1. Draft a concise project charter for an HRM initiative that includes a clear situation statement, problem/opportunity statement, and high-level scope for strategic management. 2. Set and communicate measurable acceptance criteria for goals, objectives, and outcomes for HRM projects from a leadership perspective. 3. Identify and categorize major project risks, constraints, and assumptions for an HRM initiative, explaining how these factors influence budget, project decisions, and stakeholder expectations. 4. Map key stakeholders and their requirements for an HRM project and outline successful relationship management and engagement approaches. 5. Explain how applying basic project management approaches (e.g., structured charters, scoped outcomes, and stakeholder plans) enhances HRM professionals’ ability to deliver business value, connecting project work and aligning with organizational strategy at the strategic level for fulfilling organizational strategies.

1. Apply evidence-based frameworks for aligning HRM strategy with organizational mission during periods of transition or transformation. o Participants will understand how to assess current organizational priorities and redesign HRM initiatives to create strategic coherence, ensuring that people management efforts directly support organizational objectives rather than operating in isolation. 2. Evaluate and design talent management systems that simultaneously enhance employee engagement and drive organizational performance. o Participants will learn practical approaches—grounded in I/O psychology research—for creating work environments where employee well-being, professional development, and organizational success are mutually reinforcing rather than competing priorities. 3. Develop strategies for fostering organizational resilience and adaptive capacity through intentional culture-building during change initiatives. o Participants will identify concrete actions they can take to strengthen workplace culture, build trust across organizational levels, and create systems that help employees (and organizations) thrive through transitions and uncertainty. 4. Participants will be able to connect HRM priorities, initiatives, and investments to the organization’s mission, vision, and key performance indicators to support long-term business outcomes.