Formation à la gestion stratégique des RH et à l'analyse des effectifs à Dubaï

Présentation du programme

Strategic human resource management is the discipline of deciding which capabilities an organisation needs, how many people it needs, where and when, and then running recruitment, development, reward and performance systems so that those decisions actually happen. In many ministries, agencies and companies the HR function still spends most of its time on transactions. This programme helps HR leaders shift that balance towards planning, evidence and partnership with senior management.

The UAE is an instructive setting for this work. Federal Decree-Law No. 33 of 2021 on the regulation of employment relationships reshaped private sector employment, and Federal Decree-Law No. 9 of 2024 amended it again, changing labour dispute procedures and raising fines for core breaches to between AED 100,000 and AED 1,000,000, including for fictitious Emiratisation. At the same time, the Ministry of Human Resources and Emiratisation (MOHRE) requires companies with 50 or more employees to raise the share of UAE nationals in skilled roles by 2% a year, split into two half-year targets.

In the federal government, the Federal Authority for Government Human Resources (FAHR) runs the Bayanati HR management information system. By mid-2024 it had processed about 8.28 million self-service HR transactions since its 2013 launch, with 49 federal ministries and entities using it and 18 more linked to it. Dubai Government entities operate under their own HR law, Law No. (8) of 2018, which links promotion to performance and asks each entity to design its structure and manpower budget around its mandate.

Internationally, the reference points have also moved. ISO 30414, the standard on human capital reporting, was reissued in August 2025 with a baseline of 14 required metrics and auditable requirements. The OECD Recommendation on Public Service Leadership and Capability sets 14 principles, including evidence-based workforce planning and merit-based recruitment, and World Bank-financed civil service projects increasingly build integrated HRMIS and competency frameworks.

Across five days, participants translate strategy into a workforce plan, a set of HR metrics, a budget and an implementation roadmap. The emphasis is on HR analytics and workforce planning, so teams leave with tools they can apply to their own data.

Le programme renforce les capacités institutionnelles en matière de

• Translating organisational strategy, vision and mission into HR priorities
• Strategic workforce planning and scenario analysis
• Nationalisation and localisation planning, including Emiratisation compliance
• Competency frameworks and job architecture
• Merit-based recruitment and selection design
• Performance management linked to organisational goals
• Learning and development planning based on capability gaps
• Reward strategy and HR cost management
• HR budgeting and manpower budget preparation
• HR metrics, scorecards and dashboards
• Human capital reporting aligned with ISO 30414:2025
• Turnover, retention and attrition analysis
• HRMIS data quality, self-service and digital HR
• Labour law compliance and employee relations risk

The result is an HR function that can explain, in numbers and in plain language, how its people decisions support the organisation’s results.

The Growing Importance of Strategic HR Management

Three pressures make strategic HR a management priority rather than a support topic. First, regulation: nationalisation targets, revised labour laws and stronger penalties mean HR decisions carry legal and financial risk. In the UAE, companies that miss their Emiratisation targets face a monthly contribution of AED 10,000 for each unfilled position.

Second, data: HRMIS platforms such as Bayanati, and the integrated HRMIS and payroll system being built under the World Bank’s Philippines Civil Service Modernization Project (P180649, US$67.34 million), give organisations far more workforce data than before. The question is whether HR teams can turn that data into decisions. Third, disclosure: investors, boards and oversight bodies now expect consistent human capital reporting, which ISO 30414:2025 now treats as auditable.

Les organisations ont de plus en plus besoin de professionnels capables de :

• Building a multi-year HR strategy linked to the corporate or sector plan
• Forecasting workforce demand and supply under several scenarios
• Designing nationalisation plans that combine hiring, training and retention
• Writing competency frameworks that recruitment and appraisal actually use
• Defining HR key performance indicators and target values
• Calculating turnover cost, absence cost and return on human capital
• Preparing a costed manpower budget and defending it to finance
• Using HRMIS data and self-service records for analysis
• Reporting human capital metrics to boards and regulators
• Assessing labour law compliance risk in HR policies
• Leading HR change projects and digital HR adoption

Strong strategic HR management systems help organisations:

• Fill critical roles faster and with better-matched candidates
• Control staff costs while protecting key capabilities
• Meet nationalisation and labour law obligations with evidence
• Reduce avoidable turnover and its hidden costs
• Link individual performance to organisational results
• Target training budgets at real capability gaps
• Produce credible human capital reports
• Make HR investment decisions on data rather than habit

For public bodies, a clear workforce plan also makes establishment changes and budget requests easier to justify.

Qui devrait suivre cette formation à la gestion stratégique des RH ?

Ce programme s'adresse à :

• HR directors and heads of human capital
• HR business partners and senior HR managers
• Spécialistes de la planification des effectifs et de la conception organisationnelle
• HR analytics and HRMIS managers
• Talent acquisition and recruitment leads
• Responsables de la formation et du développement
• Compensation, benefits and payroll managers
• Nationalisation and Emiratisation officers
• Employee relations and HR compliance specialists
• Civil service commission and public service department officials
• HR staff of ministries, agencies and state-owned enterprises
• HR and administration managers of donor-funded project units
• General managers and department heads with people responsibilities
• Business owners and founders of growing companies

Mixed teams of HR staff and line managers from the same organisation gain the most, because the workforce plan they draft together can be adopted on return.

Objectifs de la formation à la gestion stratégique des RH

À l'issue de cette formation à la gestion stratégique des RH, les participants seront en mesure de :

• Define strategic HR management and explain how it differs from operational HR
• Analyse the internal and external environment using PESTLE and SWOT
• Draft an HR strategy with vision, goals, critical success factors and KPIs
• Prepare a workforce plan based on demand and supply forecasts
• Design a nationalisation or localisation plan that meets regulatory targets
• Build competency frameworks and link them to recruitment and appraisal
• Calculate and interpret HR metrics such as turnover rate, cost per hire and human capital return
• Distinguish healthy from unhealthy turnover and estimate its cost
• Prepare and defend a strategic HR budget
• Structure a human capital report using ISO 30414:2025 areas
• Assess HR policies against current labour law and ethical standards
• Plan the implementation of HR change with clear milestones

Each objective is practised on a case or on the participant’s own organisation, so progress is visible by the end of each day.

Contenu et structure du programme

Méthodologie de la formation à la gestion stratégique des RH

Sessions are short and applied. Each concept is introduced, tested on a case and then applied to the participant’s own organisation, so the week produces working documents rather than notes.

Le programme associe :

• Facilitated briefings on frameworks and regulation
• Case studies drawn from public and private sector HR reforms
• Spreadsheet exercises on HR metrics and workforce forecasts
• Scenario planning and gap analysis in small groups
• Dashboard design using sample HR data
• Role plays of HR business partner conversations
• Policy review clinics against current labour law
• Peer review of each team’s HR strategy
• Self-assessment against the ISO 30414:2025 reporting areas
• A capstone presentation to a mock executive panel
• An exposure visit or study session on digital government HR in Dubai

Before arrival, participants complete a short questionnaire and, where possible, bring anonymised workforce figures from their own organisation. Our free training needs assessment helps teams agree priorities in advance.

Visites techniques et programme sur site

The original programme included a practical study tour, and this remains part of the week. Visits focus on how organisations in Dubai run digital HR services, nationalisation programmes and talent development in practice, for example a government entity’s HR shared service or a private employer’s graduate and Emiratisation scheme.

Visits are confirmed with host organisations closer to the programme dates and depend on their availability. Each visit is followed by a debrief linking what participants saw to the week’s tools.

Résultats attendus

À la fin de cette formation à la gestion stratégique des RH, les participants seront en mesure de :

• Present a draft HR strategy aligned with their organisation’s plan
• Use a workforce planning template to identify critical gaps
• Track nationalisation or localisation targets with clear evidence
• Calculate and explain core HR metrics to senior management
• Estimate the financial cost of turnover in their organisation
• Prepare a costed HR budget with a clear rationale
• Structure a human capital report against ISO 30414:2025
• Review HR policies for labour law and ethics risks
• Lead the first 90 days of an HR improvement plan

Participants return with documents that can go straight into management discussion, not just a certificate.

Application institutionnelle de la formation à la gestion stratégique des RH

Ce programme aide les organisations à renforcer :

• HR strategy and its link to corporate or sector plans
• Planification des effectifs et contrôle des emplois
• Nationalisation and localisation compliance
• Competency frameworks and job architecture
• Recruitment and selection governance
• Performance management and promotion decisions
• Learning and development planning
• Reward and HR cost management
• HRMIS data quality and HR analytics
• Human capital reporting to boards and regulators
• Employee relations and labour law compliance

Les participants repartent avec des outils pratiques pour améliorer :

• One-page HR strategy template
• Workforce demand and supply forecasting sheet
• Nationalisation target tracker
• HR KPI library with formulas
• Turnover cost calculator
• Executive HR dashboard layout
• Manpower budget template
• HR policy compliance checklist
• 90-day HR implementation roadmap

Organisations that want to benchmark their HR function before or after the programme can use our institutional capacity assessment.

Pertinence régionale & mise en application

Moyen-Orient

Gulf states run workforce nationalisation policies, and the UAE’s half-yearly Emiratisation targets, the Nafis platform that connects employers with Emirati jobseekers, and penalties for fictitious hiring make HR planning a compliance matter. Federal and Dubai government entities also manage HR through dedicated laws and shared systems such as Bayanati, which offer practical lessons for ministries elsewhere in the region.

Afrique

Many African governments are building or upgrading HRMIS and payroll controls under donor-financed public sector programmes, often alongside civil service census work and payroll clean-up. HR teams need workforce planning, data governance and merit-based recruitment skills to make those systems useful.

Asie

The Philippines Civil Service Modernization Project shows the direction of travel in Asia: an integrated HRMIS and payroll, competency-based recruitment and learning, and performance management, piloted across about 40 agencies before wider rollout. Similar reforms are under way in other countries of the region.

Europe

European and OECD governments use the OECD Recommendation on Public Service Leadership and Capability as a reference for strategic workforce planning and skills. Ukraine’s civil service agency has worked with the World Bank on implementing an HRMIS.

Whatever the region, the same core questions apply: what capabilities are needed, what they cost, and how to prove progress.

Profil du pays d'accueil – EAU

Dubai is one of the most international business cities in the world, with a population that passed four million residents in 2025 and a largely international workforce. It is an easy place to convene HR teams from Africa, Asia, Europe and the Middle East, and its business districts offer modern training venues close to hotels and transport.

For HR practitioners, the UAE is a working laboratory. The federal employment law was rewritten in 2021 and amended in 2024; MOHRE sets and enforces Emiratisation targets; FAHR runs shared HR systems for federal entities; and Dubai Government applies its own HR law with performance-linked promotion. Participants can see how regulation, digital systems and nationalisation goals interact in one labour market.

Dubai International Airport has direct flights to most capitals. Many nationalities receive a visa on arrival or visa-free entry, while others need an entry permit arranged in advance; requirements change, so participants should check the official UAE government portal. Our team provides visa support letters and guidance for every registered participant.

Prestations de la formation à la gestion stratégique des RH

Every participant receives a complete package covering preparation, the training week and follow-up.

Avant le programme

• Pré-évaluation des participants
• Évaluation de la préparation RH stratégique
• Kit de ressources RH stratégiques
• Lectures préparatoires
• Aide et conseils gratuits pour le visa
• Accueil à l'aéroport & assistance à l'arrivée
• Hébergement avec petit-déjeuner
• Dîner de bienvenue et de réseautage

Pendant le programme

• Kit de formation Risalat (sac, gourde, mug, t-shirt, casquette, protège-passeport, stylos, carnet, magnet & porte-clés)
• Comprehensive Strategic HR Training Manual
• Modèle de stratégie RH sur une page
• Workforce Planning and Gap Analysis Workbook
• Nationalisation Target Tracker
• HR KPI and Metrics Library
• Turnover Cost Calculator
• HR Dashboard and Human Capital Report Templates
• Manpower Budget Template
• Ateliers pratiques & simulations
• Discussions de groupe & apprentissage entre pairs
• Déjeuner et pauses-café quotidiens
• Accès complet aux installations du lieu de formation
• Mini tablette avec supports pédagogiques numériques
• Visite de terrain (le cas échéant)
• Visite récréative de la ville

Après le programme

• Certificat de participation
• Distinction Risalat de participation au programme
• Documents de référence après la formation
• ISO 30414:2025 Reporting Checklist
• 90-Day HR Implementation Roadmap
• HR Policy Compliance Checklist
• Accompagnement après la formation & conseils de suivi
• Rapport du programme

Ministries, agencies, project units and companies can also request a tailored in-house proposal for an in-house version of this programme, adapted to their own workforce data, legal framework and reform plans.

Common Challenges in Strategic HR Management, And How This Training Helps

How can HR show that its strategy supports the organisation’s goals?

Many HR plans list activities without linking them to results. On the First Day, participants build a one-page HR strategy in which every HR goal traces back to a business or sector goal, with critical success factors and KPIs.

How can an organisation meet nationalisation targets without box-ticking?

Hiring to reach a number, without career paths, leads to early exits and, in the UAE, legal risk for fictitious appointments. The Second Day combines targets with graduate schemes, development and retention measures in a single workforce plan.

How can competency frameworks become more than a document?

Frameworks often sit unused. The Third Day shows how to connect competencies to recruitment questions, appraisal criteria and learning plans, using a World Bank-supported civil service modernisation project as reference.

How can HR turn HRMIS data into decisions?

Systems record millions of transactions but few organisations analyse them. On the Fourth Day participants calculate turnover, cost and productivity metrics and design a dashboard for senior management.

How can organisations prepare for human capital reporting?

ISO 30414:2025 introduced auditable requirements and 14 baseline metrics. Fourth Day sessions walk through its structure so teams can draft a first disclosure and spot data gaps.

How can HR defend its budget to finance?

HR budgets are often cut because they are presented as costs rather than investments. The Fifth Day covers manpower budgeting and the business case, followed by a capstone pitch to a mock finance panel.

Questions fréquentes

Who is this Strategic HR Management programme for?

HR directors, HR business partners, workforce planning and HR analytics staff, public service HR officials, and general managers or business owners who make people decisions.

Does the programme cover UAE labour law and Emiratisation?

Yes. The UAE framework, including Federal Decree-Law No. 33 of 2021, its 2024 amendments and MOHRE's Emiratisation targets, is used as a worked example, and participants from other countries apply the same method to their own rules.

Do I need advanced data skills for the HR analytics sessions?

No. Exercises use spreadsheets and ready-made templates. Basic familiarity with Excel is enough.

Is ISO 30414 certification included?

No. The programme explains the structure and metrics of ISO 30414:2025 so teams can prepare human capital reports; it is not a certification course.

Le programme peut-il être dispensé en intra ?

Yes. Organisations can request a tailored version using their own workforce data and policies, in Dubai or at their premises.

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