Name: Strategic Human Capital Management Training Course
Rating: 4.7 (1076 reviews)

Scheduled Dates

09 - 13 Nov 2026

London - UK

$7,950

12 - 16 Apr 2027

London - UK

$7,950

02 - 06 Aug 2027

London - UK

$7,950

08 - 12 Nov 2027

London - UK

$7,950

Why Choose this Training Course?

Strategic human capital management is the discipline of treating the workforce as a governed, measurable asset: forecasting the capability an organisation's strategy will require, quantifying the gap, governing how people are rewarded and developed, and measuring the return on that investment. It differs from human resource management, which administers the employment relationship rather than directing capability toward strategic objectives. Energy organisations no longer compete on assets alone. Reserves, plant and technology are increasingly matched across the sector, and the differentiator has become the capability, deployment and governance of the workforce that operates them. Yet in most organisations the people function still reports activity rather than value, and the board receives headcount rather than insight.

This Strategic Human Capital Management training course moves the conversation beyond operational human resources and into the territory the executive committee actually cares about: what capability the business will need, whether it can be supplied, what it will cost, what it will return, and how it will be overseen and disclosed. Delegates will build a strategic workforce plan, construct a human capital scorecard, and prepare the governance and reporting artefacts that boards, regulators, investors and in-country value auditors now expect.

This Strategic Human Capital Management training course will highlight:

Human capital as a measurable driver of enterprise value rather than a cost centre
Strategic workforce planning and capability forecasting under uncertain demand
Human capital governance, board oversight and disclosure obligations including ISO 30414
Human capital analytics, scorecards and return on investment measurement
Succession, knowledge transfer and the retention of critical technical capability
Nationalisation, localisation and in-country value obligations in the energy sector

What are the Goals?

At the end of this Strategic Human Capital Management training course, you will learn to:

Translate corporate strategy into a defensible workforce and capability plan
Forecast workforce demand and supply, and quantify the resulting capability gap
Design a competency framework that is auditable and anchored to real roles
Construct a human capital scorecard and calculate human capital return on investment
Apply governance and disclosure frameworks to workforce reporting
Build a business case for investment in talent, learning and reward
Design succession and knowledge transfer plans for critical technical roles
Lead human capital transformation and present the strategy to executive stakeholders

Who is this Training Course for?

This Strategic Human Capital Management training course is suitable for professionals responsible for the strategic direction, oversight or measurement of the workforce, and will greatly benefit:

Human Resources Directors, Vice Presidents and Heads of Human Capital
Strategic Workforce Planning and Organisational Development Managers
Human Capital and People Analytics Specialists
Talent Management, Succession and Learning and Development Leads
Nationalisation, Localisation and In-Country Value Managers
Line and Operations Directors accountable for workforce capability

How will this Training Course be Presented?

This Strategic Human Capital Management training course will utilise a variety of proven adult learning techniques to ensure maximum understanding, comprehension and retention of the information presented. Delivery combines expert-led instruction with applied modelling work, so that delegates leave with artefacts rather than notes.

The training course is structured around a running case that develops across the five days, supported by workshops in which delegates build a workforce demand and supply model, a human capital scorecard and a strategy roadmap for their own organisation. Group discussion, executive simulation exercises, sector case studies and individual action planning are used throughout.

Organisational Impact

Organizations that invest in this training course will benefit from:

Workforce plans that are aligned to strategy and defensible under executive challenge
Early identification of capability gaps, key person risk and attrition exposure
Human capital reporting that withstands board, investor and regulatory scrutiny
Improved return on investment from learning, reward and talent expenditure
Stronger nationalisation and in-country value performance against mandated targets
Protected institutional knowledge through structured succession and transfer planning

Personal Impact

Delegates attending this Strategic Human Capital Management training course will develop:

Credibility with the executive committee through quantified, evidence-based argument
Confidence in building and defending a workforce model and business case
Fluency in the governance and disclosure language boards now use
A practical toolkit of frameworks, metrics and templates for immediate application
A completed human capital strategy roadmap for your own organisation
Enhanced standing as a strategic partner rather than a service provider

Daily Agenda

Day 1: Human Capital as a Strategic Asset

The shift from human resource administration to human capital stewardship
Defining human capital: stocks, flows, capability and organisational knowledge
The human capital value chain and its link to enterprise value creation
Reading business strategy: translating corporate objectives into workforce implications
The resource-based view of the firm and sustainable competitive advantage through people
Human capital risk: concentration, key person dependency, capability gaps and attrition exposure
Positioning the human capital agenda with the board, the CEO and the CFO
Case study: mapping the human capital drivers of a national oil company's growth strategy

Day 2: Strategic Workforce Planning and Capability Forecasting

The strategic workforce planning cycle: demand, supply, gap and action
Workforce segmentation: identifying pivotal roles and critical capability clusters
Demand forecasting: scenario planning against production, project and portfolio assumptions
Supply forecasting: internal mobility, retirement profiles, attrition modelling and pipeline analysis
Building a capability and competency framework that is auditable and job-anchored
Buy, build, borrow and bot: sourcing decisions and the make-or-buy logic for capability
Workforce planning under energy transition and decarbonisation scenarios
Workshop: constructing a five-year workforce demand and supply model for a delegate organisation

Day 3: Human Capital Governance, Policy and Regulatory Assurance

Board oversight of human capital: the role of the remuneration and nomination committees
Human capital governance frameworks and the three lines model applied to the people function
Human capital disclosure and reporting: ISO 30414 and ESG frameworks
The social pillar of ESG: workforce metrics investors and lenders now expect
Policy architecture: designing policies that are enforceable, defensible and consistently applied
Nationalisation and localisation mandates: Emiratisation, Saudisation, in-country value and local content obligations
Ethics, whistleblowing, grievance and conduct: governance of the employment relationship
Case study: preparing a human capital report for board and investor scrutiny

Day 4: Human Capital Analytics, Measurement and Return on Investment

From HR reporting to human capital analytics: descriptive, diagnostic, predictive and prescriptive
Designing a human capital scorecard aligned to strategic objectives
Core metrics: human capital return on investment, revenue per employee, cost of vacancy and quality of hire
Measuring engagement, productivity and discretionary effort without proxy error
Building the business case: cost-benefit analysis for talent, learning and reward investment
Data quality, ethics, privacy and the responsible use of workforce data and artificial intelligence
Communicating analytics to a non-specialist executive audience
Workshop: building a human capital dashboard and defending it to a simulated executive committee

Day 5: Talent Architecture, Succession and Leading Human Capital Change

Integrated talent architecture: attraction, development, deployment, reward and retention as one system
Total reward strategy and its behavioural consequences
Succession management and leadership pipelines for critical and technical roles
Knowledge transfer, mentoring and mitigating the loss of tacit technical expertise
Employee value proposition in competitive and constrained labour markets
Leading human capital transformation: change models, stakeholder mapping and resistance management
Building the operating model of a strategic human capital function
Action planning: each delegate produces a human capital strategy roadmap for their organisation

Certificate

Upon successful completion of this training course, delegates will be awarded an official PetroKnowledge Certificate of Completion, signed by the course facilitator. The certificate confirms successful participation and records the total learning hours completed.
Continuing Professional Education credits (CPE): In accordance with the standards of the National Registry of CPE Sponsors, one CPE credit is granted per 50 minutes of attendance.

Accreditation

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Would an alternative date be more suitable?

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Related Categories

HR Management Management, Strategy & Leadership

Strategic Human Capital Management

Aligning Workforce Strategy, Governance and Analytics with Business Performance