Programme Content
Course 1: Work in the Next-Generation Enterprise Organizations of all kinds rely on the ability attract and develop people, to build high functioning groups and units, and to create and sustain engaging work cultures, all core aspects of human resources work. The very success of organizations, then, relies on the ability of Human Resources professionals to assume roles as enterprise leaders and strategic partners in all of these aspects. While it will be the work of this entire program and sequences of classes to impart ideas and skills that support you in assuming that role, this course represents a critical starting point: engaging in the habits of critical thinking and forming your own strategic point of view. Moving from a functional manager to an enterprise leader involves acting and thinking in new ways. At the heart of this process is the effort to organize your own point of view concerning human resources and your organization. We will introduce a simple but robust method for working on your strategic point of view. We will begin by introducing questions to frame your point of view, then hear from expert perspectives to sharpen and refine it, and finally learn methods for assessing the perspectives of other stakeholders within your current organization. At the conclusion of this class, you will be on your way to bringing a more a cohesive and well-informed strategic point of view to your role as an enterprise leader.
Course 2: HR Strategy in the C-Suite In this course, students learn to align the people strategy and the HR function with business strategy. As CHROs, they will need not only to operate an HR function that runs smoothly—they need to develop a people strategy that creates value for the business. In this course, students will develop better understandings of how their business works, its competitive advantages, and its strategy and goals. Then, they explore the role of HR in the context of the business: how business considerations shape the HR function, how to partner with other key areas of the business, such as finance, to align your goals and strategies. Ultimately, the goal will be to learn to create a people strategy that aligns with and advances the strategy of the business.
Course 3: Data, Analytics, and Technology for HR In this course, students will learn to create a data and technology ecosystem that enables, augments, and automates activities within the HR function. They learn to gather and interpret data around performance, productivity, innovation, talent acquisition, compensation, and other key metrics, as well as how to connect these metrics to the business strategy. They also learn where there are (and are not) opportunities to use predictive analytics and AI to automate or guide decisioning, such as in talent acquisition. Finally, they learn about how to identify and adopt technologies into their technology ecosystem, including how to determine whether building or buying a solution is appropriate, and, if buying, how to evaluate solutions and their vendors. A core part of this course is learning how to make your HR function, and ultimately your business, data-driven and how to leverage technology to drive better outcomes.
Course 4: Human Capital Strategy Plan your workforce and develop innovative strategies to find and develop the talent that your organization needs to achieve its goals.
Course 5: Organizational Development and Change Management Develop a plan for and lead organizational change that sticks and achieves your desired results as an HR leader.
Course 6: Interpersonal Tactics Develop the interpersonal skills to coach, collaborate, and navigate complex workplace dynamics.
Course 7: Leadership within the C-Suite Learn how to work effectively with others in the C-suite, boards of directors, and other stakeholders as CHRO.
