Equity, Long-Term Incentives and Founder Alignment
Succession Planning and Executive Talent Development
and 4 more modules, listed below
Syllabus
12 modules, 108 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 650 against buying every module separately.
01The CHRO Operating Model and Executive MandateAED 500
How a CHRO earns and exercises an executive mandate in a UAE multi-entity group: defining the role above HR operations, owning the people P&L, sitting credibly at the leadership table, structuring the function, and setting the enterprise people agenda inside the 2025-26 UAE legal and regulatory reality.
1.1What a CHRO owns that an HR manager does notLocked
1.2The executive mandate: earning the seat, not just holding itLocked
1.3Sitting at the C-suite table: speaking finance, risk and strategyLocked
1.4Structuring the people function: build versus buy versus centraliseLocked
1.5Owning the people P&L: total workforce cost as a strategic leverLocked
1.6The CHRO scorecard: metrics that belong on a board deckLocked
1.7The CHRO as compliance owner: turning the 2025-26 rulebook into a risk registerLocked
1.8Setting the enterprise people agenda and your first-year planLocked
02Organisational Design and Operating ModelsAED 550
A CHRO-level guide to designing organisation structures and operating models that fit strategy, from choosing a structural archetype to sizing spans and layers, defining decision rights, building a multi-entity group holding structure, and executing a redesign inside UAE legal and licensing realities.
2.1Structure Follows Strategy, Not PersonalitiesLocked
2.2Choosing a Structural ArchetypeLocked
2.3Operating Model: Turning Structure Into How Work Actually FlowsLocked
2.4Spans and Layers: Sizing the OrganisationLocked
2.5Decision Rights and Accountability (RACI and RAPID)Locked
2.6Centralise or Embed: Designing Shared ServicesLocked
2.7Designing the Multi-Entity Group StructureLocked
2.8Job Architecture, Grades and Role ClarityLocked
2.9Running a Redesign: Sequencing, Consultation and Legal ExecutionLocked
03Workforce Planning and Strategic Talent SupplyAED 500
A CHRO-level playbook for turning business strategy into a costed, risk-aware supply of the right people at the right time, grounded in UAE hiring, visa, Emiratisation and cost realities.
3.1From Business Strategy to a Workforce Plan the Board Can ReadLocked
3.2Demand Forecasting: Sizing Roles to Real DriversLocked
3.3Supply Analysis: Attrition, Internal Mobility and the Ramp TaxLocked
3.4Build, Buy, Borrow, Bot: Choosing the Talent Supply RouteLocked
3.5The UAE Cost-to-Hire and Cost-to-Employ RealityLocked
3.6Visas, Quotas and Lead Times as Planning ConstraintsLocked
3.7Emiratisation as a Workforce-Planning ConstraintLocked
3.8Scenario Planning and Building Workforce ResilienceLocked
3.9Governing the Plan: Metrics, Cadence and the Talent Supply DashboardLocked
04Culture, Values and Behavioural Change at ScaleAED 550
A CHRO-level playbook for defining, measuring and deliberately shifting culture across a multi-entity UAE group, grounded in Federal Decree-Law 33/2021, Emiratisation via Nafis, and the realities of a high-churn, commission-driven, multinational workforce.
4.1What Culture Actually Is (and What You Can Move)Locked
4.2Diagnosing Culture Before You Try to Change ItLocked
4.3Defining Values That Drive Behaviour, Not Wall ArtLocked
4.5Leaders Set Culture: Modelling, Symbols and the First Hard CaseLocked
4.6Aligning Systems to Values: Reward, Promote, Hire, ExitLocked
4.7Culture Across Entities, Nationalities and a UAE WorkforceLocked
4.8Running a Change Campaign That SticksLocked
4.9Measuring Culture and Proving It to the BoardLocked
05Leading Change, Restructuring and TransformationAED 550
A CHRO-level playbook for leading enterprise change in the UAE: diagnosing readiness, structuring transformation programmes, running legally clean restructures and redundancies under Federal Decree-Law 33/2021, protecting WPS and end-of-service through change, communicating under pressure, and locking in the new operating state.
5.1Diagnosing Change Readiness Before You CommitLocked
5.2Building the Change Case and the Transformation CharterLocked
5.3Choosing a Change Model and Making It RealLocked
5.4Restructuring Legally: Redundancy Under Federal Decree-Law 33/2021Locked
5.5Costing the Restructure: Gratuity, Settlement and Cash FlowLocked
5.6Protecting WPS and Payroll Continuity Through the ChangeLocked
5.7Communicating Change Under PressureLocked
5.8Managing Emiratisation and Talent Risk Through RestructuringLocked
5.9Embedding the New State and Measuring Whether It StuckLocked
06Executive and Sales Compensation DesignAED 600
A CHRO-level playbook for designing executive and sales pay in the UAE: philosophy, benchmarking, base/variable mix, commission architecture, executive packages, governance, and the legal and tax constraints that shape every plan.
6.1Building a Compensation Philosophy the Board Can Sign Off OnLocked
6.2Benchmarking Pay in the UAE Without Fooling YourselfLocked
6.6Paying Commission Legally: WPS, Timing and DeductionsLocked
6.7Structuring the Executive PackageLocked
6.8Setting Executive Incentive Metrics and TargetsLocked
6.9Governance, Approval and Pay TransparencyLocked
6.10Modelling Cost, Risk and the Whole Reward SystemLocked
07Equity, Long-Term Incentives and Founder AlignmentAED 600
A CHRO-level playbook for designing long-term incentives and equity-style arrangements in a privately held UAE group: choosing between real equity and phantom plans, sizing pools, structuring vesting and leaver terms, keeping it legal and tax-aware in the UAE, and aligning founders, executives, and top producers over multi-year horizons.
7.1Why Long-Term Incentives Exist and What They Must AchieveLocked
7.2Real Equity vs Phantom: The Core Design ForkLocked
7.3Sizing the Pool and Individual GrantsLocked
7.4Vesting Schedules, Cliffs and the Retention ClockLocked
7.5Good Leaver, Bad Leaver: The Rules That Do the Real WorkLocked
7.6Valuation: Pricing the Thing People Are Vesting IntoLocked
7.7Liquidity Events and How People Actually Get PaidLocked
7.8Founder Alignment and the Control QuestionLocked
7.9Documenting, Governing and Communicating the PlanLocked
08Succession Planning and Executive Talent DevelopmentAED 600
A CHRO-level playbook for building a living succession pipeline across a UAE multi-entity group: mapping critical roles, running honest talent reviews, developing successors, managing emergency cover, and de-risking founder and key-person dependency, all grounded in Federal Decree-Law 33/2021 realities and Emiratisation.
8.1Why succession is a board risk, not an HR ritualLocked
8.2Mapping critical roles across a multi-entity groupLocked
8.3Running an honest talent review with the leadership teamLocked
8.4Building succession slates and the ready-now / ready-later gridLocked
8.5Emergency succession and the CEO continuity planLocked
8.6Developing successors with stretch assignments, not coursesLocked
8.7De-risking founder and key-person dependencyLocked
8.8Retaining the successors you have namedLocked
8.9Governing succession: the board, the cadence, and the metricsLocked
09Mergers, Acquisitions and People IntegrationAED 500
A CHRO's playbook for the people side of UAE M&A: due diligence, employee transfer mechanics under Decree-Law 33/2021, harmonising terms across legal entities, retaining key talent, integrating culture, and running Day 1 without breaking WPS, visas or gratuity.
9.1The CHRO's role across the deal lifecycleLocked
9.2People due diligence: quantifying the liabilities you inheritLocked
9.3Employee transfer mechanics under UAE lawLocked
9.4Retention: locking in the talent that carries the valueLocked
9.5Harmonising terms and conditions across two workforcesLocked
9.6Culture integration and the operating model clashLocked
9.7Leadership selection and the 'clean room' redundancy questionLocked
9.8Day 1 readiness and the 100-day planLocked
9.9Communication, works-council-equivalents and legal risk in UAE dealsLocked
10People Analytics and Human-Capital ReportingAED 550
A CHRO-level guide to building a people analytics function that turns UAE workforce data into board-grade decisions: the metric stack, data quality, retention and cost modelling, pay equity, Emiratisation and compliance dashboards, and the human-capital narrative your CEO and board will actually act on.
10.1From HR Reporting to People Analytics: The Maturity LadderLocked
10.2The Human-Capital Metric Stack Every CHRO Should OwnLocked
10.3Data Quality, the Single Source of Truth, and UAE Privacy RulesLocked
10.4Turnover and Retention Analytics That Point to ActionLocked
10.5Workforce Cost and Productivity ModellingLocked
10.6Pay Equity and Compensation AnalyticsLocked
10.7Emiratisation, Compliance and Risk DashboardsLocked
10.8Engagement, Sentiment and Leading IndicatorsLocked
10.9The Human-Capital Board Report and the People NarrativeLocked
11HR for a Multi-Entity Group: Governance, Risk and StructureAED 550
How a group CHRO builds people governance, legal-entity structure, shared services, risk controls and compliance across multiple UAE licences and jurisdictions, so the group operates as one organisation without breaching the separate legal personality of each entity.
11.1Mapping the Legal-Entity Landscape Before You Design AnythingLocked
11.2One Group, Many Employers: The Co-Employment TrapLocked
11.3Secondment, Inter-Company Agreements and Intra-Group TransfersLocked
11.4Designing the Group HR Operating Model and Shared ServicesLocked
11.5Payroll, WPS and Benefits Across Multiple EntitiesLocked
11.6People Governance: Delegation of Authority and Approval MatricesLocked
11.7People Risk, Compliance Calendar and Emiratisation at Entity LevelLocked
11.8HR Data Protection and Document Control Across the GroupLocked
11.9Reporting Group People Risk to the Board and Holding CompanyLocked
12Board-Level People Strategy, Governance and Enterprise RiskAED 600
How a CHRO earns and keeps a seat at the board table: framing people strategy as enterprise risk, running the remuneration and nomination committees, meeting UAE governance and disclosure duties, and turning human capital into a board-level agenda item that survives scrutiny.
12.1What the Board Actually Wants From the People FunctionLocked
12.2Building the People Section of the Enterprise Risk RegisterLocked
12.3Running the Remuneration CommitteeLocked
12.4Running the Nomination and Succession CommitteeLocked
12.5UAE Corporate Governance Duties That Touch PeopleLocked
12.6Presenting Human Capital to the BoardLocked
12.7Managing Conflicts of Interest and Related-Party People DecisionsLocked
12.8People Risk in M&A and Investor Due DiligenceLocked
12.9The CHRO's Own Governance: Independence, Ethics and Speaking UpLocked
