Certificate Course in Strategic Human Resource Management

Discover how human resource management centers on attracting, developing, utilizing, retaining, and motivating people—the organization’s most important resource—and how HR blends science and art to align them with goals.

Trace the evolution of human resource management from personnel practice and unions in the industrial era to strategic functions that drive productivity, talent development, retention, and competitive advantage.

Explore how HR scales with company size at E-mart, guiding attracting, development, utilizing, and retaining through a growing, proactive HR department.

Develop domain expertise in labor laws, recruitment, payroll, and performance management. Master communication, collaboration, empathy, adaptability, and analytics to drive strategic HR outcomes in a competitive workforce.

Manpower planning, or workforce planning, determines an organization's future human resource needs to ensure the right number and needed skills are available at the right time, balancing demand with capacity.

Analyze organizational objectives and assess current manpower to forecast demand and supply, calculate the tentative gap, and monitor changes to guide manpower planning.

Explore factors shaping manpower forecasting, including workload, budget, technology, skills availability, legal constraints, and industry specifics, illustrated by practical examples of hours, store area, and staffing.

Learn how job analysis systematically collects data to produce job description and job specification, detailing job title, department, pay scale, roles, responsibilities, and working conditions, with competency-based analysis gaining prominence.

Define competency as a measurable mix of knowledge, skills, and attitude (KSA) demonstrated through observable behavior to differentiate performance; distinguish competency from competence and outline core behavioral and functional competencies.

Explore competency-based job analysis that focuses on observable behaviors and knowledge, skills, and attitudes, and learn to build a competency matrix mapping profiles and ratings.

Apply competency-based analysis to manpower planning, recruitment, performance evaluation, and remuneration, using a competency matrix to assign tasks, design training, and focus on quality.

Explore the meaning and importance of the performance management system and learn the four steps—plan, act, track, evaluate—aligning individual and team goals with organizational objectives to boost performance and motivation.

examine what to assess in performance management, comparing traits, observable competencies, and results. discover how defining behavior indicators and aligning with the job reduces bias and guides evaluations.

Differentiate performance management from performance appraisal as a continuous process of planning, tracking, and development. Contrast with appraisal's annual evaluation and with developmental functions that coach employees for future skills.

highlights the key characteristics of an effective performance management system, including clear expectations, continuous feedback, two-way discussion on goals and how to achieve them, coaching, and alignment with organizational goals.

Explore performance management design through smart goal setting, defining specific, measurable, attainable, relevant, and time-bound objectives that align with organizational needs and employee growth.

Define key result areas (KRAs) and key performance indicators (KPIs) in HR, using recruitment as an example and showing how average time to close and weighted scores are calculated.

Maintain a log of critical incidents, recording positive and negative employee behavior, analyzing abilities, and guiding recommendations, incentives, and promotions for objective performance evaluation.

Use multisource appraisal, including 360 and 720 degree feedback from managers, peers, direct reports, and external groups, to provide comprehensive, less biased insights while noting anonymity and complexity.

Explore assessment development center (adc) approach to performance management, combining tests, techniques, and assessors to measure multiple competencies while reducing bias and enabling equal opportunity for assessment, development, or both.

The balanced scorecard (BSC) guides performance appraisal by balancing four perspectives—financial, customer, internal business process, and learning and growth—and aligning them to avoid trade-offs and drive organizational growth.

learn how management by objectives, inspired by Peter Drucker, cascades objectives through an organization, emphasizes participative, self-audited performance, and uses smart goals to measure progress and outcomes.

Discover how objectives and key results (OKRs) connect company, team, and individual goals. Set quarterly, trackable key results that are specific, measurable, and verifiable to drive alignment and focus.

Explore the McKinsey nine box talent matrix, a two-dimensional framework of performance and potential. Use it to guide talent deployment, leadership development, and succession planning.

Explore how a PIP (performance improvement plan) targets sales gaps, CRM hygiene, and touch-point discipline, guided by mentorship and measurable reviews, and how an IDP maps strengths to development goals.

Explore self-assessment in strategic HR by examining training design with the ADDIE model, Bloom's taxonomy, and Kirkpatrick's framework. Learn to measure training effectiveness and manage difficult participants.

Explore common methods of learning in corporates, including training, development, and learning. Learn practical approaches like classroom training, self-paced videos, peer learning, mentoring, coaching, on-the-job training, and job rotation.

Define objectives, sequence topics, choose delivery methods, and plan training duration using instructional system design. Apply the Addie model: analyze, design, develop, implement, evaluate.

Discover the Addie model's five stages: analyze, design, develop, implement, evaluate, and learn to apply them to training needs, content, delivery, and ongoing improvement.

Analyze the Addie phase by identifying gaps between learners' knowledge, skills, and behavior and outcomes, using LNA/TNA and the five Ws and two edges.

Identify root causes behind customer complaints by analyzing competency gaps with a competency matrix, then design targeted training to upskill customer support executives in customer focus and communication.

Analyze which training gaps to prioritize by weighing resource constraints such as budget, time, and training space, and focus on the most critical competencies.

Analyze trainees and trainers using a competency matrix or survey, plan session size and activities based on current knowledge, skills, and abilities, and decide on in-house or external trainers.

Analyze where the training program will happen by choosing on-the-job, head office, external venues, or online sessions through platforms like Zoom, Google Meet, Microsoft Teams, WebEx, or an internal platform.

Set the date and time for the program to establish when it will occur. Decide whether it will be a one-time session or a recurring series and determine the duration.

Analyze how to cover the methodology and design a classroom session using outbound training manuals, case studies, role plays, group activity, individual activity, group discussion, presentation, and learning by videos.

Analyze the cost of a learning and development program by assessing budget, trainer fees, topics, and batch numbers within the seven parameters of the ADDIE analysis phase.

Define the design phase meaning as the blueprint stage of instructional system design, and structure training with the table of contents and session plan to allocate time for refinement.

Explore Bloom's taxonomy to understand how learners progress from remembering to creating. Design objectives and assess learning across the levels of remembering, understanding, application, analysis, evaluation, and creating.

Outline a session plan's typical structure, defining learning outcomes, topics, and measurable objectives using Bloom's taxonomy, and selecting methodologies and time durations for effective instructor-led training.

Develop content in the high develop phase of the Addie model by applying tips such as introductions, rapport, icebreakers, pretests, and a show-and-tell approach to establish relevance.

Learn to design impactful training slides as effective training aids, using PowerPoint, Google Slides, or Canva; prioritize visuals, bullet points, presenter notes, contrast, and a three-point structure with brand colors.

Deliver the training by applying the implement phase of the Addie model, starting with trainer introduction, icebreakers, pretests, ground rules, show and tell, and post-tests.

Explain the basics of communication and communication skills, the process, identify barriers, and master verbal, vocal, and visual elements, plus the seven Cs and energizers for engaging delivery.

Explore training aids like marker boards, flip charts, speakers, slides, projectors or TVs, clickers, sticky notes, reading materials, teleprompters, and polls on platforms like Slido and Mentimeter to boost engagement.

Explore the evaluate phase of the ADDIE model through the Kirkpatrick evaluation framework, detailing levels reaction, learning, behavior, results, and ROI, and how to measure training effectiveness.

Outbound trainings offer experiential learning outside the classroom in nature and adventure activities, helping SHRM learners build skills and competencies while addressing safety, inclusivity, weather, and cost.

Explore common terminologies in strategic human resource management, including the learning management system (LMS), self-paced training, cohort-based courses, synchronous and asynchronous learning, microlearning, and hybrid or blended approaches.

Explore the differences between employee engagement, satisfaction, and motivation, showing how engagement provides emotional commitment to the organization, while satisfaction reflects happiness and motivation drives personal goals.

Engaged employees boost service quality and productivity, driving customer satisfaction, sales, and loyalty, while reducing absenteeism and turnover and enhancing safety and higher profits.

Explore employer branding as a strategic HR practice that shapes a company's culture and reputation to attract talent, boost engagement, and improve retention across platforms like LinkedIn and careers pages.

Explore industrial-organizational psychology and its application to organizations, from studying mind and behavior to identifying traits, screening applicants, improving training, productivity, and employee engagement and HR branding.

Explore Maslow's five needs—physiological, safety, love and belonging, esteem, and self-actualization—and how organizations boost motivation, engagement, and performance with level-specific actions.

The scarf model explains how status, certainty, autonomy, relatedness, and fairness drive engagement and collaboration, with real-world examples from HCL Technologies, Microsoft Viva, Google 20% time, and Salesforce Ohana.

Explore how the conscious and unconscious mind shapes employee engagement and HR decisions, including four states—consciously engaged, unconsciously engaged, consciously disengaged, and unconsciously disengaged—plus stay interviews and pulse surveys.

Explore how personality tests reveal how people think, behave, and work best, covering tools Big Five, MBT test, HPI, CliftonStrengths, DISC, and PPA, including customized tests for teamwork and leadership.

Explore the big five personality traits—openness, conscientiousness, extroversion, agreeableness, and neuroticism—and learn how high and low levels affect behavior and interactions.

Explore Belbin team roles and the nine personalities, from monitor evaluator to resource investigator, to help leaders assign work and build effective teams.

Explore how diversity, equity, and inclusion shape strategic human resource management by defining diversity as differences, equity as tailored support, and inclusion as belonging that boosts engagement.

Explore how explicit and implicit biases shape decisions and relate to microaggressions. Identify bias types: affinity, confirmation, halo effect, anchoring, and stereotyping, and how microaggressions erode workplace inclusion.

Establish clear dei goals, track progress, and report results transparently to build an inclusive workplace. Implement diverse recruitment, bias training, pay equity audits, and inclusive leadership to sustain equitable outcomes.

Explore dei reporting standards and frameworks like GRI, and learn metrics such as representation, pay equity, employee engagement, recruitment and promotion rates, training participation, and supplier diversity.

Analyze core characteristics and work preferences of Baby Boomers, Gen X, Millennials, and Gen Z to guide inclusive strategic HR practices that foster empathy and collaboration.

Apply a Gen Z empathy map to step into their shoes, capturing says, does, think, and feels to reveal workplace needs like work-life balance, mental health, fair pay, and flexibility.

Learn to apply the SBI feedback model: situation, behavior, impact, to give clear, objective feedback to Gen Z, using lateness and appreciation scenarios to emphasize observed facts and outcomes.