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Keep shoppingPeople Operations: The Employee Lifecycle Hire to Exit
2,977 students
People Operations: The Employee Lifecycle Hire to Exit
people operations | employee lifecycle | employee experience | onboarding | engagement | performance review | turnover
Last updated 9/2026
English
English [Auto],
What you'll learn
- Map the full employee journey from first visit to the careers page through to alumni, and audit each stage with real questionnaires
- Design a candidate experience that does not cost you offers: communication cadence, rejection letters, interviewer training
- Build an onboarding programme across preboarding, day one, 30 days and 90 days, with the checklists for each
- Measure engagement with Gallup Q12 and hand each manager something specific to do about their own score
- Run a performance management cycle end to end: OKR, check-ins, competence assessment, the review meeting, and the decisions after it
- Calculate what turnover actually costs your company and build the business case that gets a retention programme funded
- Design an exit interview questionnaire with 38 questions across 8 categories, plus the script for the conversation
- Turn exit data into an action plan using the Collect, Analyze, Act, Monitor cycle rather than filing it
- Learn alongside Mike's 1.6 million students from 185 countries
- Get the author's experience from Preply, Wargaming, iDeals and Alfa-Bank
Explore related topics
Course content
15 sections • 44 lectures • 21h 36m total length
Requirements
- Some exposure to HR or people management. The course assumes you have employees, not that you have a title
- No specialist HR qualification needed. Every process is built from the beginning
- A company or department you can apply this to, because almost every section produces a document
- English at intermediate level or above, since all lessons are in English
- A spreadsheet for the surveys, dashboards and turnover calculations
Description
This course contains the use of artificial intelligence.
Most HR functions are a collection of processes that each work reasonably well and were designed by different people at different times who never spoke to each other.
The candidate is treated beautifully until the offer, then handed to an onboarding process that starts on day one and knows nothing about the conversation that got them here.
What the disconnection costs
Onboarding runs for two weeks and the probation review happens at 90 days, with nothing in between. Engagement gets measured every year and the results go to managers who were never told what to do with a score of 3.2. The performance review produces a rating and the rating produces nothing, because the decisions it should drive sit with someone who was not in the meeting. And people leave, and the exit interview is conducted by the manager they are leaving, which is the one arrangement guaranteed to produce no information.
Three quarters of companies collect exit interview data. Almost none of them act on it. That is not a data problem.
The lifecycle as one system
Forty-three lessons following a person from before they apply to after they leave. Employee experience first, as the frame: the three environments that shape it, the journey map, and the audit that tells you where yours actually breaks.
Then candidate experience, which most companies treat as a recruiting metric and is in fact the first two months of the employment relationship. Journey mapping, communication cadence, rejection letters, interviewer training, and the metrics that predict drop-off.
Then onboarding as a designed programme rather than a paperwork day: preboarding ten days ahead, the first day, the first thirty, the first ninety, with checklists and questionnaires at each point.
Measurement, performance and the exit
Eight lessons on engagement, including the part that is usually missing — what a manager does on Monday with their own score. Then performance management as a full cycle: OKR and cascading, check-ins, competence assessment through 180 and 360 degrees, the review meeting itself, and every decision that comes out of it from a pay rise to a performance improvement plan.
Then retention, taught as a project: the cost-of-turnover calculation, the business case, the survey, the programme, the rollout against resistance. And the exit interview playbook — thirty-eight questions across eight categories, the script, the analytics, and the three-month roadmap from pilot to system.
Who is teaching this
Mike, the number one HR instructor on Udemy. More than 1.6 million course enrolments, over 150,000 professionals trained, PHRi and SHRM-CP certified, HRCI representative in more than 10 countries. I built the people function of the unicorn Preply and worked at Wargaming, Alfa-Bank and iDeals. I have built every process in this course at least once, and rebuilt several of them after they failed the first time.
What is included
Lifetime access to all course materials
Active instructor support in the Q&A section
Udemy Certificate of Completion
Practical assignments and real business cases
A section with additional courses, tools and resources
Where to start
Draw your own employee journey before lesson two, from careers page to alumni, and mark every point where the person is handed from one process to another. Those handovers are where the experience breaks in nearly every company I have seen. Enrol now and start the first lesson today.
Who this course is for:
- HR generalists who own several processes and have never seen how they connect
- People operations specialists building the function in a growing company
- HR business partners who need the full lifecycle rather than one stage of it
- Recruiters moving into a broader people role
- Founders and managers who are the HR function until they hire one
- Team leads who own onboarding, reviews and retention for their own people
- Anyone preparing for a people operations or HR manager position