Certificate Course in People Management and Leadership

Discover how human resource management (HRM) treats people as the most important resource and uses attracting, developing, utilizing, retaining, and motivating to meet organizational goals.

Trace the evolution of human resource management from master-servant relations to modern HRM. Expand from recruitment to development, compensation, performance management, and attracting, developing, retaining talent for competitive advantage.

As a company grows, HR shifts from founder-led recruitment to formal teams that attract, develop, utilize, and retain talent.

Explore core HRM functions, from manpower planning and job analysis to recruitment, training, performance management, compensation, retention, compliance, HRIS, and branding for people management.

Explore challenges in the hr domain, from the perception of hr as non revenue generating to difficulties quantifying impact, limited confidential information, and gaps between theory, practice, and hr analytics.

Understand job analysis as a systematic collection of data to produce job description and job specification, detailing roles, responsibilities, working conditions, and required candidate traits.

Define competency as a reliable mix of knowledge, skills, and attitude (ksa) measurable by observable behavior, differentiating performance across behavioral core and functional or technical competencies.

Explore competency based job analysis, focusing on observable behaviors, KSA, and customer-focused performance; learn to score with a rubric and map competencies via a matrix.

Apply competency-based job analysis to manpower planning, recruitment, selection, and remuneration, using a competency matrix to hire right people, evaluate performance, and plan training and utilization.

Explore how structured, competency-based in-person interviews assess candidates using STAR—situations, tasks, actions, and results—covering communication, teamwork, leadership, and customer focus.

Explore the difference between unstructured and structured interviews, and master competency-based or behavior event interviews using the star technique to assess candidate behavior and fit.

Identify common evaluation biases in candidate assessments, such as halo, horn, first impressions, recency, similarity biases, and apply structured interviews with clear competencies, observable behaviors, and diverse assessors.

Discover recruitment challenges such as niche skills, unattractive roles, limited channels, weak employer branding, and startup changes in requirements, and how to address them with networking and realistic expectations.

Understand the meaning and importance of training and development as a continuous process. Discover corporate learning methods, including classroom training, lectures, seminars, self-paced videos, mentoring, and on the job training.

Apply instructional system design to analyze learning needs and set objectives. Sequence topics, choose delivery methods, and evaluate outcomes using the Addie model.

Explore the Addie model with five phases: analyze, design, develop, implement, and evaluate, as a continuous process for training that handles customer complaints.

Analyze training needs with the Addie model to map gaps in knowledge, skills, and behavior to desired outcomes. Clarify why, what, who, where, when, how, and how much.

Analyze why training is needed by identifying root causes through a competency matrix, uncovering gaps in customer focus and communication, and designing targeted upskilling to address real needs.

Prioritize competencies by analyzing gaps against resources like budget, time, and training space, and align trainer capabilities to focus on crucial areas.

Analyze who participates and who trains using a competency matrix or survey to assess current knowledge and skills; plan for a 15-member class and choose trainers by expertise and cost.

Analyze where the program will happen, choosing on-site, online, or hybrid venues and selecting a webinar platform such as Zoom, Google Meet, Microsoft Teams, WebEx, or an internal platform.

Decide the program schedule by selecting the date and time, determining whether sessions are one-time or recurring, and clarifying overall session duration.

Analyze how to apply training methodology through classroom sessions, outbound training manuals, case studies, role plays, group activities, individual activities, group discussions, presentations, and learning by videos.

Explore how to determine learning program costs during the analysis phase of the ADDIE model, considering factors like company budget, trainer fees, topics, seven parameters, and batch sizes.

Build the design phase of instructional system design into a skeleton and blueprint for training, using a table of contents and session plan to structure topics and details.

Bloom's taxonomy maps learning through remembering, understanding, application, analysis, evaluation, and creating. Use this framework to design training objectives and encourage progression toward higher-order skills and real-life application.

Outline the session plan structure with training name, learning outcomes, topics, objectives, methodology, and time. Highlight measurable objectives using Bloom's verbs and include instructor-led training and group discussions.

Explore the content development stage of the ADDIE model. Apply tips for introductions, icebreakers, pretests, relevance, and show-and-tell to engage learners.

Implement the delivery phase of the Addie model by introducing the trainer, using icebreakers and pretests, applying ground rules, show-and-tell, and post-tests, while reinforcing the seven seas of communication.

Explore the Kirkpatrick model within the Addie evaluate phase. Learn the four levels—reaction, learning, behavior, results—and ROI, with feedback, tests, and on-the-job impact.

Explore how a performance management system aligns employee work with organizational goals through plan, act, track, and evaluate, enabling continuous improvement and formal and informal evaluations.

Explore evaluating employees in performance management by traits, competencies, or results, focusing on observable behaviors and bias-reducing, job-aligned indicators.

Explore how a performance management system defines expectations, enables two-way goal discussion, delivers continuous feedback, and aligns actions with organizational goals, contrasting traditional, event-driven reviews with everyday, ongoing performance management.

Discover smart goal setting within a performance management framework, outlining specific, measurable, attainable, relevant, and time-framed objectives to guide individuals and teams.

Discover KRAs and KPIs in performance management, with HR examples like recruitment. Learn to compute a weighted score from a 60-day target versus a 75-day actual.

Explore the McKinsey nine-box talent matrix to assess current performance and future potential, map employees to nine boxes, and design targeted development and succession plans.

Explore Maslow's five needs—physiological, safety, love, esteem, and self-actualization—and how HR assesses levels to tailor benefits, culture, and opportunities, including 20 percent time.

Explore leadership quotient through self-assessment and a 360-degree leadership approach. Overcome brakes such as ego and fear and practice leading up, across, and down to improve leadership quotient.

Learn how to apply assertive communication techniques—fogging, diffusing, negative assertion, and negative inquiry—to express yourself while respecting others, balancing passive and aggressive styles.