Training Package
Understand how people practice supports the achievement of business goals and objectives.
🎬 Contains VideosExplore how people practice supports business goals through the employee lifecycle, aligned people strategies and effective consultation with internal customers.
£2.00 per learner
Restricted package
Understand how people practice supports the achievement of business goals and objectives. is only available to approved organisations. Please contact Micro Learn Online for access.
Contact Micro Learn OnlineAbout this package
This package examines how people practice connects employees’ needs with organisational goals. It follows the employee lifecycle from attraction and recruitment through onboarding, development, engagement and departure, including relationships that may continue after employment. Learners explore how human resources (HR), learning and development (L&D), and organisational development (OD) contribute at different stages. The content treats these stages as connected and overlapping, helping learners understand how decisions made when someone joins can affect their later development, commitment and experience of leaving. The package compares the responsibilities of generalists, specialists and shared-service teams, alongside the different perspectives of HR, L&D and OD. It covers reward, employee relations, promotion, succession planning and knowledge transfer, showing where several roles contribute to the same employee experience. It also examines how responsibilities change during organisational growth, digitisation, contraction and restructuring, when priorities may shift towards redeployment, rebuilding capability and managing departures. The strategic content explains how people professionals contribute to senior-level decisions and work with operational managers, finance and IT. Business partnering is presented as shared work to understand problems and develop business-focused people solutions, rather than simply fulfil requests. Learners examine vertical integration between organisational goals and people strategy, and horizontal integration across people practices. Policy development, legislative compliance, recruitment, skills analysis, learning and management development provide practical ways to consider whether people services support both organisational requirements and employees. The final part focuses on consulting internal customers: the employees, managers and teams receiving people practice support. It distinguishes an initial request from the underlying need and explains how to identify affected stakeholders, prioritise involvement and plan meaningful consultation. Interviews, surveys and organisational data help test assumptions about requirements. Ongoing communication, stakeholder feedback and agreed performance measures then support evaluation of whether services remain relevant and produce useful results, rather than merely completing planned activities.
Who it’s for
This package suits learners developing their understanding of HR, L&D or OD, including people practice students and early-career practitioners. It is also relevant to managers who need to understand how people services support organisational priorities and employee needs.
What’s covered
Employee lifecycle foundations, entry and development
Introduces the connected stages of the employee lifecycle and the roles supporting attraction, recruitment and onboarding. Explores how HR, L&D, OD and specialists contribute to development, engagement, reward and career progression.
Separation and relationships after employment
Examines voluntary and involuntary departures and the contributions of HR casework, administration, payroll, reward, L&D and OD. Covers knowledge transfer and continuing connections through references, alumni networks or a return to work.
Comparing and evolving people practice responsibilities
Distinguishes the professional perspectives of HR, L&D and OD from the division of work between generalists, specialists and shared-service teams. Explains how responsibilities can shift as organisations grow and digitise.
People practice during contraction and restructuring
Explores how reductions in activity or changes to roles and teams alter priorities across the employee lifecycle. Considers the increased emphasis on redeployment, capability development and managing departures.
People practice in strategic decision-making
Explains how workforce evidence contributes to decisions about organisational direction and resources. Considers people practice representation in executive and board-level discussions while strategic options are still being assessed.
Operational connections and business partnering
Examines how people professionals and operational leaders share responsibility for understanding problems and developing people solutions. Covers working relationships with finance, operations and IT, including the connection between workforce decisions and financial planning.
Deriving and integrating people strategy
Explains how organisational direction informs choices about workforce capabilities, behaviours and working arrangements. Distinguishes vertical alignment with organisational objectives from horizontal consistency between people practices.
People services supporting business and employee needs
Considers how policies, legislative compliance, recruitment, L&D, skills analysis and management development support organisational objectives. Distinguishes completing an activity from achieving the improvements that service is intended to produce.
Establishing internal customer needs
Introduces structured people practice consulting to clarify what needs to change before agreeing support. Distinguishes those requesting work, those receiving support and those whose working conditions or responsibilities will be affected.
Designing consultation and communication
Distinguishes consultation that can influence a decision from an announcement of a decision already made. Explores planning participation, choosing suitable communication channels, considering responses and explaining what happens next.
Stakeholder analysis and consultation priorities
Covers identifying stakeholders, recording their relationship to an issue and examining their interests, influence and involvement needs. Explains how to prioritise consultation according to the decision and its consequences, rather than seniority alone.
Needs analysis, ongoing liaison and evaluation
Explores interviews, surveys and organisational data as evidence of internal customer needs. Covers ongoing liaison, feedback and performance monitoring to assess whether support remains relevant and identify improvements.
Learning outcomes
By completing this package, learners can:
- Define the stages of the employee lifecycle, including attraction, recruitment, induction/onboarding, development, retention/engagement, exit/separation and potential post-employment connections.
- Explain how HR, learning and development (L&D), and organisational development (OD) roles contribute at different employee lifecycle stages, including reward, employee relations, promotion and succession planning.
- Compare the responsibilities and touchpoints of different people practice roles across the employee lifecycle, explaining how these roles evolve in response to changing organisational needs.
- Analyse the connections between people practice, strategy-making and operational functions, including business partnering and participation in senior-level decision-making.
- Explain how people practice strategy is derived from organisational strategy and how vertical and horizontal integration align people practices with business goals and other organisational functions.
- Assess how policy development, legislative compliance, recruitment, L&D, skills analysis and management development support organisational objectives and employee needs in a given business scenario.
- Apply stakeholder analysis to identify internal customers, categorise their interests and influence, and prioritise consultation about their people practice needs.
- Use needs analysis techniques, including interviews, surveys and organisational data analysis, to establish internal customer requirements in a given scenario.
- Design a consultation and communication process using appropriate channels, regular stakeholder liaison and feedback to clarify and respond to internal customer needs.
- Evaluate internal customer consultation and resulting people practice services using stakeholder feedback, agreed performance measures and monitoring data to recommend improvements.
What’s included
A deployable SCORM package with practical learning content, ready for your LMS.
How it works
Add access, upload the package to your LMS, and pay per learner who uses it.
Frequently asked questions
Which stages of the employee lifecycle does this package cover?
It covers attraction, recruitment, induction/onboarding, development, retention and engagement, exit and separation, and potential post-employment connections. It also examines how HR, L&D and OD responsibilities overlap and change across these stages.
How does the package explain the link between people practice and business goals?
It examines contributions to strategic decision-making, operational business partnering and the alignment of people strategy with organisational objectives. Practical areas include policy development, recruitment, skills analysis and management development.
Does it cover consulting employees and managers about their needs?
Yes. The package covers identifying internal customers, analysing stakeholders, planning consultation and gathering evidence through interviews, surveys and organisational data. It also addresses ongoing communication and evaluating whether the resulting support meets identified needs.
How is the package delivered?
This is an e-learning package from Micro Learn Online, uploaded to your organisation’s own learning management system (LMS). Learners access it through that LMS, and it is licensed per learner.
Does the package contain video?
No. This package does not contain video.