The HR Leverage Series
Where HR stops administering and starts shaping the business
You can be excellent at HR administration and still be invisible in the business. You can process people transactions, run appraisals, coordinate training, manage recruitment and produce HR reports but still have leadership asking:
“So, what does HR actually contribute to the business?”
That is the gap “The HR Leverage Series” is designed to close.
The HR Leverage Series is a 12 module practical, business-focused learning programme designed for HR professionals who want to move beyond doing HR to using HR to influence business outcomes. It takes you through the critical systems that connect people, structure, capability, performance, pay, workforce decisions, succession, analytics and organisational change; and shows you how to turn each one into a source of strategic influence.
Strategic HR is not about having a seat in the boardroom. It is about having something valuable to say when you get there.
12 modules. One transformation.
The Series takes you from the foundations of strategic HR to the tools executives expect HR to understand and influence.
01 – The Strategic HR Person
From Admin to Influence: The Strategic HR Person
Build the mindset and practical perspective required to move from HR administrator to strategic business partner.
02 – Deriving HR Strategy from Corporate Strategy
From Boardroom to People Plan
Learn how to translate corporate priorities into an HR strategy that directly supports business direction.
03 – Job Analysis & Job Description
Write it Once, Defend it Forever
Build job documentation that stands up to scrutiny and provides a reliable foundation for recruitment, performance, grading and reward decisions.
04 – Career Path & Grading Systems
The Ladder and the Lattice
Understand how organisations can create credible career movement, progression and structural clarity without creating organisational chaos.
05 – Job Evaluation Made Simple
Pay without Politics
Learn how to establish defensible job value and make compensation decisions based on structure, not personalities, pressure or office politics.
06 – Strategic Workforce Planning
Who you will need next
Move beyond headcount reporting to answering one of management’s most important questions: What workforce will the business need to execute its future strategy?
07 – Developing a Succession Plan
Ready on Day One
Build succession thinking around critical roles, readiness, risk and organisational continuity; not simply lists of potential successors.
08 – Competency Framework to Curriculum
The Bridge: Competency Frameworks to Learning that Lands
Turn competency frameworks into meaningful development interventions that actually address capability gaps.
09 – Predictive Analytics for Training
Before it Breaks: Predictive Analytics for Learning
Use data and predictive thinking to identify capability risks before they become performance problems.
10 – Performance Management System
Reviews they won’t Sabotage
Design and manage performance systems that encourage accountability, meaningful conversations and better business performance.
11 – HR Analytics for Board Reporting
What the Board actually wants
Stop reporting HR activity and start presenting insights that help executives understand people-related risks, opportunities and business implications.
12 – Change Management Models
Change that sticks: Choosing and applying the Right Model
Learn how to select and apply change management approaches that help organisations move from announcing change to actually embedding it.
Learn. Apply. Lead.