About Programme

The global pandemic has brought about a historic opportunity for enterprises to rethink how they manage human capital. Organisations have been forced to reconsider many workplace assumptions, interactions and processes - given the new imperatives of health and well-being, remote working, virtual teams, rapid growth of digital technologies and above all the ever-growing demands of getting the right skills and talent. People Managers and HR leaders have the onerous task of not only creating a safe workplace in the short term, but also redefining systems and processes around the most important asset of businesses: the human capital.

People and their performance are influenced by the firm culture, strategic leadership, HR processes, talent composition, digital interface, and structure. Leaders need to take a ‘Systems’ view of their human capital ecosystem and cannot afford to tinker with parts of it.

Programme Start Date & Duration


Programme Fee


Download Brochure

Thank you for submitting your details. You will receive the brochure on your email shortly.

How does this Live Virtual programme help?

Our Executive education is redesigned for a radically different world. This programme blends the rigour of the rich and advanced curriculum by our global faculty with the ease and flexibility of digital learning. Leveraging digital platforms, we will provide real-time learning so you can immediately apply many advanced skills, relevant for the uncertain times we live in.

LIVE Virtual Classrooms

Experience a new way of immersive learning through group discussions, case reviews, peer networking and engaging dialogues.


Gain an official certificate awarded by the Centre for Executive Education at ISB, recognised by executives and employers for its world-class education

Research-Based Teaching

Learn at India’s most research-productive B-School. Gain from the advanced, up-to-date research being conducted by world-class faculty at ISB.

Alumni network

Expand your network with ISB’s 40,000+ high-performing alumni community. Join this group of senior executives and entrepreneurs spread across the entire world.


Learn how to deliver added value to all partners and stakeholders while you juggle the new work-life balance from the safety of your home.

Real-world application

Learn real-world skills that you can immediately apply to push the innovation agenda at your organisation, giving it a distinct advantage over competitors

Who should attend?

This programme is best suited for HR Leaders and people managers responsible for organisational units, ideally with upwards of 12 years of work experience in managerial roles.


  1. Understanding Human Capital Systems for future organisation
  2. Challenging assumptions and engaging in re-architecting Human Capital Systems
  3. Creating mindsets for building the digital-first organisations of the future
  4. Identify ways to address practices related to diversity and inclusion
  5. Roadmap to identifying current and future human needs
  6. Create a ‘Systems Thinking’ view of human capital

Module 1

Identifying the drivers of change: anchoring to the new reality

  • Needs due to COVID-19
  • Physical work impact
  • Virtual work impact

Going back to basics: the essentials of a Human Capital System

  • Components of HC System
  • Surfacing essentials and rethinking basics
  • Pressures on Current State

Module 2

Evaluating factors affecting culture
  • Changes due to COVID-19
  • Virtual working factors
Defining desired culture attributes
  • Key behaviours needed to support strategy
  • Culture shifts based on new directions

Module 3

Assessing the current leadership impact on HC System
  • Communication
  • Engagement
  • Motivation
Identifying new workforce expectations of leaders
  •  Talent orientation
  •  Culture reinforcement
  •  New Challenges of Inclusion

Module 4

Review current structures in light of new working patterns
  •  Span of control
  •  Level of engagement needed
  •  Reporting requirements
  •  Authority levels
Consider alternative structures and super-structures
  •  Information flows
  •  Cross-organisational teams
  •  Process interfaces
  •  Centres and other network groups 

Module 5

Determining current vs. future digital impact on workgroups

  •   Use of systems (timing of tasks, online work, etc.)
  •   Automation of activities

Analytics for Human Capital System and considering future uses of AI


  •  Ethical questions
  •  Responsible leadership of AI

Module 6

Assess current and future needs for your people

  • Review skill needs (talent)
  • Review safety needs and new requirements
  • Determine management capabilities
  • Impact based on virtual work approaches
  • Assess mental well-being needs

Address practices related to diversity and inclusion

  • Racial equality
  • Virtual workers vs. physical workers
  • Psychological safety needed for inclusion

Review non-employee human experience in workplace

  • Contract staff
  • Vendors/suppliers
  • Visitors
  • Custodial services
  • Landlord/tenants

Module 7

Addressing stakeholders
  •  Key influencers
  •  Supporters and champions
  •  Sponsors and advocates
Taking a change management perspective
  •  Demand and supply of change efforts
  •  Kotter’s 8 considerations
Measuring progress and impact
Bringing it all together - Summary

Module 8

This will be a session to reinforce learning by building accountability for applying the key lessons of the course back at work. Participants will be given a group assignment to complete in small groups offline and ahead of this session. In this session they will present their ‘action plans for the future‘ – outlining top 3 challenges, stakeholder influencing strategies and addressal plans, skills and mindsets required and the agenda for the next phase of learning to continue the ‘learn-do-learn’ cycle. You will get coaching feedback from the faculty and go back from the programme with clear plans to apply what you have learned back at work.

Redefine systems, interactions and processes around your most important asset – human capital.

Lead decisively in an uncertain world.

Meet the faculty


Chandrasekhar Sripada

Chandrasekhar is Professor of Organisational Behaviour and Strategic Human Capital (Practice) at ISB. Chandra holds a PhD in Organisational Behaviour and has done his MBA from the University of Leeds, UK. He has directed Leadership Development Strategies across traditional and new age industries. He brings a rare combination of interest in research, writing, teaching, and executive education, with vast hands-on experience of management practice.


Richard R. Smith

Rick has 30 years of global business experience coupled with a long track record of teaching success. As a former partner of the consulting firm Accenture, he has had the opportunity to work with clients around the world on topics of business models, strategy, leadership and organisational change. His recent book, Human Capital and Global Business Strategy has received many accolades. Rick also serves as a director on several boards and as an advisory board member for multiple prestigious organisations including AACSB Asia Pacific, the Singapore Civil Service College, ICEDR, and SSI Asia Pacific Limited.