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Course Details

Overview

The “Human Resources Management and the HR Business Partner Role” course is an advanced strategic training program designed to enable human resources professionals to move from a traditional administrative role to a strategic partner role, known as the HR Business Partner (HRBP), contributing directly to the achievement of organizational objectives.

In light of the economic and technological transformations taking place in the Kingdom of Saudi Arabia and in alignment with Vision 2030, it has become essential for Human Resources Management to evolve from being viewed as a cost center into an active partner in formulating and implementing strategies, improving talent performance, and leading cultural change.

The course guides participants from the fundamental concepts of Human Resources Management, including recruitment, selection, compensation, training, and employee relations, toward the advanced HR Business Partner model based on Dave Ulrich’s model. The course focuses on the four key roles: Strategic Partner, Administrative Expert, Employee Champion, and Change Agent.

It also covers business analysis skills, business acumen, the use of HR Analytics in decision-making, and building influential partnerships with senior management and executive leaders.

The program is designed to be 70% practical, through real case studies from Saudi companies, simulations of HRBP meetings with departments, business needs analysis, and the design of strategic HR interventions.

Objectives

Program Objectives

By the end of this course, participants will be able to:

Understand the evolution of the HR role from administrative to strategic
Review the history of Human Resources Management: from Personnel Management to Human Resource Management, then to Human Capital Management, and finally to the Strategic HR Business Partner role. This includes models such as Dave Ulrich’s Four Roles Model, the Shared Services Model, and Centers of Excellence (COEs).
Apply the HR Business Partner (HRBP) model within organizations
Identify the responsibilities and competencies required for an HR Business Partner, including business acumen, data analysis, internal consulting, change management, and influencing without authority. The course also covers HRBP types such as general, specialized, regional, and global HRBPs, as well as how to build partnerships with other departments such as finance, marketing, and operations.
Use HR Analytics to support strategic decision-making
Identify key HR performance indicators such as turnover rate, time to hire, cost per hire, productivity per employee, and absenteeism rate. Participants will learn how to analyze data to diagnose problems, such as why turnover is increasing in a specific department, forecast future needs through workforce planning, and link HR data to business outcomes such as revenue and profitability.
Lead strategic talent management processes
Identify critical roles, develop succession planning for leadership positions, design retention programs for high-performing and high-potential employees (HiPos), and align the talent strategy with the overall business strategy.
Design and implement performance management strategies that drive results
Move from traditional annual performance appraisal to continuous feedback, define SMART objectives using OKRs and KPIs, build a culture of accountability, and link performance management to rewards, promotions, and professional development.
Apply change management methodologies in HR initiatives
Lead cultural change by influencing values and behaviors, manage resistance to change when implementing new policies or systems, and use models such as Kotter’s Change Model or ADKAR to lead change within HR.

Target Audience

HR Directors and HR Managers.
Current and potential HR Business Partners.
HR specialists in recruitment, compensation, training, and employee relations who aspire to move into an HR Business Partner role.
Managers from other departments such as finance, operations, and marketing who collaborate with HR.
Entrepreneurs and owners of small and medium-sized enterprises.
Consultants in human resources management and organizational transformation.
Graduates of business administration, human resources, and industrial psychology.

Competencies

Core Competencies

Conducting a Business Needs Assessment for a specific department.

Using interviews with department managers and data analysis, including performance indicators, productivity, and turnover rate, participants will identify performance gaps and present an HR intervention plan, such as training recommendations, structural changes, and incentive improvements.

Building an HR Analytics Dashboard.

Using Excel or Power BI, participants will create a dashboard that displays voluntary turnover rate, time to hire, cost per hire, productivity per employee, and absenteeism rate, with filtering options by department, location, and time period.

Designing a Succession Plan for a department manager position.

Participants will identify the competencies required for the position, assess internal candidates according to readiness levels, such as ready now, ready within one year, or needs more than two years, and build a development plan for each candidate, including training courses, job rotation, and mentoring.

Drafting an Advisory Memo for senior management.

Participants will analyze a problem, such as a high turnover rate in the sales department, supported by data, and present three actionable recommendations, such as improving incentives, redesigning the career path, and enhancing the work environment.

Developing OKRs (Objectives and Key Results) for the Human Resources Department.

Participants will formulate three departmental objectives, each with three measurable key results. Examples include improving recruitment quality by increasing the retention rate of new employees after six months from 70% to 85%, and reducing time to hire from 45 days to 30 days.

Applying the ADKAR Model to assess employees’ readiness for the implementation of a new performance management system.

Participants will prepare a short survey to measure Awareness, Desire, Knowledge, Ability, and Reinforcement based on the ADKAR model. They will analyze the results, identify change readiness gaps, and propose appropriate interventions.

Learning Journey

Program Outline

Day One: The Evolution of Human Resources Management and the HR Business Partner (HRBP) Model

History and Evolution of Human Resources Management

Phase One: Personnel Management (Before 1980): The focus was on administrative tasks such as attendance, payroll, contracts, and leave management. The role was mainly administrative and non-strategic. Phase Two: Human Resource Management (1980–2000): HR functions expanded to include recruitment, training, performance appraisal, and employee relations. This phase marked the beginning of recognizing the importance of human resources. Phase Three: Human Capital Management (2000–2015): The focus shifted toward measuring the return on investment (ROI) of HR activities and developing talent. Phase Four: Strategic HR Business Partner (2015–Present): Human Resources became integrated into the formulation and implementation of organizational strategy, using data analytics and leading change. Examples from the Saudi market include how HR departments in companies such as Aramco, STC, and SABIC have evolved into business partners.

Dave Ulrich’s Four Roles Model for Human Resources

Role 1: Strategic Partner: Translating business strategy into HR priorities, and designing the organizational structure, culture, and competencies that support the strategy. Role 2: Administrative Expert: Managing operations efficiently, including payroll, recruitment, and compliance, while using technology to automate HR processes through HRIS systems. Role 3: Employee Champion: Listening to employee needs, improving the employee experience, and enhancing engagement and satisfaction. Role 4: Change Agent: Leading change initiatives and building the organization’s ability to adapt. Practical Application: How can an HRBP balance these four roles effectively?

The Shared Services Model and Centers of Excellence (COEs)

Shared Services Center (SSC): Centralizing administrative operations such as payroll, leave management, and general inquiries to achieve cost efficiency and standardize service delivery. An example is the Shared Services Center within the Ministry of Human Resources and Social Development. Centers of Excellence (COEs): Specialized teams in areas such as recruitment, training, compensation, and HR analytics that provide expert consultation to HR Business Partners. Modern HR Structure Model: HRBP as the Business Partner, SSC as the Shared Services function, and COE as the Center of Excellence.

Practical Workshop: Designing an HRBP Structure for a Medium-Sized Organization

Required Practical Activity – Small Working Groups: Assume a medium-sized organization with 500 employees in the manufacturing sector. Design an HR organizational structure showing the number of HRBPs working with different departments, the size of the Shared Services team responsible for payroll, leave management, and recruitment, and the Centers of Excellence responsible for training, compensation, and analytics. Define the responsibilities of each role. Present the structure to the group and discuss its advantages and challenges.

HRBP Competencies: What Makes an HR Business Partner Successful?

Core Competencies According to SHRM and CIPD Models: Business Acumen: Understanding the business model, financial data, and strategic challenges. Data Literacy and Evidence-Based Practice: The ability to collect, analyze, and interpret HR data. Internal Consultation: Diagnostic skills, relationship-building, and influence. Change Management. Communication and Influence. Leadership and Navigation within the Organization. Ethical Practice. Relationship Management. These competencies can be developed through training, job rotation, and mentoring.

Day Two: Business Acumen and Business Analysis for Human Resources

Understanding the Business Model and Financial Data

Components of the Business Model: Value proposition, target segments, revenue streams, cost structure, and key resources. Basic Financial Statements: Income Statement: Revenues, cost of goods sold, expenses including employee costs, and net income. Balance Sheet: Assets, liabilities, and equity. Cash Flow Statement. How do HR decisions affect financial statements? For example, salary increases affect operating expenses, while improving employee retention reduces recruitment costs.

Aligning the Human Resources Strategy with the Business Strategy

Steps for Alignment: Understand the company’s strategy, such as growth, differentiation, or cost reduction. Identify the required organizational capabilities, such as innovation, speed, and quality. Identify the required human competencies. Design HR initiatives, including recruitment, training, and compensation, to support these competencies. Example: If the company’s strategy is innovation leadership, HR should focus on attracting creative talent, designing a work environment that encourages creativity, and rewarding new ideas. Case Study: How HR at SABIC supported the global growth strategy through the development of local and global leaders.

Practical Workshop: Analyzing the Impact of HR Decisions on Financial Performance Indicators

Required Practical Activity – Small Working Groups: Assume a hypothetical company with annual revenues of SAR 100 million, profits of SAR 10 million, 500 employees, an average salary of SAR 120,000 per year, and an employee replacement cost of SAR 50,000. Calculate: a. Total payroll cost. b. Payroll cost as a percentage of revenue. If the turnover rate increases from 10% to 20%, what is the additional replacement cost? If the turnover rate is reduced to 5%, how much cost will be saved? Estimate the impact of reducing absenteeism by 1% on productivity. Present an analysis to senior management linking improved HR practices to profitability.

HR Analytics: From Data to Insights

Types of Analytics: Descriptive Analytics: What happened? For example, the overall turnover rate. Diagnostic Analytics: Why did it happen? For example, analyzing turnover causes by department and manager. Predictive Analytics: What is likely to happen? For example, predicting employees who are most likely to leave. Prescriptive Analytics: How can we make the desired outcome happen? For example, recommending customized interventions. Examples of HR Analytics Applications in the Saudi Market: Analyzing the causes of high turnover in a telecommunications company and predicting training needs in a government entity. HR Analytics Tools: Excel, including pivot tables and charts, Power BI, Tableau, SPSS, and R.

Building an HR Analytics Dashboard: Practical Application

Required Practical Activity – Using Excel or Power BI: Use a sample dataset of 500 employees with columns such as department, hiring date, salary, performance rating, and reason for leaving, if applicable. Create a dashboard that includes: a. Employee headcount card. b. Voluntary turnover rate. c. Average time to hire in days. d. Employee distribution by department using a pie chart. e. Monthly turnover trend using a line chart. f. Analysis of reasons for leaving using a bar chart. Add slicers to filter by department and period. Share the dashboard and interpret the insights, such as: the sales department has the highest turnover rate, and the main reason is weak incentives.

Day Three: Strategic Talent Management and Performance Management

Strategic Talent Management

Steps: Identify the critical roles that have a significant impact on achieving strategic objectives. Assess current talent using the 9-Box Grid, based on performance and potential. Identify gaps, such as skill gaps or workforce shortages. Develop a plan to close the gaps through external recruitment, internal development, or contracting. Conduct succession planning for leadership positions. Tools for assessing potential include assessment centers, competency-based interviews, psychometric tests, and 360-degree feedback reports. Talent planning should also be linked to the company’s budget.

Practical Workshop: Applying the 9-Box Grid to a Group of Employees

Required Practical Activity – Small Working Groups: Use data for 12 employees, including current performance level: low, medium, or high, and future potential: low, medium, or high. Place each employee in the appropriate box within the 9-Box Grid. For each box, define the suitable development strategy: a. High performance and high potential (HiPo): accelerated development. b. High performance and medium potential: retention and gradual development. c. Medium performance and high potential (rising star): training and mentoring. d. Low performance and low potential: performance improvement plan or termination. Present a development plan for each category.

Strategic Performance Management

Moving from Annual Appraisal to Continuous Feedback: Limitations of annual appraisal, such as bias, focus on the past, and lack of frequency. Modern alternatives, such as weekly check-ins, light 360-degree feedback, and project-based evaluation. Goal Setting: OKRs (Objectives and Key Results) versus KPIs (Key Performance Indicators). OKRs include ambitious objectives and measurable key results. Example: Objective: Improve customer satisfaction. Key results: Increase Net Promoter Score (NPS) from 30 to 50. Reduce complaint response time from 24 hours to 8 hours. KPIs are continuous operational performance measures, such as attendance rate and productivity.

Designing an Incentive Plan Linked to Performance

Types of Incentives: Annual bonuses linked to the achievement of company and individual goals. Sales commissions. Profit sharing. Stock options for senior management. Instant rewards, such as gift cards and recognition awards. How to Design a Fair and Effective Incentive Plan: Define specific and measurable performance criteria. Determine the relative weight of each criterion. Define the reward schedule as a percentage of base salary. Ensure transparency and predictability. Incentives should also be linked to talent retention through long-term incentive plans for critical talent.

Case Study: Implementing OKRs in a Saudi Technology Company

Case Study: Analyze the experience of a Saudi IT startup that implemented OKRs at the company, department, and individual levels. Results: Improved focus, increased transparency, and enhanced collaboration between departments. Challenges: Difficulty in formulating OKRs at the beginning and the need for continuous training. Lessons Learned: Start with a pilot team, review OKRs quarterly, and link them to rewards.

Day Four: Change Management and Human Resources Culture

The Role of the HRBP in Leading Change

Why Do Change Initiatives Fail? Many change initiatives fail due to several key reasons, including: Employee resistance. Poor communication. Lack of senior management support. Skills gaps. Kotter’s Eight-Step Change Model: Create a sense of urgency. Build a strong guiding coalition. Develop a vision and strategy. Communicate the vision. Empower employees. Generate short-term wins. Consolidate gains and drive further improvements. Anchor the change in the organizational culture. The HRBP can apply this model in HR initiatives such as implementing a new HR system or changing the performance culture.

The ADKAR Model for Individual Change Management

ADKAR Model: ADKAR stands for: Awareness: Awareness of the need for change. Desire: Desire to participate in and support the change. Knowledge: Knowledge of how to change. Ability: Ability to apply the new skills and behaviors. Reinforcement: Reinforcement to sustain the change. Change Readiness Assessment Tool: A survey can be used to measure employees’ level in each ADKAR element. Application: Before implementing a new performance management system, measure awareness and desire, then design interventions to improve readiness, such as workshops, communication campaigns, and role-model examples.

Practical Workshop: Applying ADKAR to a Payroll System Change Scenario

Scenario: A company plans to replace its manual payroll system with an integrated electronic HRIS system. Prepare a short ADKAR survey consisting of five questions. Identify the expected gaps, such as high awareness but low desire due to fear of change. Propose interventions: a. Awareness: Conduct introductory meetings. b. Desire: Involve employees in testing the system. c. Knowledge: Provide hands-on training. d. Ability: Offer technical support after implementation. e. Reinforcement: Reward early system adoption. Write a one-page change plan.

Building a Positive and Attractive Organizational Culture

Organizational Culture: Organizational culture refers to shared values, beliefs, and behaviors. Competing Values Framework: Clan Culture: Collaboration and participation. Adhocracy Culture: Innovation and risk-taking. Market Culture: Competition and achievement. Hierarchy Culture: Stability and control. The HRBP can diagnose the current and desired culture through surveys, interviews, and observation. Culture Change Strategies: Changing incentive systems. Leaders acting as role models. Redesigning workspaces. Sharing success stories. Hiring individuals who fit the desired culture.

Employee Experience (EX): From Recruitment to Exit

Employee Journey Stages: Attraction. Recruitment. Onboarding. Development. Performance evaluation and rewards. Offboarding. Critical Touchpoints – Moments that Matter: The first day, the first project, promotion, the birth of a child, and difficult situations. How Can the HRBP Improve Employee Experience? Designing a supportive onboarding process. Providing continuous feedback. Offering work flexibility. Providing recognition and appreciation. Offering mental health programs. Measuring Employee Experience: Employee experience can be measured through eNPS surveys, employee satisfaction surveys, and focus groups.

Day Five: Internal Consulting, Influence, and Comprehensive Applications

Internal Consulting: A Problem-Solving Model

Stages of Internal Consulting: Entry and Contracting: Agreeing with the executive manager on the scope and objectives. Diagnosis: Collecting data through interviews, surveys, and data analysis. Feedback: Presenting the findings to the internal client. Intervention Planning: Designing solutions such as training, structural changes, or policy changes. Implementation: Supporting the application of the agreed solutions. Evaluation: Measuring the impact. Internal Consulting Skills: Active listening. Asking powerful questions. Data analysis. Building consensus. Managing expectations.

Influencing Without Authority

How Can an HRBP Influence Executives Without Direct Authority? Influence Strategies: Building trust and credibility through expertise and reliability. Understanding others’ motivations and what matters to them. Presenting data-supported arguments using financial language and HR metrics. Linking initiatives to their personal and departmental objectives. Building alliances by identifying other influencers. Providing alternative recommendations and allowing choice among several options. Using inquiry rather than instruction. Common Mistakes to Avoid: Not listening, offering solutions before understanding the problem, and ignoring the organizational culture.

Practical Workshop: Simulating an HRBP Meeting with a Sales Manager

Scenario: The Sales Manager complains about declining sales team performance and asks the HRBP to urgently hire five new sales representatives. How should the HRBP respond using the internal consulting model? Steps: One participant plays the role of the HRBP, and another plays the role of the Sales Manager. Listen and understand the problem from the manager’s perspective. Ask diagnostic questions, such as: a. Which performance indicators have declined? b. Have there been any changes in the market? c. Is the issue related to skills, incentives, or the work environment? d. Do you have data on individual performance? Propose a diagnostic plan, including interviews with the sales team, performance data analysis, and a review of the training process. Return with recommendations. Hiring may not be the best solution; redesigning incentives or providing targeted training may be more effective. Reach an agreement on the next steps.

Comprehensive Case Study: Transforming the Human Resources Function in a Saudi Telecommunications Company

Comprehensive Case Study: Analyze the HR transformation journey from a traditional HR department to a business partner model in a telecommunications company such as Zain, STC, or Mobily. Key Changes: Restructuring by establishing HRBPs, Shared Services, and Centers of Excellence. Implementing an integrated HRIS system. Launching a leadership development program for young talent. Improving the employee experience through surveys and flexible work arrangements. Building a high-performance culture through OKRs and continuous feedback. Results: Increased employee satisfaction, reduced turnover rate, and improved productivity. Lessons Learned: The importance of leadership, patience, and continuous communication.

Final Assessment and Review of the Seventh Course

Final Assessment and Course Review: Short objective questions covering HRBP concepts, HR Analytics, talent planning, and change management. The session also includes a review of the key learning points from the five training days.

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Overview

It also covers business analysis skills, business acumen, the use of HR Analytics in decision-making, and building influential partnerships with senior management and executive leaders.

Program Objectives

By the end of this course, participants will be able to:

Understand the evolution of the HR role from administrative to strategic
Review the history of Human Resources Management: from Personnel Management to Human Resource Management, then to Human Capital Management, and finally to the Strategic HR Business Partner role. This includes models such as Dave Ulrich’s Four Roles Model, the Shared Services Model, and Centers of Excellence (COEs).
Apply the HR Business Partner (HRBP) model within organizations
Identify the responsibilities and competencies required for an HR Business Partner, including business acumen, data analysis, internal consulting, change management, and influencing without authority. The course also covers HRBP types such as general, specialized, regional, and global HRBPs, as well as how to build partnerships with other departments such as finance, marketing, and operations.
Use HR Analytics to support strategic decision-making
Identify key HR performance indicators such as turnover rate, time to hire, cost per hire, productivity per employee, and absenteeism rate. Participants will learn how to analyze data to diagnose problems, such as why turnover is increasing in a specific department, forecast future needs through workforce planning, and link HR data to business outcomes such as revenue and profitability.
Lead strategic talent management processes
Identify critical roles, develop succession planning for leadership positions, design retention programs for high-performing and high-potential employees (HiPos), and align the talent strategy with the overall business strategy.
Design and implement performance management strategies that drive results
Move from traditional annual performance appraisal to continuous feedback, define SMART objectives using OKRs and KPIs, build a culture of accountability, and link performance management to rewards, promotions, and professional development.
Apply change management methodologies in HR initiatives
Lead cultural change by influencing values and behaviors, manage resistance to change when implementing new policies or systems, and use models such as Kotter’s Change Model or ADKAR to lead change within HR.

Target Audience

HR Directors and HR Managers.
Current and potential HR Business Partners.
HR specialists in recruitment, compensation, training, and employee relations who aspire to move into an HR Business Partner role.
Managers from other departments such as finance, operations, and marketing who collaborate with HR.
Entrepreneurs and owners of small and medium-sized enterprises.
Consultants in human resources management and organizational transformation.
Graduates of business administration, human resources, and industrial psychology.

Core Competencies

Conducting a Business Needs Assessment for a specific department.

Building an HR Analytics Dashboard.

Designing a Succession Plan for a department manager position.

Drafting an Advisory Memo for senior management.

Developing OKRs (Objectives and Key Results) for the Human Resources Department.

Applying the ADKAR Model to assess employees’ readiness for the implementation of a new performance management system.

Program Outline

Day One: The Evolution of Human Resources Management and the HR Business Partner (HRBP) Model

History and Evolution of Human Resources Management

Dave Ulrich’s Four Roles Model for Human Resources

The Shared Services Model and Centers of Excellence (COEs)

Practical Workshop: Designing an HRBP Structure for a Medium-Sized Organization

HRBP Competencies: What Makes an HR Business Partner Successful?

Day Two: Business Acumen and Business Analysis for Human Resources

Understanding the Business Model and Financial Data

Aligning the Human Resources Strategy with the Business Strategy

Practical Workshop: Analyzing the Impact of HR Decisions on Financial Performance Indicators

HR Analytics: From Data to Insights

Building an HR Analytics Dashboard: Practical Application

Day Three: Strategic Talent Management and Performance Management

Strategic Talent Management

Practical Workshop: Applying the 9-Box Grid to a Group of Employees

Strategic Performance Management

Designing an Incentive Plan Linked to Performance

Case Study: Implementing OKRs in a Saudi Technology Company

Day Four: Change Management and Human Resources Culture

The Role of the HRBP in Leading Change

The ADKAR Model for Individual Change Management

Practical Workshop: Applying ADKAR to a Payroll System Change Scenario

Building a Positive and Attractive Organizational Culture

Employee Experience (EX): From Recruitment to Exit

Day Five: Internal Consulting, Influence, and Comprehensive Applications

Internal Consulting: A Problem-Solving Model

Influencing Without Authority

Practical Workshop: Simulating an HRBP Meeting with a Sales Manager

Comprehensive Case Study: Transforming the Human Resources Function in a Saudi Telecommunications Company

Final Assessment and Review of the Seventh Course

Human Resources Management and the HR Business Partner Role

Request Schedule & Quotation

Overview

Program Objectives

Target Audience

Core Competencies

Conducting a Business Needs Assessment for a specific department.

Building an HR Analytics Dashboard.

Designing a Succession Plan for a department manager position.

Drafting an Advisory Memo for senior management.

Developing OKRs (Objectives and Key Results) for the Human Resources Department.

Applying the ADKAR Model to assess employees’ readiness for the implementation of a new performance management system.

Program Outline

Day One: The Evolution of Human Resources Management and the HR Business Partner (HRBP) Model

Day Two: Business Acumen and Business Analysis for Human Resources

Day Three: Strategic Talent Management and Performance Management

Day Four: Change Management and Human Resources Culture

Day Five: Internal Consulting, Influence, and Comprehensive Applications

More courses open for booking

Explore Our Monthly Training Schedules

Human Resources Management and the HR Business Partner Role

Request Schedule & Quotation

Overview

Program Objectives

Target Audience

Core Competencies

Conducting a Business Needs Assessment for a specific department.

Building an HR Analytics Dashboard.

Designing a Succession Plan for a department manager position.

Drafting an Advisory Memo for senior management.

Developing OKRs (Objectives and Key Results) for the Human Resources Department.

Applying the ADKAR Model to assess employees’ readiness for the implementation of a new performance management system.

Program Outline

Day One: The Evolution of Human Resources Management and the HR Business Partner (HRBP) Model

Day Two: Business Acumen and Business Analysis for Human Resources

Day Three: Strategic Talent Management and Performance Management

Day Four: Change Management and Human Resources Culture

Day Five: Internal Consulting, Influence, and Comprehensive Applications

More courses open for booking

Explore Our Monthly Training Schedules