2)
Services and apps shown in this lecture (4)
What is change
Why people resist change
How to accelerate change
How to become a business partner
Tools in this lecture
Ready to use on the slides (3)
Models and methods explained (2)
Employer brand audit
Identification of the target audience
Formation of EVP
Developing a communication plan
Tools in this lecture
Ready to use on the slides (10)
Models and methods explained (1)
Here I'm answering one of my student's question about 1-1 meeting
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Models and methods explained (2)
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Models and methods explained (8)
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This course contains the use of artificial intelligence.
463 tools for the HR director in one course: 294 ready-to-use files, question lists, templates, checklists and procedures, 19 services and apps shown on screen, plus 150 models and methods.
Open a lecture, take the tool, use it in this week's HR task.
Why HR directors stay a service unit
An HR director is expected to be a partner of the business. In practice the day goes to vacancies, pay questions and conflicts, and the meeting with the CEO is about why a position is still open. To change that you need two things at once: HR processes that run without you, and arguments the business accepts.
What changes after this course
You build the function step by step. You audit HR and ask employees the right questions. You write a strategy tied to business goals. You set up recruiting, onboarding, pay, grading, OKRs and manager training with ready formats. And you bring numbers to the leadership table: HR metrics, a budget and a plan for change.
What is inside: 463 tools, counted file by file
You do not have to take this number on trust. Open any lecture and read its description: every tool inside is listed there by name.
Where the tools are
Who is teaching
I am Mike, the #1 HR instructor on Udemy, with 1,800,000+ course enrollments from 170,000 students, and the author of about 200 books on Amazon. I built the people system at Preply as it became a unicorn and worked at Wargaming, iDeals and Alfa-Bank across 20 years in HR. I hold PHRi, SHRM-CP and HCI sHRBP certifications and represent HRCI in Eastern Europe.
I grew into this role the hard way. At the STB television channel I became a manager of a team of about six in 2010, with little management experience, and my employees sometimes complained about me. My own manager, the HR director, suggested management training; I took it and started using coaching with my team. When I later became HR director there myself, I met the business leaders, asked what they expected from my department and kept a document of what I did for each of them; it grew from 5 leaders to about 40. The tools in this course come from that path.
How to use the course
Watch the first five sections in order to cover the HR director role. Then use the people management section as a reference: section and lecture titles show how many tools are inside, and each lecture description lists them by name.
What is included
Where to start
Take the HR problem your CEO mentioned last. Open the lecture on that topic, take the template and bring a one-page answer to the next meeting. Enrol now and start your first lesson today.