Free Download HR Strategy and Leadership From Administration to BoardroomPublished 2/2026
MP4 |
Video: h264, 1920x1080 |
Audio: AAC, 44.1 KHz, 2 Ch
Language: English |
Duration: 1h 31m |
Size: 788.62 MB
A comprehensive framework for Outside-In HR, executive partnership, and data-driven workforce planning.
Transition HR functions from administrative cost centers to strategic business partners using the Outside-In model.
Understand the financial language of the C-Suite to build alliances with the CFO and influence board-level decisions.
Implement OKR frameworks to align individual performance goals with overarching corporate strategic objectives.
Design and execute strategic workforce planning initiatives that anticipate future skill gaps and talent needs.
Develop agile learning and reskilling programs to prepare the workforce for automation and hybrid work models.
Utilize predictive people analytics to forecast trends and calculate the ROI and VOI of HR investments.
Lead sustainable organizational change using established frameworks like Kotter's 8-Step Model and ADKAR.
RequirementsFundamental understanding of Human Resources operations and general business terminology.
Experience in a management or HR Business Partner role is recommended but not required.
Access to spreadsheet software for analyzing metrics and budget models is beneficial.
Description"This course contains the use of artificial intelligence."
In the contemporary business landscape of 2024-2025, the function of Human Resources has fundamentally shifted from administrative support to a critical driver of competitive advantage. Organizations no longer view HR merely as a compliance necessity; they demand a strategic partner capable of aligning human capital with complex corporate visions, navigating digital disruption, and delivering measurable return on investment.
**Strategic HR Leadership: Business Partnering and Executive Influence** provides a rigorous, consulting-grade framework designed to bridge the gap between traditional HR operations and high-level business strategy. This course is structured to facilitate the transition from transactional efficiency to transformational impact, utilizing the "Outside-In" model to connect internal culture directly to customer expectations and investor confidence.
The curriculum is divided into four comprehensive sections, mirroring the lifecycle of strategic HR execution
1. Strategic Alignment: We begin by dismantling the barriers to the C-Suite. Learners will acquire the financial fluency necessary to form strong alliances with the CFO and CEO, learning to position talent risks as enterprise risks. This section emphasizes the shift from internal focus to stakeholder value mapping.
2. Resource Optimization: Moving from strategy to execution, the course details how to utilize Objectives and Key Results (OKRs) to cascade corporate goals down to individual contributors. We explore the "Run the Business" vs. "Change the Business" resource allocation models essential for scaling organizations.
3. Digital Maturity: As automation reshapes the workforce, HR leaders must champion digital adoption. This section covers the evaluation of enterprise HR technology stacks, data governance, and the critical distinction between reskilling and upskilling in a hybrid economy.
4. Measuring Impact: Finally, we move beyond descriptive metrics (turnover) to predictive analytics and ROI calculations. Participants will learn to construct data-driven business cases that secure funding and support for critical initiatives.
By the conclusion of this course, professionals will possess a robust toolkit for navigating corporate politics, managing large-scale organizational change, and proving the financial value of human capital initiatives. This curriculum is designed for forward-thinking HR leaders who are ready to operate with the business acumen required by modern boards and executive committees.
Who this course is forSenior HR Professionals (Directors, VPs, CHROs) seeking to elevate their strategic impact.
HR Business Partners aiming to build stronger consultative relationships with line executives.
Business Leaders and Operations Managers responsible for talent optimization and organizational design.
Management Consultants specializing in human capital and organizational transformation.
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