البرامج التنفيذية
البرنامج التنفيذي المتقدّم في الموارد البشرية
برنامجٌ تنفيذي مدته 12 أسبوعاً و66 ساعة
12 أسبوعاًمتقدّم12 وحدة
نظرة عامة
برنامجٌ تنفيذي مدته 12 أسبوعاً و66 ساعة، ينقل قادة الموارد البشرية من الخبرة الوظيفية إلى القيادة الاستراتيجية للأعمال. يلتقي المشاركون كل يوم سبت في تجربةٍ حضورية مكثّفة تقوم على دراسات حالة لشركات حقيقية وتبادل الخبرات، وتنتهي بمشروع تخرّج: استراتيجية موارد بشرية لمؤسسة كل مشارك.
ما ستتعلّمه
المحتوى التقني أدناه معروضٌ باللغة الإنجليزية كما ورد في منهاج الدورة، حفاظاً على دقّة المصطلحات.
- Define an HR agenda that answers the CEO's top three business priorities, not HR's own.
- Read an organization's competitive landscape and translate it into the people capabilities that win.
- Build an HR strategy with clear choices, trade-offs and measurable targets.
- Design organization, talent and reward systems that create hard-to-copy competitive advantage.
- Align structure, processes, leadership and culture so strategy is executed, not just announced.
- Link HR capabilities to business results with a credible scorecard of leading and lagging metrics.
- Diagnose the effectiveness of the HR function and redesign its operating model.
- Build a succession pipeline for critical roles with a ready-now and ready-later bench.
- Identify, prioritize and govern AI use cases across HR workflows responsibly.
- Lead large-scale change and influence the C-suite and the board with confidence.
المنهاج
12 وحدة
- The evolution of HR: administrative, functional, strategic, and now business-integrated
- What CEOs and boards expect from HR today
- The HR leader's three roles: business strategist, talent architect, culture steward
- The HR leader's credibility: business acumen, financial literacy, courage
- The HR value chain: from people practices to business outcomes
- Growth levers: talent acquisition for growth roles, capability building, performance culture, engagement and retention
- Evidence-based HR and people analytics
- Portfolio thinking: where HR should invest, maintain or exit
- External analysis tools: PESTLE, Porter's Five Forces, scenario thinking
- The talent market as a competitive arena: competing for scarce skills
- From business challenge to organizational challenge: capability gaps, culture blockers, structural friction
- Writing a challenge statement leaders agree on
- Strategy as choice: winning aspiration, where to play, how to win, required capabilities
- Workforce strategy: build, buy, borrow, bot
- Strategic workforce planning: critical roles, supply and demand, scenario-based planning
- Writing the HR strategy on a page
- Resource-based view: valuable, rare, inimitable and organized (VRIO) people capabilities
- Culture as a strategic asset: defining and measuring the culture you need
- EVP and employer brand for scarce talent
- Total rewards and performance management aligned to strategy
- Alignment models: Galbraith's Star Model, McKinsey 7-S
- Organization design: structure, spans and layers, decision rights, agile teams
- Cascading goals and OKRs from enterprise to team
- Execution governance: cadence, reviews and course correction
- Skills-based organization: skills taxonomies, internal talent marketplaces
- Reskilling and upskilling strategies; learning in the flow of work
- Leadership pipeline for growth and new markets
- Workforce flexibility: gig, contract and ecosystem talent
- The employee-customer-profit chain
- Leading and lagging indicators; HR metrics vs. business metrics
- Human capital ROI, cost of turnover, productivity per employee
- People analytics maturity and storytelling with data
- HR operating models and their evolution, including agile and product-based HR
- HR effectiveness diagnostics: stakeholder surveys, process benchmarks, cost-to-serve
- Capability of the HR team itself
- Employee experience and HR service design
- Critical role identification and risk of loss
- Talent review and calibration: performance, potential, the 9-box and its limits
- Accelerated development: stretch assignments, rotations, coaching, mentoring
- CEO and board succession; HR's role with the board
- Diversity and bias in succession decisions
- AI across the lifecycle: recruiting, onboarding, learning, performance, HR service, workforce planning, analytics
- Use case prioritization: value vs. feasibility vs. risk
- Responsible AI: bias, privacy, transparency, explainability, regulation and employee trust
- HR's role in AI adoption company-wide: reskilling, job redesign, change management
- Hands-on lab: using AI assistants for job design, policy drafting and analytics
- Change models: Kotter's 8 steps, ADKAR, Lewin
- Stakeholder mapping, sponsorship and change networks
- The psychology of change: resistance, loss, trust
- Executive presence and influence: storytelling, framing, managing up
- Sustaining change through culture and systems
لمن هذه الدورة
مديرو الموارد البشرية التنفيذيون ورؤساء أقسامها، وشركاء الأعمال في الموارد البشرية المنتقلون إلى القيادة العليا، وقادة الأعمال المسؤولون عن نتائج الأفراد.
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