Each module consists of 3 full, intensive days from 10:00 to 17:30, during which we explore frameworks, tools, and approaches in human capital management, discuss, solve cases, work individually and in mini-groups. After each module, participants complete homework assignments to consolidate the learning material related to the module topic.

Between modules, we hold online meetings where participants discuss homework assignments, share personal cases and approaches, and seek the best solutions together.

A key value of the program is the community of HC leaders — the opportunity to interact and communicate with professionals from various businesses and organizations

• The organization as a system. The vision, mission, and values of the organization, and how all of these are connected to the client and their needs. The organizational life cycle.
• The concept of strategy. Different types of strategies. The link between strategy and the vision, mission, and values. Strategic goals.
• The logic of process management. Creating value for the Client. Role vs. position. The role in process management and in human capital management.
• Designing a role profile based on the needs of internal clients, the value creation process, and organizational culture. How the content of the role profile influences the development of a human capital process that serves business needs.
• The concept of Human capital. Evolution of HR, roles and models of HC in accordance with the needs of the organization and its stage of development. Organizational design and structure. How the organizational structure and processes are interconnected, roles in the processes.

• Human Capital Strategy. Algorithms and frameworks for the development of a Human Capital strategy. Implementation and communication support of the Human Capital strategy. Areas of responsibility in the execution of the HC strategy.
• Employee Experience management. Employee Experience (EX) and Customer Experience (CX). Mapping the employee journey. The impact of the organizational environment on the employee experience.
• Talent Acquisition. A systemic approach to planning and attracting talent, considering roles and organizational maturity.
• Principles and tools for effective onboarding and adaptation of individuals and teams. Guidelines for balanced and ethical offboarding.
• Performance Management System – creating conditions which enable people to realize their capabilities and talents. Individual, team, and organizational effectiveness. The link between the Performance Management System and the organizational strategy as well as HC processes.
• Knowledge Management and Development Culture. Role profiles as the foundation of the learning and development system within the organization. The connection between learning, development, and other HC processes. Monitoring, managing, and improving the learning system.
• Employee Career Management and Succession Culture Development within the HC system. Key roles/positions and the concept of potential. Different types of career trajectories within an organization. Basics of career planning and creating career maps based on the role profile.

• The concept of Total Rewards (TR), its structure, components, and role within the Human Capital system. The algorithm and logic for implementing TR in the organization. Fundamental principles of motivation for individuals and teams.
• Managing employee well-being and welfare as part of a systemic approach to motivating, engaging, and supporting individuals and teams.
• Knowledge management and a culture of development. The connection between learning, development, and other Human Capital processes. Monitoring, managing, and improving the learning system. Fundamentals of adult learning.
• Career management and succession culture development within the Human Capital system. Key roles/positions and the concept of potential. Different types of career paths within the organization. Fundamentals of career planning and building career maps aligned with the role profile. Formation of a talent pool.

• Organizational culture as an ecosystem for human capital development and as a condition for company development. The relationship between communications, culture and leadership. Development of culture in the organization.
• Organizational maturity and health. Instruments and principles of organizational diagnostics, research into the relationship between managerial and organizational maturity.
• Diversity, Equity, Inclusion & Belonging (DEI&B) as principles of a healthy organizational culture. Systemic implementation of the foundations and tools of DEI&B in the organization.
• The concept of leadership and leadership culture. Building a leadership ecosystem and culture within the organization, taking into account the leader’s experience and its impact on Human Capital.
• Cooperation between the Human Capital leader and company management. Co-creation and collaboration for the development and effectiveness of the organization, as well as for employee satisfaction, engagement, and well-being.