Designing and Running the Performance Management Cycle
Compensation and Benefits Design in the UAE
Commission Payroll, WPS and the Multi-Entity Group
Employee Relations, Grievances and Investigations
Terminations, Exits and Dispute Resolution
Recruitment and Selection for High-Churn Sales Teams
Workforce Planning and Onboarding
and 5 more modules, listed below
Syllabus
13 modules, 110 lessons
Prefer to take it one module at a time? Each module below can be taken on its own at the price shown. Taking the full course saves you AED 500 against buying every module separately.
01The HR Business Partner Operating ModelAED 350
How the HRBP role works in a UAE commission-driven business: what a business partner actually does, how to structure the function, contract with the business, and stay grounded in Federal Decree-Law 33/2021 while operating strategically.
1.1What an HR Business Partner Actually DoesLocked
1.2The Three-Pillar Model and How It Scales in a GroupLocked
1.3Contracting With the Business: The HRBP Service AgreementLocked
1.4Grounding Strategy in the Real UAE Legal FrameworkLocked
1.5Balancing Commercial Pressure Against Compliance RiskLocked
1.6Data and Diagnostics: How an HRBP Reads a BusinessLocked
1.7Influence Without Authority: Earning the Seat at the TableLocked
1.8Building Your First 90-Day HRBP PlanLocked
02Designing and Running the Performance Management CycleAED 400
A practical, UAE-grounded playbook for building and running a performance management cycle that drives results in a commission-heavy brokerage without breaking Federal Decree-Law 33/2021: from goal-setting and calibration to documented underperformance, ratings, and the legal handoff to termination.
2.1What a Performance Cycle Actually Has to Do in a UAE BrokerageLocked
2.2Setting Goals That Survive a Commission EnvironmentLocked
2.3Cadence: The Meetings That Make or Break the CycleLocked
2.4Capturing Evidence Without Building a BureaucracyLocked
2.5Running the Review Conversation and Choosing a RatingLocked
2.6Calibration: Making Ratings Mean the Same ThingLocked
2.7Managing Underperformance and Building a PIP That HoldsLocked
2.8Linking Ratings to Pay, Promotion and Bonuses FairlyLocked
2.9Auditing and Improving the Cycle Each YearLocked
03Compensation and Benefits Design in the UAEAED 400
A practical guide for HR business partners to design pay structures, benefits, and total-reward frameworks that are competitive, legally sound under Federal Decree-Law 33/2021, and built for a commission-heavy UAE brokerage group.
3.1The UAE Total Reward Architecture: What Actually Sits in a Pay PackageLocked
3.2Building a Salary Structure: Grades, Bands and RangesLocked
3.3Benchmarking Pay in the UAE MarketLocked
3.4Designing Fixed and Variable Pay MixLocked
3.5Commission Scheme Design for BrokeragesLocked
3.6The Mandatory Benefits Floor Under UAE LawLocked
3.7Designing Discretionary Benefits and PerksLocked
3.8Compensation, Corporate Tax and the Payroll InterfaceLocked
3.9Running an Annual Pay Review and Communicating RewardLocked
04Commission Payroll, WPS and the Multi-Entity GroupAED 400
How to run commission-heavy payroll compliantly across a UAE multi-entity group: designing plans that survive WPS, handling clawbacks and gratuity correctly, and keeping each licensed entity clean.
4.1Why commission payroll is the hardest thing an HRBP runs in the UAELocked
4.2What actually has to run through WPS, and what does notLocked
4.3Structuring basic versus commission so gratuity and WPS both workLocked
4.4Designing a commission plan that survives a labour disputeLocked
4.6Commission, gratuity and final settlement on exitLocked
4.7The multi-entity group: why each licence is its own employerLocked
4.8Paying, transferring and cost-sharing people across group entitiesLocked
4.9The group commission-payroll control framework you run every monthLocked
05Employee Relations, Grievances and InvestigationsAED 400
A practical playbook for running employee relations, grievances and workplace investigations inside a UAE commission-driven brokerage, grounded in Federal Decree-Law 33/2021 and defensible process.
5.1What Employee Relations Actually Means in a UAE BrokerageLocked
5.2Building a Grievance Procedure That Holds UpLocked
5.3Progressive Discipline and Compliant WarningsLocked
5.4Deciding When an Investigation Is NeededLocked
5.5Running a Fair, Defensible InvestigationLocked
5.6Handling Harassment, Discrimination and Bullying ComplaintsLocked
5.7Documentation, Records and Evidence DisciplineLocked
5.8The Disciplinary Hearing and Fair Decision-MakingLocked
5.9Mediation, De-escalation and Preventing Repeat ConflictLocked
06Terminations, Exits and Dispute ResolutionAED 400
A practical playbook for the HR business partner on ending employment lawfully in the UAE under Federal Decree-Law 33/2021: valid grounds, notice, summary dismissal, redundancy, the exit and offboarding mechanics, final settlement maths, and how MOHRE and the courts resolve disputes.
6.1The four lawful ways employment ends and why the route mattersLocked
6.2Notice periods, garden leave and pay in lieuLocked
6.3Summary dismissal: the ten Article 44 grounds and the process trapLocked
6.4Redundancy and restructuring without triggering arbitrary dismissalLocked
6.5The exit conversation and voluntary separation agreementsLocked
6.6Calculating the final settlement, gratuity firstLocked
6.7Offboarding mechanics: visa cancellation, WPS and clearancesLocked
6.8When a dispute lands: the MOHRE complaint processLocked
6.9Arbitrary dismissal, non-compete enforcement and the exit paper trailLocked
07Recruitment and Selection for High-Churn Sales TeamsAED 450
A practical HRBP playbook for hiring, screening and onboarding real estate sales agents in the UAE, where churn is high, contracts are fixed-term under Decree-Law 33/2021, and every hire touches visa, WPS and RERA requirements.
7.1Why Sales Recruitment Is a Numbers Problem, Not a Vacancy ProblemLocked
7.2Building a Sales Role Scorecard Before You AdvertiseLocked
7.3Sourcing Channels That Actually Work for UAE Brokerage AgentsLocked
7.4Screening at Speed Without Losing QualityLocked
7.5Structured Interviewing and Fair, Legal SelectionLocked
7.6Assessing Commission Fit and Financial ResilienceLocked
7.7The UAE Right-to-Work and Visa Pipeline for New HiresLocked
7.8Fast, Compliant Onboarding That Protects RetentionLocked
7.9Measuring Recruitment Quality and Feeding It BackLocked
08Workforce Planning and OnboardingAED 350
A practical HRBP guide to sizing, forecasting, budgeting and onboarding a UAE sales-led workforce: headcount models, attrition math, ramp curves, visa-aware pipelines, Emiratisation-conscious plans, and a 90-day onboarding system that survives high churn.
8.1Building a Headcount Model the Business Actually UsesLocked
8.2Attrition Math: Turnover, Regretted Loss and the Replacement RateLocked
8.3Ramp Curves and Time-to-ProductivityLocked
8.4Costing the Plan: The Fully-Loaded Cost of a UAE HireLocked
8.5Workforce Segmentation and the Emiratisation-Aware PlanLocked
8.6The Visa-Aware Onboarding TimelineLocked
8.7Designing the 90-Day Onboarding JourneyLocked
8.8Measuring Onboarding and Closing the Plan-Do-Review LoopLocked
09Emiratisation Strategy and Nafis ComplianceAED 350
A business partner's playbook for hitting UAE Emiratisation targets: how the Tawteen quota works, what MOHRE actually counts, how to use Nafis, and how to build a hiring and retention pipeline that keeps a commission-heavy brokerage compliant.
9.1How the Tawteen Quota Actually WorksLocked
9.2The Cost of Non-Compliance and How to Model ItLocked
9.3Using Nafis: Subsidies, Programmes and RegistrationLocked
9.4Building an Emirati Talent Pipeline for Sales RolesLocked
9.5Retaining Emirati Hires in a Commission EnvironmentLocked
9.6Reporting, Records and Surviving a MOHRE AuditLocked
9.7Emiratisation Across a Multi-Entity GroupLocked
9.8Building the Annual Emiratisation PlanLocked
10Training, Development and Capability BuildingAED 350
A practical playbook for the HR business partner who has to build real selling and compliance capability in a high-churn UAE brokerage, from a defensible training needs analysis through onboarding academies, structured coaching, mandatory RERA and AML certification, sponsored development, ROI measurement, and a capability map that ties learning to commission performance.
10.1From Ad-Hoc Training to a Capability Plan That Ties to RevenueLocked
10.2Running a Training Needs Analysis in a Sales EnvironmentLocked
10.3Designing the New-Hire Sales Academy and the First 90 DaysLocked
10.4Mandatory Compliance Training: RERA, AML and Health-and-SafetyLocked
10.5Coaching and On-the-Job Development That Actually SticksLocked
10.6Sponsoring External Certifications and Managing Clawbacks LegallyLocked
10.7Building a Capability Map and Career PathwayLocked
10.8Measuring Training Impact and Proving ROI to the BusinessLocked
11HR Policy, Handbooks and Compliant DocumentationAED 350
How to build, write, cascade and maintain an employee handbook and policy set that survives a MOHRE inspection, a labour complaint and a scaling multi-entity group in the UAE, grounded in Federal Decree-Law 33/2021.
11.1What a Handbook Is For, and What It Legally Can and Cannot DoLocked
11.2The Standard Policy Set Every UAE Employer Should HoldLocked
11.3Writing Policy That Holds Up: Clear, Enforceable, ConsistentLocked
11.4Anchoring the Handbook to Current UAE LawLocked
11.5The Disciplinary and Grievance FrameworkLocked
11.6Getting Acknowledgement and Making Policy ContractualLocked
11.7Version Control, Review Cycles and the Audit TrailLocked
11.8Documentation Across a Multi-Entity GroupLocked
12Engagement, Retention and Culture in a Commission EnvironmentAED 350
Practical HRBP playbook for building engagement, retention and healthy culture inside a UAE real estate commission sales floor, with worked numbers, scripts and 2025-26 legal grounding.
12.1Why Commission Floors Churn and What Engagement Actually Means HereLocked
12.2Reading Engagement Signals Without Waiting for the Annual SurveyLocked
12.3Designing Retention Around the Commission Structure, Not Against ItLocked
12.4Fixing Lead Allocation, the Number One Fairness GrievanceLocked
12.5Onboarding and the First-90-Days Retention CliffLocked
12.6Building Culture on a Floor Driven by Individual MoneyLocked
12.7Non-Financial Retention Levers That Actually Work in the UAELocked
12.8Running Exit Interviews and Closing the Retention LoopLocked
13HR Metrics, HRIS and Data-Driven Business PartneringAED 350
Turn HR from an opinion function into a data function: build the metrics that matter in a UAE commission business, run a clean HRIS, and bring numbers to the leadership table that change decisions.
13.1The HR metrics that actually move a UAE commission businessLocked
13.2Building the HR scorecard leaders readLocked
13.3Choosing and running an HRIS as your single source of truthLocked
13.4Data quality, the Emirates ID discipline and audit-ready recordsLocked
13.5Turnover, retention and cost-of-turnover analyticsLocked
13.6Measuring hiring, ramp and sales-force productivityLocked
13.7Turning data into a story that changes leadership decisionsLocked
