Human Resources Management
For recruiters and HR managers, this course links scorecards to job posts and sourcing messages, so hiring reflects measurable outcomes, not generic requirements.
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Human Resources Management
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About this course
It is designed for recruiters, hiring managers, and HR partners defining a role. You will build a scorecard with outcomes and competencies, derive a clear job post, and plan targeted inbound, referral, and direct outreach. Selection criteria become easier to explain and candidate conversations more focused. Before writing a job post, a role scorecard defines year-one outcomes, competencies, and hard filters that become the reference document for every downstream hiring artifact. The job post is then derived directly from the scorecard, using specific language about deliverables and the unglamorous parts of the role so that candidates can accurately self-select. Sourcing is structured across three layers—inbound channels, outcome-specific network referrals, and personalized direct outreach to passive candidates—with each layer requiring deliberate effort rather than defaulting to generic job boards. Structured interviews assign every candidate the same questions, scored against a competency map drawn from the job description, eliminating the inconsistency that makes unstructured interviews poor predictors of performance. Interviewers use the STAR framework as an active listening tool, probing for whichever element—situation, task, action, or result—is absent from a candidate's answer, and record evidence-backed scores on an anchored 1–5 rubric for each competency separately. Effective onboarding runs three parallel tracks—administrative setup, social integration, and performance ramp-up—each with distinct owners and timelines, so that neglecting any one track undermines the others. A written 30-60-90 day plan, drafted before the new hire's first day, moves through phases of learning, guided contribution, and independent ownership, with specific learning goals, deliverables, and relationships defined for each phase. A structured check-in cadence starting with daily syncs in week one, combined with a well-briefed peer buddy, creates the feedback loops and social anchoring that catch problems while they are still correctable. A performance review is the final step in a year-round system of clear goal-setting and continuous biweekly feedback; without those foundations, no review format can compensate for the surprises and vagueness that make reviews feel punishing. The SBI model—Situation, Behaviour, Impact—gives both praise and corrective feedback a specific, evidence-based structure that employees can act on, and the review conversation itself is structured so the employee self-assesses first while the manager listens before presenting goal-by-goal observations. Three metrics—turnover rate, time-to-fill, and absenteeism rate—answer the majority of leadership questions about workforce health when computed from a consistently cleaned HR export that standardizes dates, categorizes termination reasons, and uses averaged headcount as the denominator. Offboarding becomes a structured data-producing process when exit interviews use the same fixed questions every time and responses are tagged with a predefined set of themes, allowing quarterly patterns to surface rather than isolated anecdotes.
What you'll learn
- By the end of this module, you'll be able to build a role scorecard that specifies three to six measurable year-one outcomes and five to eight competencies, so every downstream hiring artifact traces back to a specific line on that document.
- By the end of this module, you'll be able to write a 400-to-600-word job post derived directly from a scorecard, using candidate-facing language that names the hard parts of the role to help the right applicants self-select in and the wrong ones self-select out.
- By the end of this module, you'll be able to design a three-layer sourcing plan that combines niche inbound channels, outcome-specific referral requests, and personalized direct outreach messages referencing a concrete detail about each passive candidate.
- By the end of this module, you'll be able to construct a competency-mapped question bank that pairs at least one behavioral question and one targeted follow-up probe with each of four to six role-specific competencies drawn from the job description.
- By the end of this module, you'll be able to score a candidate's interview answer using the STAR framework by identifying which of the four elements is missing and formulating a precise probe question to surface the absent evidence.
- By the end of this module, you'll be able to chair a hiring decision meeting by collecting independent written scores before discussion, directing debate toward divergent competency ratings supported by quoted evidence, and documenting a final decision tied to the pre-agreed hiring bar.
- By the end of this module, you'll be able to draft a one-page 30-60-90 day plan that assigns a distinct learning goal, a concrete deliverable, and a key relationship to build for each phase, completed before the new hire's first day.
Roles this course opens up
Typical job titles that ask for this skill.
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