果阿战略人力资源管理培训

培训项目概述

Human resources leadership is expected to do more than administer people processes. Boards and ministries now ask HR to plan the workforce the strategy needs, build capability at scale, keep pace with new employment law, and explain the value of people investment with evidence. Data, automation and artificial intelligence are changing how organisations hire, develop, assess and retain staff, and HR leaders must be able to use these tools with judgement.

India offers a clear view of these pressures. Four Labour Codes, consolidating 29 central labour laws, came into force on 21 November 2025, and the central government published the rules under them in 2026, while states, including Goa, prepare their own rules. The codes change the definition of wages, extend gratuity to fixed-term employees after one year of service, and create a social security framework for gig and platform workers. Pay structures, contracts and HR policies across the country are being reviewed as a result.

On the public service side, Mission Karmayogi, the National Programme for Civil Services Capacity Building, has made competency-based learning a mainstream part of government HR. Its iGOT Karmayogi platform passed one crore registered civil servants in May 2025 and, according to a 2026 parliamentary answer, now reports over 1.7 crore users and more than 5,600 courses in 23 languages. From 2025-26, prescribed courses are linked to the annual performance appraisal of central government employees.

Reporting expectations are rising too. ISO 30414:2025, published in August 2025, sets requirements and recommendations for internal and external human capital reporting, and professional bodies such as the CIPD and SHRM continue to update the competency frameworks that define good HR practice.

Risalat Consultants International has redesigned this five-day programme in Goa around these developments. Participants build an HR strategy linked to organisational goals, test it against new employment law, design competency, performance and reward systems, and finish with a human capital dashboard and an HR strategic plan for their own organisation.

本培训项目可在以下方面加强机构能力

• Principles and frameworks of strategic management applied to HR
• HR strategic and operational goals aligned with organisational priorities
• Internal and external HR environment analysis
• HR key success factors and HR-focused SWOT analysis
• Organisational design and structure that supports strategy execution
• Workforce planning, sizing and staffing requirements
• HR policies, systems and procedures
• Compliance with new employment law, including India’s Labour Codes
• Job descriptions, performance standards and competency frameworks
• Job grading systems and salary structures
• Performance management and appraisal linked to capability
• Learning and capability building at scale, including digital platforms
• High-performance culture and change leadership
• HR analytics and evidence-based people decisions
• Responsible use of AI and automation in HR
• Human capital reporting aligned with ISO 30414
• HR strategic and annual operational plans and budgets
• HR performance measurement, monitoring and control

The focus is applied: each day produces a component of an HR strategic plan that participants can present to their leadership on return.

The Growing Importance of Strategic Human Resources Management

When labour law, technology and public expectations shift at the same time, HR decisions carry more risk and more opportunity. A wage structure that was compliant last year may now affect provident fund, gratuity and bonus costs. A training budget spent on scattered courses may be harder to defend than a competency-based plan linked to appraisal. A board that reads sustainability reports may now ask for workforce metrics alongside financial ones.

India’s Labour Codes, Mission Karmayogi and ISO 30414:2025 each show the same direction: people management is becoming more structured, more measurable and more closely tied to organisational strategy. HR leaders who can connect these pieces become partners in decision-making rather than providers of administration.

各机构日益需要具备以下能力的专业人员：

• Translating organisational strategy into workforce plans
• Analysing workforce data to identify gaps and risks
• Redesigning pay structures in line with new wage definitions
• Updating contracts and policies for fixed-term, gig and platform work
• Building competency frameworks for roles and career paths
• Linking learning plans to performance appraisal
• Designing fair job grading and salary structures
• Using HR technology and AI responsibly and transparently
• Leading organisational change and culture programmes
• Preparing human capital reports for boards and stakeholders
• Planning and defending HR budgets
• Measuring the results of HR programmes

Strong strategic HR systems help organisations:

• Put the right people with the right skills in the right roles
• Reduce legal and financial risk from outdated policies
• Retain key staff and plan succession
• Make pay decisions consistent and defensible
• Focus training spending on priority capabilities
• Improve productivity and service quality
• Give leaders reliable workforce information
• Build a culture that supports strategy

The programme treats HR strategy as a cycle: analyse, plan, design systems, implement and measure. Each stage is practised with tools participants can reuse.

哪些人应参加本战略人力资源管理培训？

本培训项目适合：

• Directors and heads of human resources
• Senior and mid-level HR managers
• HR business partners
• 人力规划与组织设计专员
• 学习与发展经理
• Reward, compensation and benefits managers
• Employee relations and compliance officers
• HR analytics and HR information system leads
• Civil service and public administration HR officers
• Capacity building units of ministries and agencies
• HR staff of project implementation units
• Business owners and general managers
• Division and department heads with people responsibilities
• Payroll managers moving into strategic HR roles

Teams that combine HR, finance and line managers gain most from the joint exercises. Institutions can identify priorities in advance with Risalat’s free training needs assessment.

战略人力资源管理培训目标

顺利完成本战略人力资源管理培训后，学员将能够：

• Apply strategic management principles to the HR function
• Set HR strategic and operational goals aligned with organisational priorities
• Carry out HR environment analysis and an HR-focused SWOT
• Define the organisational structure and workforce size the strategy needs
• Review HR policies and contracts against new labour law requirements
• Design job descriptions, performance standards and competency frameworks
• Establish job grading systems and salary structures
• Link learning and capability building to performance management
• Use HR data and AI tools with appropriate safeguards
• Select human capital metrics informed by ISO 30414
• Prepare an HR strategic plan, annual operating plan and budget
• Set up HR performance monitoring and control

The objectives keep the full scope of the original workshop and add current law, capability building at scale and human capital reporting.

培训项目内容与结构

战略人力资源管理培训方法

The programme uses adult learning methods that keep participants working on their own organisational challenges throughout the week.

本培训项目融合了：

• Interactive expert inputs on each stage of HR strategy
• Case studies based on India’s Labour Codes and Mission Karmayogi
• Organisational scenarios and group problem-solving
• HR diagnostics and SWOT exercises
• Workforce planning and sizing calculations
• Job evaluation and pay structure design practice
• Demonstrations of HR analytics and digital tools
• Peer review of each team’s plans
• Open forums on difficult people issues
• Templates and worksheets for immediate use
• A capstone presentation to a mock executive committee

Participants are encouraged to bring anonymised data, structures and policies from their own organisations. Before the programme, Risalat’s institutional capacity assessment can help teams identify where HR systems most need strengthening.

预期成果

完成本战略人力资源管理培训后，学员将能够：

• Lead the preparation of an HR strategy linked to organisational goals
• Plan workforce size, structure and succession
• Update HR policies and contracts for new labour law
• Build competency frameworks and capability plans
• Introduce fair job grading and salary structures
• Strengthen performance management
• Use HR data and AI tools responsibly
• Report human capital information to leadership
• Prepare and defend HR plans and budgets

Participants return with a draft HR strategic plan that has already been tested with peers and facilitators.

战略人力资源管理培训的机构应用

本培训项目帮助机构加强：

• 人力资源战略与规划
• Organisational design
• Workforce planning and succession
• Employment law compliance
• 人力资源政策与程序
• 胜任力框架
• Learning and capability systems
• 绩效管理
• Job grading and reward
• HR analytics and reporting
• Change management and culture

学员将带着实用工具回到工作岗位，以提升：

• HR strategy on a page
• HR SWOT and environment analysis
• Workforce sizing worksheets
• Policy and contract review checklists
• Competency framework templates
• Job evaluation and grading matrices
• Pay structure models
• Human capital dashboards

These tools help HR teams move from case-by-case decisions to consistent systems that leadership can trust.

区域相关性与应用

亚洲

India’s Labour Codes and Mission Karmayogi offer direct lessons for Asian governments and employers reforming labour law, civil service training and pay systems. Participants from South and Southeast Asia will recognise similar debates on informal work, platform jobs and digital learning.

欧洲

European employers are adapting to the EU Pay Transparency Directive, whose transposition deadline was 7 June 2026, and to growing demands for workforce disclosure. The job grading, pay equity and human capital reporting sessions apply directly.

非洲

African ministries, agencies and project teams are investing in public service reform, performance contracts and competency frameworks, often with donor support. The workforce planning and capability building tools suit these programmes well.

中东

Middle East organisations are developing national talent, localising workforces and modernising HR systems as part of national visions. Workforce planning, competency design and HR analytics are central to that work.

拉丁美洲

Public and private employers in Latin America face similar questions on formal and informal work, platform employment and civil service professionalisation, making the Labour Code and capability case studies useful comparisons.

Across all regions, the shared challenge is to link people management to strategy and show its results with evidence.

东道国概况：印度

Goa is a state on India’s west coast and the country’s smallest state by area, known for its coastline, Portuguese-influenced heritage and relaxed pace. Its calm setting away from large metropolitan centres suits a programme that asks senior HR professionals to step back and think strategically about their organisations.

Goa is also a practical HR case in its own right. Its economy depends heavily on tourism and hospitality: the state recorded about 1.08 crore tourist arrivals in 2025, including over 5 lakh foreign visitors, according to Goa Tourism. Seasonal staffing, shift work and service quality make workforce planning and employee relations central concerns for local employers. In 2026 the Goa government published draft state rules under the Labour Codes, including the Code on Wages and occupational safety rules, which shows participants how national reform is translated at state level.

Goa has two international airports, Dabolim and Manohar International Airport at Mopa, with scheduled international flights and connections through Mumbai, Delhi and Bengaluru. Mopa has been an authorised immigration check post for e-Visa holders since 2023. India offers e-Visas for business and tourism to nationals of many countries; participants should confirm eligibility on the official Indian visa portal, and Risalat provides visa advisory support. January falls in Goa’s dry, mild peak season.

战略人力资源管理培训成果交付

Risalat provides a complete package before, during and after the programme so that participants can concentrate on learning and application.

培训开始前

• 学员课前评估
• 战略人力资源准备度评估
• 战略人力资源资料包
• 课前阅读资料
• 免费签证支持与咨询
• 机场接机与欢迎协助
• 住宿（含早餐）
• 欢迎交流晚宴

培训期间

• Risalat培训礼包（背包、水瓶、马克杯、T恤、帽子、护照套、笔、笔记本、冰箱贴及钥匙扣）
• Comprehensive Strategic Human Resources Management Training Manual
• 一页纸人力资源战略模板
• HR SWOT and Environment Analysis Tool
• Workforce Sizing Worksheet
• Labour Law Policy and Contract Review Checklist
• Competency Framework Template
• Job Evaluation and Grading Matrix
• Human Capital Dashboard Template
• 实践研讨与模拟演练
• 小组讨论与同伴学习
• 每日午餐与茶歇
• 全面使用培训场地设施
• 装有数字学习资料的迷你平板电脑
• 实地考察（如适用）
• 城市休闲观光

培训结束后

• 结业证书
• Risalat培训项目参与表彰奖
• 培训后参考资料
• HR Strategic Plan Template
• HR Metrics and Reporting Guide
• 培训后支持与跟进指导
• 培训项目报告

Ministries, agencies and companies that want to train a whole HR team or management group can request a tailored in-house version through the request a proposal form.

Common Challenges in Strategic Human Resources Management, And How This Training Helps

How can HR show that its plans support organisational strategy?

Day 1 builds an HR strategy on a page that links each HR initiative to an organisational goal, with owners and measures.

How can we work out the right workforce size and structure?

Day 1 covers organisational design options and workforce sizing methods, applied to participants’ own units.

How can we keep HR policies compliant when labour law changes?

Day 2 uses India’s Labour Codes as a case to build a policy and contract review process that works for any legal reform.

How can training budgets produce real capability rather than attendance figures?

Day 3 links competency frameworks, learning plans and appraisal, drawing on the lessons of Mission Karmayogi.

How can we make grading and pay decisions fair and defensible?

Day 4 practises job evaluation, grading and pay structure design with checks for equity and compliance.

How can HR use AI without creating new risks?

Day 5 reviews AI uses in recruitment, learning and planning, with safeguards on fairness, transparency and data protection.

How can we report the value of our people to the board?

Day 5 introduces human capital metrics informed by ISO 30414:2025 and builds a one-page dashboard for leadership.

常见问题

Who should attend this strategic HR programme?

HR directors and managers, HR business partners, learning, reward and employee relations specialists, civil service HR officers, and general managers with people responsibilities.

Does the programme cover India's new Labour Codes?

Yes. Day 2 covers the four Labour Codes in force since 21 November 2025, including the wage definition, fixed-term gratuity and gig worker social security, as a case study useful for any country.

What is ISO 30414 and why is it included?

ISO 30414:2025, published in August 2025, gives requirements and recommendations for human capital reporting. Day 5 uses it to help participants choose metrics and build a leadership dashboard.

Will participants learn about AI in HR?

Yes. Day 5 reviews practical uses of AI in recruitment, learning and workforce planning, together with safeguards on fairness, transparency and data protection.

本培训项目能否以内训形式举办？

Yes. Risalat can tailor the content to an organisation's own structure, policies and legal setting and deliver it at a location of its choice.

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