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Quest Training

Strategic Human Resource Management: Workforce Planning & Organizational Performance Training Course

Shows HR leaders how to align workforce plans with business objectives, assess capability gaps and use people strategy to lift organizational performance.

HWS · Human Resources Strategy & Workforce PlanningAll Levels#2685ClassroomEnglish , Arabic
Duration
5 Days
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Free substitution at any time · 30+ days' notice: full refund minus 10%. Cancellation policy

Sectors:Human Resources & Talent ManagementCategories:Human Resources Strategy & Workforce Planning

Course Overview

The Strategic Human Resource Management: Workforce Planning & Organizational Performance Training Course equips HR professionals, managers, and organizational leaders with the knowledge and practical capabilities required to align workforce strategies with business objectives. The programme emphasizes the strategic role of human resources in organizational effectiveness, sustainable growth, and long-term performance, moving beyond traditional administrative activities toward a proactive, data-informed approach to workforce management. Effective workforce planning enables organizations to anticipate talent requirements, address capability gaps, optimize staffing levels, and respond to changing business priorities. This course explores how organizations can assess their current workforce, forecast future human capital needs, identify critical roles, and develop practical workforce strategies that support operational continuity and organizational resilience. Participants examine the relationship between HR strategy, organizational design, talent management, employee productivity, and business performance. The programme addresses workforce demand and supply analysis, competency mapping, succession planning, talent development, and strategic resource allocation, helping participants establish stronger connections between workforce decisions and measurable organizational outcomes. A central component of the course focuses on HR analytics and performance measurement. Participants explore how workforce data, key performance indicators, and management dashboards can support evidence-based decisions, identify emerging workforce risks, measure the effectiveness of HR initiatives, and demonstrate the value of human capital investments to senior management. Through practical exercises, case studies, and strategic planning workshops, participants develop the ability to translate organizational objectives into actionable workforce plans, evaluate HR performance, and recommend improvements that strengthen productivity, engagement, and organizational capability. The programme is particularly relevant to organizations seeking to improve workforce utilization, strengthen leadership pipelines, and build a workforce prepared for future operational and strategic challenges.

Learning Objectives

  • Explain the principles of strategic human resource management and its contribution to organizational performance.
  • Align HR strategies and workforce plans with organizational objectives and business priorities.
  • Assess current workforce capabilities, staffing levels, demographic patterns, and critical skill requirements.
  • Forecast future workforce demand and evaluate internal and external talent supply.
  • Identify workforce gaps, capability shortages, succession risks, and critical talent dependencies.
  • Design workforce planning strategies that support productivity, operational continuity, and organizational growth.
  • Apply job analysis, competency mapping, and skills assessment techniques to workforce planning.
  • Integrate succession planning, talent development, and employee retention into long-term workforce strategies.
  • Establish HR key performance indicators to measure workforce effectiveness and organizational contribution.
  • Interpret HR analytics and workforce data to support evidence-based management decisions.
  • Evaluate the effectiveness of HR programmes through performance measurement and continuous improvement.
  • Develop strategic recommendations that strengthen workforce productivity, talent readiness, and organizational performance.

Who Should Attend

This programme is designed for professionals responsible for HR strategy, workforce planning, organizational development, talent management, and business performance. HR directors, HR managers, and heads of human resources seeking to strengthen strategic HR capabilities. Workforce planning managers and specialists responsible for forecasting staffing requirements and managing workforce capacity. Organizational development professionals involved in organizational design, restructuring, and capability development. Talent management and succession planning specialists responsible for building leadership pipelines and critical talent pools. HR business partners working with business leaders to align people strategies with operational objectives. Learning and development managers responsible for addressing competency gaps and future skills requirements. Performance management professionals involved in workforce productivity, employee performance, and organizational effectiveness. Department heads and operational managers responsible for staffing, team capability, and resource utilization. Strategy and planning professionals involved in organizational transformation and long-term resource planning. Government and public-sector HR professionals responsible for workforce sustainability, capacity planning, and institutional performance. Senior managers and executives seeking to strengthen the contribution of human capital to business outcomes. Emerging HR leaders preparing to assume broader strategic and organizational responsibilities.

Learning Outcomes

  • Explain how strategic HR management contributes to organizational competitiveness, effectiveness, and sustainable performance.
  • Translate business objectives into measurable workforce priorities and HR initiatives.
  • Assess current workforce composition, capabilities, productivity, and critical role requirements.
  • Develop workforce demand forecasts based on business plans, operational requirements, and anticipated changes.
  • Evaluate internal talent availability and external labour market considerations when planning workforce supply.
  • Identify and prioritize staffing gaps, emerging skills requirements, and succession vulnerabilities.
  • Construct workforce plans incorporating recruitment, development, retention, redeployment, and succession measures.
  • Apply competency frameworks and skills analysis to improve workforce readiness.
  • Select relevant HR key performance indicators and establish appropriate performance measurement approaches.
  • Interpret workforce dashboards and HR analytics to identify trends, risks, and improvement opportunities.
  • Evaluate HR initiatives against defined targets, organizational priorities, and measurable performance outcomes.
  • Present evidence-based workforce recommendations that support leadership decisions and organizational improvement.

Course Outline

Day 1

Strategic Human Resource Management and Organizational Performance

  • The evolution of HR management from administrative support to strategic business partnership.
  • Core principles and frameworks of strategic human resource management.
  • Understanding the relationship between corporate strategy, HR strategy, and workforce priorities.
  • Translating organizational objectives into human capital requirements.
  • Assessing organizational structure, operating models, and workforce implications.
  • The relationship between employee capability, engagement, productivity, and organizational performance.
  • Integrating talent management, performance management, and organizational development.
  • The role of HR business partners in supporting leadership and operational decision-making.
  • Identifying strategic workforce challenges in changing business environments.
  • Establishing governance and accountability for strategic HR initiatives.
  • Practical Exercise: Analyse an organizational strategy and identify the workforce capabilities, HR priorities, and performance measures required to support its successful implementation.
Day 2

Strategic Workforce Planning and Talent Forecasting

  • The workforce planning cycle: assessment, forecasting, planning, implementation, and review.
  • Conducting a current-state workforce assessment.
  • Analysing workforce demographics, staffing levels, turnover, absenteeism, and capability distribution.
  • Identifying critical roles and positions with significant operational or strategic impact.
  • Forecasting workforce demand using business growth plans, workload projections, and operational requirements.
  • Assessing internal talent supply through skills inventories, succession pipelines, and mobility opportunities.
  • Evaluating external talent supply and labour market considerations.
  • Identifying workforce gaps through demand-and-supply analysis.
  • Developing alternative workforce scenarios and contingency plans.
  • Integrating recruitment, internal mobility, reskilling, and redeployment into workforce plans.
  • Practical Exercise: Prepare a workforce demand-and-supply assessment for a selected business unit, identify priority capability gaps, and develop a preliminary workforce action plan.
Day 3

Organizational Design, Competency Management, and Talent Development

  • Aligning organizational structures and workforce capabilities with strategic priorities.
  • Evaluating job roles, responsibilities, reporting relationships, and resource distribution.
  • Applying job analysis and role profiling to workforce planning.
  • Developing competency frameworks linked to organizational and functional requirements.
  • Conducting skills gap assessments and identifying critical future capabilities.
  • Integrating learning and development strategies with workforce forecasts.
  • Designing succession plans for critical positions and leadership roles.
  • Strengthening internal talent mobility, career pathways, and employee development.
  • Managing workforce change, restructuring, and redeployment considerations.
  • Evaluating talent retention risks and developing targeted retention strategies.
  • Practical Exercise: Develop a competency-based workforce development plan that addresses identified skills gaps, critical roles, and succession priorities.
Day 4

HR Analytics, Workforce KPIs, and Performance Measurement

  • The role of HR analytics in strategic planning and management decision-making.
  • Identifying reliable workforce data sources and establishing data quality standards.
  • Selecting HR key performance indicators aligned with organizational objectives.
  • Measuring workforce productivity, labour cost, turnover, absenteeism, and retention.
  • Analysing recruitment effectiveness, time to fill, and workforce capability indicators.
  • Evaluating training effectiveness and the contribution of employee development.
  • Using workforce dashboards to monitor trends, risks, and performance against targets.
  • Applying benchmarking and trend analysis to identify performance gaps.
  • Interpreting workforce data and distinguishing correlation from evidence of causation.
  • Communicating HR analytics findings through management reports and visual performance summaries.
  • Addressing data privacy, confidentiality, and responsible use of workforce information.
  • Practical Exercise: Review a sample workforce dashboard, identify performance trends and emerging risks, and prepare recommendations supported by relevant HR indicators.
Day 5

Strategic Workforce Implementation and Organizational Performance Improvement

  • Integrating workforce planning with annual business plans, budgets, and strategic priorities.
  • Translating workforce forecasts into measurable implementation programmes.
  • Prioritizing HR initiatives according to organizational impact, cost, and resource availability.
  • Establishing implementation milestones, responsibilities, and performance targets.
  • Developing business cases for workforce development, recruitment, and retention initiatives.
  • Evaluating workforce costs, productivity improvements, and expected organizational benefits.
  • Managing implementation risks and responding to changing workforce requirements.
  • Establishing governance mechanisms for workforce plan monitoring and review.
  • Evaluating HR programme effectiveness and identifying continuous improvement opportunities.
  • Strengthening collaboration between HR, finance, operations, and executive leadership.
  • Presenting strategic workforce recommendations to senior management.
  • Final Workshop: Participants work through an integrated organizational case involving business objectives, workforce data, staffing forecasts, skills gaps, succession risks, and performance indicators. Each team develops a strategic workforce plan that includes demand-and-supply analysis, priority workforce interventions, implementation milestones, resource considerations, and measurable success indicators. Teams present their recommendations to a simulated executive committee, justify their proposed priorities, and explain how the plan is expected to improve workforce effectiveness and organizational performance.

Upcoming Dates

Selected date

Lisbon · 5 – 9 Apr 2027 · Classroom

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ManamaScheduled
2 – 6 Nov 2026€4,700—
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MarbellaScheduled
9 – 13 Nov 2026€5,400—
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MilanScheduled
16 – 20 Nov 2026€6,000—
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MunichScheduled
23 – 27 Nov 2026€5,400€4,860until 2 Nov
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MuscatScheduled
30 Nov – 4 Dec 2026€5,300€4,770until 9 Nov
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OnlineScheduled
6 – 10 Dec 2026€1,700€1,530until 16 Nov
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ParisScheduled
7 – 11 Dec 2026€5,700€5,130until 16 Nov
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RiyadhScheduled
14 – 18 Dec 2026€4,200€3,780until 23 Nov
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RomeScheduled
21 – 25 Dec 2026€5,800€5,220until 30 Nov
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Sharm El-SheikhScheduled
28 Dec 2026 – 1 Jan 2027€4,300€3,870until 7 Dec
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SingaporeScheduled
4 – 8 Jan 2027€6,700€6,030until 14 Dec
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11 – 15 Jan 2027€5,700€5,130until 21 Dec
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AmmanScheduled
17 – 21 Jan 2027€3,100€2,790until 28 Dec
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AmsterdamScheduled
18 – 22 Jan 2027€5,400€4,860until 28 Dec
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BarcelonaScheduled
25 – 29 Jan 2027€5,400€4,860until 4 Jan
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CairoScheduled
1 – 5 Feb 2027€3,300€2,970until 11 Jan
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CasablancaScheduled
8 – 12 Feb 2027€4,300€3,870until 18 Jan
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DammamScheduled
15 – 19 Feb 2027€4,200€3,780until 25 Jan
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DohaScheduled
22 – 26 Feb 2027€4,400€3,960until 1 Feb
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DubaiScheduled
28 Feb – 4 Mar 2027€4,400€3,960until 8 Feb
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FrankfurtScheduled
1 – 5 Mar 2027€5,800€5,220until 8 Feb
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GenevaScheduled
8 – 12 Mar 2027€6,300€5,670until 15 Feb
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IstanbulScheduled
15 – 19 Mar 2027€4,700€4,230until 22 Feb
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JeddahScheduled
21 – 25 Mar 2027€4,200€3,780until 1 Mar
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Kuala LumpurScheduled
29 Mar – 2 Apr 2027€4,400€3,960until 8 Mar
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LisbonScheduled
5 – 9 Apr 2027€5,400€4,860until 15 Mar
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LondonScheduled
12 – 16 Apr 2027€5,600€5,040until 22 Mar
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MadridScheduled
19 – 23 Apr 2027€5,400€4,860until 29 Mar
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MadinahScheduled
19 – 23 Apr 2027€4,200€3,780until 29 Mar
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MakkahScheduled
26 – 30 Apr 2027€4,200€3,780until 5 Apr
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