Program facts
- Study fee
- Free
- subjects
- 5
- lessons
- 20
- Estimated time
- 14 hours
- Access period
- 60 days
- Study language
- Arabic and English
About the program
How can an organisation make sound people decisions instead of accumulating separate hiring, appraisal and reward procedures? This diploma starts with the employee lifecycle and organisational needs, then connects workforce planning with role definition, recruitment and selection. It moves through performance and learning, reward and engagement, employee voice, and finally people data and responsible decision-making. The curriculum does not assume the employment law, benefits, holidays or regulations of any one country. When a legal requirement matters, it teaches the management principle and directs the learner to the applicable local rules. Personality tests or weak selection practices are not presented as scientific facts; the emphasis is on job-relevant criteria, evidence quality, fairness, privacy and bias control. The depth is foundational and integrated: learners should understand how HR practices connect and apply core tools to clear scenarios, not gain a professional licence or mastery of a particular HR information system.
Practical relevance
Cases include growth in service demand, a hard-to-fill role, inconsistent performance ratings, a capability gap, or survey results that do not by themselves explain causation. You learn to identify the evidence needed, separate assumptions from facts, choose a proportionate action and recognise what requires local or legal verification.
Why this program
An individual HR process can look reasonable while the overall system fails: workforce needs may not translate into role criteria, selection evidence may not connect to performance, or learning activity may not address a capability gap. This program builds those links and provides a common language for decision-making rather than treating each practice as an isolated checklist.
Career relevance
The program is relevant to early-career HR staff, managers and supervisors who make people decisions, and professionals seeking a structured understanding of people practices. It develops transferable concepts and tools across sectors but does not promise employment, promotion, pay, legal eligibility or external professional recognition.
What you will learn
- Explain the purpose of HRM, its relationship to organisational goals and the employee lifecycle, and how responsibility is shared between HR and managers.
- Analyse a simple workforce need and connect demand for people and skills with roles and capability requirements.
- Design a basic recruitment, selection and onboarding flow that uses clear job-relevant criteria and limits bias and unreliable practices.
- Set performance expectations and goals and choose suitable feedback and review approaches while considering fairness and evidence quality.
- Diagnose a capability gap, select an appropriate learning intervention and define a practical way to follow transfer and impact.
- Explain total reward and pay structures as management concepts and balance attraction, retention, performance and fairness without assuming a specific national system.
- Analyse signals of employee engagement and voice and choose a management response that accounts for different causes and contexts.
- Select suitable HR metrics and interpret simple people data while distinguishing description, correlation, causation and data-quality limits.
- Apply fairness, privacy, non-discrimination and transparency principles to HR decisions, consulting local law where legal requirements matter.
- Integrate workforce planning, recruitment, performance, learning, reward, engagement and data into a coherent recommendation for a fictional organisational case.
Learning outcomes (10)
- Explain the purpose of HRM, its relationship to organisational goals and the employee lifecycle, and how responsibility is shared between HR and managers.
- Analyse a simple workforce need and connect demand for people and skills with roles and capability requirements.
- Design a basic recruitment, selection and onboarding flow that uses clear job-relevant criteria and limits bias and unreliable practices.
- Set performance expectations and goals and choose suitable feedback and review approaches while considering fairness and evidence quality.
- Diagnose a capability gap, select an appropriate learning intervention and define a practical way to follow transfer and impact.
- Explain total reward and pay structures as management concepts and balance attraction, retention, performance and fairness without assuming a specific national system.
- Analyse signals of employee engagement and voice and choose a management response that accounts for different causes and contexts.
- Select suitable HR metrics and interpret simple people data while distinguishing description, correlation, causation and data-quality limits.
- Apply fairness, privacy, non-discrimination and transparency principles to HR decisions, consulting local law where legal requirements matter.
- Integrate workforce planning, recruitment, performance, learning, reward, engagement and data into a coherent recommendation for a fictional organisational case.
Who it is for
- Learners and professionals seeking a structured foundation in Human Resource Management.
- Early-career HR coordinators, line managers and supervisors who participate in people decisions.
- People seeking applicable knowledge without requiring advanced prior experience.
Prerequisites
- No advanced HR experience is required.
- Basic comfort with workplace scenarios, comparing alternatives and simple percentages is helpful when interpreting people metrics.
What it does not offer
- Not a substitute for studying employment law in a specific jurisdiction; legal issues are treated as general principles with local verification where required.
- Does not award a professional licence, CIPD/SHRM accreditation, automatic eligibility for an external credential, HRIS mastery or professional psychometric-testing competence.
Curriculum
- Subject 1 Open for free
HRM Foundations and Workforce Planning
Build an integrated view of HRM, then connect organisational goals with workforce planning, role definition and capability requirements. Conclude with evidence-based practice, ethics and local-law boundaries.
- Subject 2
Recruitment, Selection and Onboarding
Follow the hiring journey from defining the need and attracting candidates through selection and onboarding, with emphasis on job-relevant evidence, fairness, bias and privacy.
- Subject 3
Performance, Learning and Development
Connect performance expectations with feedback and reviews, then diagnose capability gaps, choose learning interventions and follow transfer into work.
- Subject 4
Reward, Engagement and Employee Voice
Explain total reward and pay structures as management concepts, then connect them with engagement, motivation, employee voice and responses to feedback without assuming a local benefits system.
- Subject 5
People Data, Analytics and Responsible HR Decisions
Start with metrics and data quality, distinguish description, correlation and causation, cover human-capital reporting, privacy, bias and automation, and integrate the decisions in one case.
Subjects unlock in sequence as you progress.
Strengths
- Connects practices across the employee lifecycle rather than presenting isolated procedure lists.
- Treats selection, performance and analytics as evidence-based decisions with explicit limits.
- Separates general management principles from local legal requirements and addresses fairness, bias and privacy where they matter.
- Separates learning checks from credential assessments and plans enough inventory for at least two complete forms per subject.
Evidence basis
The design draws on professional and official sources including CIPD, ISO, the International Labour Organization and SHRM. Public pages are used only within the recorded access scope; an ISO overview is not treated as full-standard access, and citation does not imply endorsement.
Reference organizations
- CIPD
- International Organization for Standardization (ISO)
- International Labour Organization (ILO)
- Society for Human Resource Management (SHRM)
Frameworks used
- CIPD Profession Map — core knowledge — Public page accessed 2026-09-22
- SHRM Body of Applied Skills and Knowledge (BASK) — Public overview; updated 2021 per page
Methodology
Authoring starts with a connected outcome and curriculum map. Each lesson teaches a concept before application and uses worked examples and exercises with guided answers. Learning checks are separated from credential banks. Each language is read independently, then meaning, numbers and conditions are compared, and page promises are reconciled with actual content at set closure.
How the route works
Short Diplomas are relatively comprehensive learning pathways that cover a major subject through five connected learning subjects and structured assessments, with a diploma transcript available with the credential.
Self-paced sequential study. Content unlocks progressively and each subject combines reading, examples, exercises, knowledge checks, and assessment.
- Build integrated knowledge in a major subject.
- Study through five clear, connected learning subjects.
- Complete a defined assessment for each subject.
- Receive a diploma transcript showing subjects and results when the credential is issued.
Assessment
Each Short Diploma contains five subjects, each with an approved assessment. A sixth final exam is not required when the five assessments adequately cover the learning outcomes.
Assessment attempts: 2 per assessment, 7 days apart
The pass mark is announced before the program is published.
Certificate
Successful completion makes the learner eligible for the Short Diploma certificate and Diploma Transcript under the credential policy.
Every certificate has a public verification code. Verify a certificate
Disclaimer: Training completion, not a university degree or professional licence.
Program questions
Do I need previous HR experience?
No advanced experience is required. The program starts with foundations and gradually asks you to apply them to clear workplace cases.
Does the program teach employment law?
It does not teach one country’s employment law. It explains general principles such as fairness, non-discrimination and privacy, while actual legal duties must be checked against applicable local rules.
Does it teach personality testing for hiring?
No personality instrument is presented as an automatically reliable solution. The program emphasises job-relevant criteria, interpretable selection evidence, and the risks of bias and weak methods.
Will I learn payroll and benefits in detail?
You learn total reward, pay structures, fairness and basic design trade-offs. Taxes, statutory benefits and legal pay requirements vary by jurisdiction and are not assumed here.
Do I need analytics software?
No. Core examples use simple calculations and explanatory tables. The goal is to choose useful measures and interpret evidence and limits, not master a specific analytics tool.
Is this suitable for non-HR managers?
Yes when they need a structured understanding of recruitment, performance, learning and engagement while working with HR and respecting role boundaries.
Does this award CIPD or SHRM accreditation?
No. Those organisations are used as professional references within the inspected scope; this does not imply accreditation, partnership or external certification eligibility.
Are the case data real organisational data?
No. Cases and figures are fictional learning data and are not presented as market statistics or universal benchmarks.