CHRO Knowledge Base — Master Document (English Original)¶

Version: 0.9 (build in progress — Session 1, 2026-07-08) Status: Parts I–VII complete (Curricula A+B, 6 certification profiles, 23 university profiles (Part V closed), source library of 81). Manually verified core: ~67 sources. Deep-research absorption remains as optional union enrichment. Exact Ukrainian mirror: CHRO_KB_Master_UA.md. Companion files: PLAN_CHRO_Knowledge_Base.md (project tracker), CHRO_KB_Master_UA.md (Ukrainian mirror, Phase 3), Update_Tracker.md (Phase 4)

Part I. Foundations & Methodology¶

1.1 What this knowledge base is¶

A synthesis of the curricula of leading US and European university HR/people-management programs and the six major professional certification frameworks (CIPD, SHRM, HRCI, ATD, WorldatWork, AIHR), compiled into two maximally detailed learning curricula:

Curriculum A — HR Generalist: the complete operational HR profession (aligned to SHRM-CP / PHR / CIPD Level 3–5 / aPHR level).
Curriculum B — Strategic CHRO: the executive people-leadership profession (aligned to SHRM-SCP / SPHR / GPHR / CIPD Level 7 and the practices of top business schools).

Every module lists: learning outcomes → key topics → source-program attribution (which universities/certifications teach this) → recommended materials with direct links to legal open-access PDFs/courses wherever they exist. Where no legal free full text exists, a full bibliographic record is given instead.

1.2 Absorption methodology (binding rules)¶

Full absorption of everything found in every program — nothing discarded for brevity.
Deduplication of exact matches only. A topic that appears in two programs with different angles is kept as a deepened, merged section.
Partial overlap = enrichment, never deletion.
Source library = union of all program libraries, not the intersection.
Attribution preserved: each module records which program(s) recommend it — the count of attributions signals the weight/consensus of the topic.

1.3 The competency-framework map (the skeleton of both curricula)¶

Framework	Owner	Structure (verified)	Primary document
SHRM BASK (Body of Applied Skills & Knowledge), 2025	SHRM	3 behavioral clusters (Leadership, Interpersonal, Business) → 9 behavioral competencies + 1 technical competency (HR Expertise) → 14 functional areas across 3 knowledge domains (People, Organization, Workplace)	https://www.shrm.org/content/dam/en/shrm/credentials/shrm-certification/shrm-bask.pdf
CIPD Profession Map (Full Standards 2024)	CIPD	Core purpose → 6 core knowledge areas → 8 core behaviours → 9 specialist knowledge areas → 4 levels (Foundation/Associate/Chartered Member/Chartered Fellow)	https://www.cipd.org/globalassets/media/comms/the-people-profession/profession-map-pdfs/full-standards-download-a4-2024/
HRCS Round 8 (HR Competency Study), 2021	Ulrich / Univ. of Michigan Ross / RBL Group	5 competency domains for HR professionals who deliver business outcomes	https://www.rbl.net/hrcs-round-8 • full academic text of Round 7: https://deepblue.lib.umich.edu/bitstream/handle/2027.42/138377/ert21623.pdf
AIHR T-Shaped HR Competency Model (4th iteration)	AIHR	6 core competencies — Business Acumen, Data Literacy, Digital Agility, AI Fluency, People Advocacy, Execution Excellence — + specialist depth + leadership dimension; 4 proficiency levels	https://www.aihr.com/hr-competency-model/ • PDF: https://www.aihr.com/resources/AIHR_HR_Competency_Framework.pdf
ATD Talent Development Capability Model (Nov 2024)	ATD	3 domains (Building Personal Capability, Developing Professional Capability, Impacting Organizational Capability) → 23 capabilities	https://assets.td.org/m/6c9087bc07156878/original/ATD-Capability-Model-Definitions-Nov2024.pdf • https://capability.td.org/
HRCI Exam Content Outlines (2024)	HRCI	aPHR → PHR → SPHR → GPHR ladder of functional areas with exam weights	Index: https://www.hrci.org/certifications/exam-preparation-resources/exam-content-outlines
WorldatWork Total Rewards BoK	WorldatWork	Certification families: CCP (compensation, 8 exams), CBP (benefits), GRP (global remuneration), CECP (executive comp), CSCP (sales comp), WLCP (work-life)	https://worldatwork.org/certifications • Handbook 2025: https://worldatwork.org/media/CDN/dist/CDN2/documents/pdf/Education/WaW25_Certification-Handbook_2025.pdf
SHRM HR Curriculum Guidebook	SHRM	Minimum required + secondary HR content areas for university degree programs (the template used by 500+ programs at ~425 institutions)	https://www.shrm.org/content/dam/en/shrm/credentials/shrm-certification/shrm-hr-curriculum-guidelines.pdf
ISO 30414:2025	ISO	Human capital reporting & disclosure — 69 metrics across 11 areas (2025 edition replaced 2018)	https://www.iso.org/standard/30414 (paid) • free overview: https://www.conference-board.org/pdf_free/Overview-of-ISO-30414-Human-Capita-Reporting-Standards-Conference-Board.pdf

1.4 The open reading spine (full free legal texts used across modules)¶

Text	What it covers	Link
Human Resource Management (Univ. of Minnesota Libraries, CC BY-NC-SA)	Complete generalist HRM textbook, 14 chapters	https://open.lib.umn.edu/humanresourcemanagement/ (mirror: https://textbooks.whatcom.edu/bus230/)
Human Resources Management, 3rd Canadian Ed. (Fanshawe, 2023, CC BY-NC-SA)	Complete modern HRM textbook, full PDF	https://openlibrary-repo.ecampusontario.ca/jspui/bitstream/123456789/1837/4/Human-Resources-Management-3rd-Edition-1683060009.pdf
Organizational Behavior (OpenStax)	Complete OB textbook (Black/INSEAD, Bright et al.)	https://assets.openstax.org/oscms-prodcms/media/documents/OrganizationalBehavior-OP_TtwWIeQ.pdf
Principles of Management (OpenStax)	Management fundamentals; ch. 11 = HRM	https://openstax.org/details/books/principles-management
MIT OCW 15.668 People and Organizations	Full Sloan course: lecture notes + assignments	https://ocw.mit.edu/courses/15-668-people-and-organizations-fall-2010/
MIT OCW 15.660 Strategic HR Management	Full Sloan course: strategy, labor relations, diversity + cases	https://ocw.mit.edu/courses/sloan-school-of-management/15-660-strategic-hr-management-spring-2003/

Part II. Curriculum A — HR Generalist¶

Target profile: operational HR professional / HR business partner in the making. Alignment anchors: SHRM-CP, HRCI aPHR→PHR, CIPD Levels 3–5, AIHR core competencies, SHRM HR Curriculum Guidebook required content areas. Structure: 15 modules. Each = outcomes → topics → attribution → materials.

Module A1. The HR Profession, Its History and Operating Models¶

Learning outcomes - Explain the evolution from personnel administration → HRM → strategic people function. - Describe HR operating models (Ulrich three-legged model: HRBP / CoE / shared services) and modern variants. - Map the profession's competency frameworks (BASK, CIPD Profession Map, HRCS, AIHR) onto a personal development plan. - Understand HR's stakeholders and the employee-lifecycle view of HR work.

Key topics - History and paradigms of the field; personnel vs HRM vs people & culture. - The HR value chain: activities → outcomes → business impact. - HR operating models and the structure of the HR function (BASK functional area "Structure of the HR Function"). - Roles: generalist, specialist, HRBP, CoE, people ops; career lattices in HR. - Professional bodies and codes (SHRM, CIPD, HRCI, ATD, WorldatWork, AIHR) and their certification ladders. - The four levels of professional maturity in the CIPD Profession Map; T-shaped profile (AIHR).

Attribution: CIPD L3 (3CO01, 3CO04), CIPD Profession Map core, SHRM BASK ("Structure of the HR Function"; behavioral clusters), HRCI aPHR (HR Operations), AIHR T-shaped core, UMN & Fanshawe textbooks ch. 1, SHRM Curriculum Guidebook (required area: intro to HRM).

Materials (open access) - UMN Human Resource Management, ch. 1 "The Role of Human Resources": https://open.lib.umn.edu/humanresourcemanagement/ - Fanshawe HRM 3rd Ed., ch. 1 (full PDF): https://openlibrary-repo.ecampusontario.ca/jspui/bitstream/123456789/1837/4/Human-Resources-Management-3rd-Edition-1683060009.pdf - CIPD Profession Map full standards: https://www.cipd.org/globalassets/media/comms/the-people-profession/profession-map-pdfs/full-standards-download-a4-2024/ - SHRM BASK (competency skeleton): https://www.shrm.org/content/dam/en/shrm/credentials/shrm-certification/shrm-bask.pdf - AIHR T-Shaped model + PDF framework: https://www.aihr.com/hr-competency-model/ • https://www.aihr.com/resources/AIHR_HR_Competency_Framework.pdf - CIPD Level 3 qualification spec (module skeleton of the foundation level): https://www.cipd.org/globalassets/media/marketing/learning/cipd-qualifications/cipd-qualifications-regulatory-information/new-level-3-foundation-certificate-in-people-practice-v2.1_tcm18-88785.pdf

Module A2. Business Acumen and the Organizational Context¶

Learning outcomes - Read the business: strategy, business model, value drivers, P&L basics, industry forces. - Connect people decisions to commercial outcomes; speak the language of the CFO/COO. - Analyze external context (economic, regulatory, technological, demographic) and its workforce implications.

Key topics - Strategy fundamentals for HR; business models and value creation. - Financial literacy: revenue, margin, labor cost ratios, productivity metrics. - The external labor-market context: OECD/ILO indicators, demographics, migration, ageing workforce. - Commercial drive and consultation as professional behaviours (CIPD/BASK). - Organizational structures and governance basics.

Attribution: CIPD core knowledge "Business acumen" + L5 5CO01 (Organisational performance and culture in practice), SHRM BASK Business cluster (Business Acumen, Consultation, Analytical Aptitude), AIHR core "Business Acumen", HRCI PHR/SPHR (Business Management), OpenStax Principles of Management, MIT 15.668.

Materials (open access) - OpenStax Principles of Management (strategy, structure, managerial basics): https://openstax.org/details/books/principles-management - MIT OCW 15.668 People and Organizations (work systems in business context): https://ocw.mit.edu/courses/15-668-people-and-organizations-fall-2010/ - OECD Employment Outlook 2025 (full PDF — demographic crunch, productivity): https://www.oecd.org/content/dam/oecd/en/publications/reports/2025/07/oecd-employment-outlook-2025_5345f034/194a947b-en.pdf - ILO World Employment and Social Outlook: Trends 2025 (full PDF): https://www.ilo.org/sites/default/files/2025-01/WESO25_Trends_Report_EN.pdf - CIPD Level 5 spec (5CO01 unit outline): https://www.cipd.org/globalassets/media/marketing/learning/cipd-qualifications/cipd-qualifications-regulatory-information/new-level-5-associate-diploma-in-people-management-v2.2_tcm18-88827.pdf

Module A3. Employment Law and Compliance (US + UK/EU lens)¶

Learning outcomes - Apply core employment-law concepts across the employee lifecycle (hiring → termination). - Identify compliance risks: discrimination, harassment, wage & hour, leave, safety, data protection. - Distinguish US federal frameworks from UK/EU regimes; know when to escalate to counsel.

Key topics - US federal canon: Title VII, ADA, ADEA, FLSA, FMLA, NLRA, OSHA, EEO reporting (as covered by HRCI/SHRM outlines). - UK/EU: contracts of employment, working time, discrimination law, TUPE-type transfers, GDPR in HR data. - Policies, handbooks, investigations, documentation discipline. - Risk management and ethical practice as behavioral competencies.

Attribution: SHRM BASK ("U.S. Employment Law & Regulations", "Risk Management"), HRCI aPHR/PHR (Compliance & Risk Management — heavy exam weight), CIPD L5 optional "Specialist employment law" (5OS01), CIPD L7 optional "Advanced employment law in practice" (7OS01), UMN/Fanshawe law chapters, Cornell ILR (labor-law tradition).

Materials (open access) - UMN HRM, compliance chapters: https://open.lib.umn.edu/humanresourcemanagement/ - Fanshawe HRM 3rd Ed. (Canadian/comparative law framing, full PDF): https://openlibrary-repo.ecampusontario.ca/jspui/bitstream/123456789/1837/4/Human-Resources-Management-3rd-Edition-1683060009.pdf - HRCI PHR Exam Content Outline 2024 (the compliance topic map): https://www.hrci.org/docs/default-source/2024-document-control/hrci_phr-exam-content-outline-2024.pdf - HRCI aPHR ECO 2024: https://www.hrci.org/docs/default-source/2024-document-control/hrci_aphr-exam-content-outline-2024.pdf - CIPD L5 spec (5OS01 outline): https://www.cipd.org/globalassets/media/marketing/learning/cipd-qualifications/cipd-qualifications-regulatory-information/new-level-5-associate-diploma-in-people-management-v2.2_tcm18-88827.pdf - Government primary sources: EEOC (eeoc.gov), US DOL (dol.gov), UK gov (gov.uk/browse/employing-people), EUR-Lex — cite the statute, not summaries.

Module A4. Workforce Planning and Talent Acquisition¶

Learning outcomes - Build a workforce plan: demand/supply forecasting, gap analysis, build-buy-borrow decisions. - Design and run structured, evidence-based, legally defensible recruitment and selection. - Measure TA: time-to-fill, quality-of-hire, source effectiveness, candidate experience.

Key topics - Strategic workforce planning cycles; scenario-based headcount modeling. - Job analysis and design; competency-based job architecture. - Sourcing channels, employer brand at the operational level, recruitment marketing. - Selection science: structured interviews, work samples, assessments, validity/reliability; bias controls. - Contingent workforce and total-talent thinking; internal mobility. - Offer, negotiation, and preboarding.

Attribution: SHRM BASK ("Talent Acquisition", "Workforce Management"), HRCI PHR (Talent Planning & Acquisition), CIPD L5 5HR02 (Talent management and workforce planning), LSE MSc HRO (resourcing content in HRM stream), Cornell MILR HR concentration, UMN ch. 4–5, SHRM Curriculum Guidebook required area.

Materials (open access) - UMN HRM, ch. 4 "Recruitment" + ch. 5 "Selection": https://open.lib.umn.edu/humanresourcemanagement/ - Fanshawe HRM 3rd Ed. recruitment/selection chapters (full PDF): https://openlibrary-repo.ecampusontario.ca/jspui/bitstream/123456789/1837/4/Human-Resources-Management-3rd-Edition-1683060009.pdf - CIPD L5 spec (5HR02 unit outline): https://www.cipd.org/globalassets/media/marketing/learning/cipd-qualifications/cipd-qualifications-regulatory-information/new-level-5-associate-diploma-in-people-management-v2.2_tcm18-88827.pdf - CIPD factsheets hub (workforce planning, resourcing — regularly updated): https://www.cipd.org/en/knowledge/factsheets/ - WEF Future of Jobs Report 2025 (skills demand context for planning): https://reports.weforum.org/docs/WEF_Future_of_Jobs_Report_2025.pdf

Module A5. Onboarding, Employee Experience and the Employee Lifecycle¶

Learning outcomes - Design onboarding that accelerates time-to-productivity and early retention. - Map the employee journey and instrument its moments that matter. - Run lifecycle listening: surveys, pulse tools, stay/exit interviews.

Key topics - Onboarding architecture: preboarding, first 90 days, role clarity, social integration. - Employee experience (EX) design thinking; journey mapping; personas. - Lifecycle events: transfers, promotions, leaves, offboarding and alumni. - Listening strategy and acting on feedback; engagement survey basics (Gallup Q12-style logic).

Attribution: SHRM BASK ("Employee Engagement & Retention"), HRCI aPHR/PHR, CIPD specialist knowledge "Employee experience", Gallup research base, UMN/Fanshawe onboarding-retention chapters, AIHR People Advocacy.

Materials (open access) - UMN HRM, ch. 7 "Retention and Motivation" (+ onboarding sections): https://open.lib.umn.edu/humanresourcemanagement/ - Gallup State of the Global Workplace 2025 (full PDF, 141 pp. — engagement evidence): https://www.gallup.com/file/workplace/659528/state-of-the-global-workplace-2025-download.pdf - Gallup SGW current-edition page (2026: engagement 20%, $10T lost productivity): https://www.gallup.com/workplace/349484/state-of-the-global-workplace.aspx - CIPD factsheets (employee experience, engagement): https://www.cipd.org/en/knowledge/factsheets/

Module A6. Learning & Development and Talent Development¶

Learning outcomes - Run the full L&D cycle: needs analysis → design → delivery → transfer → evaluation. - Apply adult-learning and instructional-design principles (incl. digital/blended formats). - Evaluate learning with recognized models and connect L&D to capability strategy.

Key topics - Learning needs analysis at organization/team/individual levels. - Instructional design essentials; 70-20-10 and its critiques; social and workflow learning. - Digital learning: LMS/LXP, technology-enhanced learning, AI in learning. - Evaluation: Kirkpatrick levels, transfer of learning, learning analytics. - Talent development: succession pipelines (operational level), career pathways, mentoring/coaching basics. - The trainer/facilitator craft; curation vs creation.

Attribution: ATD Capability Model (all 3 domains; the core certification body of this module — APTD/CPTD), CIPD L5 Organisational L&D diploma (5LD01–03), CIPD L7 optional 7OS02 (Learning and development practice) + 7OS03 (Technology-enhanced learning), SHRM BASK ("Learning & Development"), HRCI PHR (Learning & Development functional area), UMN ch. 8.

Materials (open access) - ATD Capability Model definitions (full PDF, 23 capabilities): https://assets.td.org/m/6c9087bc07156878/original/ATD-Capability-Model-Definitions-Nov2024.pdf • interactive: https://capability.td.org/ - CIPD L5 Organisational L&D spec (5LD01–03 outlines): https://www.cipd.org/globalassets/media/marketing/learning/cipd-qualifications/cipd-qualifications-regulatory-information/new-level-5-associate-diploma-in-organisational-learning-and-development-2.1_tcm18-88828.pdf - UMN HRM, ch. 8 "Training and Development": https://open.lib.umn.edu/humanresourcemanagement/ - CIPD evidence reviews (what works in L&D — rapid evidence assessments): https://www.cipd.org/en/knowledge/evidence-reviews/ - WEF Future of Jobs 2025 (reskilling agenda: the skills outlook to 2030): https://reports.weforum.org/docs/WEF_Future_of_Jobs_Report_2025.pdf

Module A7. Performance Management¶

Learning outcomes - Design a performance system: goals (OKR/SMART), feedback cadence, calibration, ratings decisions. - Coach managers to hold quality performance conversations. - Handle underperformance fairly and legally; connect performance to reward and development.

Key topics - Goal-setting theory in practice; cascading vs aligned goals; OKRs vs MBO. - Continuous performance management vs annual review; check-ins and feedback culture. - Rating scales, calibration, forced ranking debates; bias in evaluation. - Performance improvement plans; documentation and due process. - Team-level performance and recognition systems.

Attribution: SHRM BASK (performance content within People domain), HRCI PHR (Employee Engagement/Performance), CIPD L5 5CO01 + reward-linkage in 5HR03, MIT 15.660 (performance & incentives lectures), UMN ch. 10–11, Gallup evidence base on engagement-performance linkage.

Materials (open access) - UMN HRM, ch. 11 "Employee Assessment": https://open.lib.umn.edu/humanresourcemanagement/ - MIT OCW 15.660 lecture notes (performance/incentive design in strategic context): https://ocw.mit.edu/courses/sloan-school-of-management/15-660-strategic-hr-management-spring-2003/ - Gallup SGW 2025 (manager-driven engagement evidence): https://www.gallup.com/file/workplace/659528/state-of-the-global-workplace-2025-download.pdf - CIPD factsheets (performance management): https://www.cipd.org/en/knowledge/factsheets/

Module A8. Total Rewards I: Compensation and Benefits Fundamentals¶

Learning outcomes - Build a base-pay structure: job evaluation, market pricing, ranges, pay progression. - Understand variable pay: bonus plans, incentives, recognition; benefits portfolio design basics. - Ensure pay compliance and pay-equity hygiene; communicate reward.

Key topics - Total Rewards model (WorldatWork): compensation, benefits, well-being, recognition, development. - Job evaluation methods; salary surveys and market pricing; geographic differentials. - Pay structures: grades, bands, broadbanding; compa-ratios and range penetration. - Variable pay: individual/team/organizational incentives; sales compensation basics. - Benefits: statutory vs discretionary; health/retirement basics (US 401(k)/ERISA lens vs UK/EU pensions). - Pay transparency and pay-equity analytics (operational level).

Attribution: WorldatWork (CCP body of knowledge — the anchor certification: 8 exams), SHRM BASK ("Total Rewards"), HRCI PHR (Total Rewards), CIPD L5 5HR03 (Reward for performance and contribution), UMN ch. 6, Cornell MILR compensation coursework.

Materials (open access) - WorldatWork certification handbook 2025 (full PDF — the CCP/CBP/GRP topic maps): https://worldatwork.org/media/CDN/dist/CDN2/documents/pdf/Education/WaW25_Certification-Handbook_2025.pdf - WorldatWork CCP page (exam-by-exam structure): https://worldatwork.org/certifications/certified-compensation-professional-ccp - UMN HRM, ch. 6 "Compensation and Benefits": https://open.lib.umn.edu/humanresourcemanagement/ - CIPD L5 spec (5HR03 outline): https://www.cipd.org/globalassets/media/marketing/learning/cipd-qualifications/cipd-qualifications-regulatory-information/new-level-5-associate-diploma-in-people-management-v2.2_tcm18-88827.pdf - CIPD reward factsheets: https://www.cipd.org/en/knowledge/factsheets/

Module A9. Employee Relations, Labor Relations and Voice¶

Learning outcomes - Manage the individual employment relationship: grievances, discipline, investigations, conflict. - Understand collective frameworks: unions, works councils, collective bargaining basics. - Build voice and psychological-contract awareness into management practice.

Key topics - The employment relationship and psychological contract. - Grievance and disciplinary procedures; workplace investigations craft. - Conflict resolution and mediation basics; dispute-resolution systems (Cornell ILR tradition). - Collective representation: union organizing, bargaining, industrial action; works councils (EU). - Employee voice channels; partnership vs adversarial models.

Attribution: Cornell ILR (the anchor school of this domain — MILR concentrations incl. Collective Representation & Dispute Resolution), CIPD L5 5HR01 (Employment relationship management), CIPD L7 7HR01 (Strategic employment relations), SHRM BASK ("Employee & Labor Relations"), HRCI PHR/SPHR (Employee & Labor Relations), MIT 15.660 (labor relations lecture set), LSE International Employment Relations stream.

Materials (open access) - MIT OCW 15.660 — labor relations lecture notes: https://ocw.mit.edu/courses/sloan-school-of-management/15-660-strategic-hr-management-spring-2003/ - Cornell MILR program structure (see ER/dispute-resolution concentrations): https://www.ilr.cornell.edu/programs/graduate-degree-programs/master-industrial-and-labor-relations-milr/program-information - UMN HRM, ch. 12 "Working with Labor Unions": https://open.lib.umn.edu/humanresourcemanagement/ - ILO WESO Trends 2025 (global labor-relations context, full PDF): https://www.ilo.org/sites/default/files/2025-01/WESO25_Trends_Report_EN.pdf - CIPD L5 spec (5HR01 outline): https://www.cipd.org/globalassets/media/marketing/learning/cipd-qualifications/cipd-qualifications-regulatory-information/new-level-5-associate-diploma-in-people-management-v2.2_tcm18-88827.pdf

Module A10. Diversity, Equity, Inclusion & Belonging (DEIB) and Wellbeing¶

Learning outcomes - Apply the evidence base on diversity, inclusion and fairness in people processes. - De-bias hiring, evaluation and reward decisions; measure DEIB honestly. - Design wellbeing strategy: psychosocial risk, workload, mental health, hybrid-work ergonomics.

Key topics - The business and ethics cases for inclusion; global/legal variation of DEI practice. - Inclusive process design across the lifecycle; accessibility. - Measurement: representation, pay equity, inclusion indices; avoiding DEI theater. - Wellbeing: models of work stress, psychosocial risk assessment, burnout evidence. - Working inclusively as a core behaviour (CIPD); Inclusion & Diversity competency (BASK).

Attribution: SHRM BASK ("Inclusion & Diversity" competency + "Corporate Social Responsibility"), CIPD core behaviour "Working inclusively" + L5 optional units (diversity & inclusion; wellbeing at work) + L7 7OS04 (Advanced diversity and inclusion) + 7OS06 (Well-being at work), MIT 15.660 diversity case set, Gallup wellbeing research, UMN diversity chapter.

Materials (open access) - UMN HRM, ch. 3 "Diversity and Multiculturalism": https://open.lib.umn.edu/humanresourcemanagement/ - MIT OCW 15.660 — diversity lecture/case materials: https://ocw.mit.edu/courses/sloan-school-of-management/15-660-strategic-hr-management-spring-2003/ - Gallup SGW 2025 (wellbeing + engagement evidence, full PDF): https://www.gallup.com/file/workplace/659528/state-of-the-global-workplace-2025-download.pdf - CIPD evidence reviews (inclusion, wellbeing — what the science says): https://www.cipd.org/en/knowledge/evidence-reviews/ - CIPD Good Work Index 2024 (job-quality evidence, full PDF): https://www.cipd.org/globalassets/media/knowledge/knowledge-hub/reports/2024-pdfs/8625-good-work-index-2024-summary-report-1-web.pdf

Module A11. HR Data Literacy and People Analytics Foundations¶

Learning outcomes - Read, question and present HR data: metrics, dashboards, benchmarks. - Run the basic analytics value chain: question → data → analysis → story → decision. - Know the core HR metric families and their traps (correlation/causation, survivorship, base rates).

Key topics - The HR metrics canon: turnover/retention, time-to-fill, cost-per-hire, absence, engagement indices, span of control. - Data foundations: HRIS data quality, definitions, segmentation; privacy/ethics of people data (GDPR lens). - Descriptive → diagnostic → predictive → prescriptive analytics maturity. - Storytelling with data; dashboard hygiene; benchmark sources (Gallup, CIPD, OECD/ILO). - Evidence-based HR: combining scientific literature, organizational data, stakeholder views, professional expertise (CIPD evidence-based practice).

Attribution: AIHR core "Data Literacy" (anchor body of this module), CIPD core knowledge "Analytics and creating value" + L5 5CO02 (Evidence-based practice) + specialist "People analytics", LSE MSc HRO core course People Analytics and Technology, SHRM BASK ("Analytical Aptitude"), HRCI outlines (metrics across areas).

Materials (open access) - LSE MSc HRO programme regulations (see the People Analytics & Technology core course): https://www.lse.ac.uk/resources/calendar2025-2026/programmeRegulations/taughtMasters/2025/MScHumanResourcesAndOrganisationsHumanResourceManagementCIPD.htm - CIPD evidence reviews (the method itself — rapid evidence assessments): https://www.cipd.org/en/knowledge/evidence-reviews/ - AIHR competency framework PDF (Data Literacy dimension): https://www.aihr.com/resources/AIHR_HR_Competency_Framework.pdf - Gallup SGW 2025 (benchmark data source, full PDF): https://www.gallup.com/file/workplace/659528/state-of-the-global-workplace-2025-download.pdf - ISO 30414 free overview (the metric taxonomy to aim at): https://www.conference-board.org/pdf_free/Overview-of-ISO-30414-Human-Capita-Reporting-Standards-Conference-Board.pdf

Module A12. HR Technology, Digital HR and AI in HR Operations¶

Learning outcomes - Map the HR tech stack: HRIS/HCM core, ATS, LMS/LXP, payroll, engagement tools, analytics layers. - Run selection/implementation basics and adoption change for HR systems. - Use AI in HR responsibly: use-cases, risks (bias, privacy, explainability), governance basics.

Key topics - HR tech landscape and architecture; integration and data flows. - Digital employee experience; self-service and workflow automation. - AI in HR: screening, chatbots, skills inference, generative-AI assistants; the AI-fluency competency. - Vendor selection, business cases, implementation and adoption. - Ethics/regulation of algorithmic HR (EU AI Act direction, NYC-style audit laws — verify current status per jurisdiction).

Attribution: AIHR core "Digital Agility" + "AI Fluency" (4th-iteration addition — anchor), SHRM BASK ("Technology Management"), CIPD core knowledge "Technology and people" family, Bersin research agenda (Superworker/AI-goes-enterprise), CIPD L7 7OS03 (Technology-enhanced learning) for the learning-tech slice.

Materials (open access) - AIHR T-Shaped model (AI Fluency definition): https://www.aihr.com/hr-competency-model/ • detail: https://www.aihr.com/blog/hr-competencies/ - Josh Bersin 2026 Imperatives: The Superworker Organization (agenda page + podcast overview): https://joshbersin.com/imperatives/ • https://joshbersin.com/podcast/2026-imperatives-understanding-the-biggest-hr-transformation-in-decades/ - Josh Bersin HR Predictions 2023 (full free PDF — format exemplar of the annual agenda): https://jbc.joshbersin.com/wp-content/uploads/2023/01/WT-23_01-HR-Predictions-2023-Report.pdf - Deloitte Global Human Capital Trends 2026 (AI-era workforce tensions): https://www.deloitte.com/us/en/insights/topics/talent/human-capital-trends.html - WEF Future of Jobs 2025 (technology adoption & skills, full PDF): https://reports.weforum.org/docs/WEF_Future_of_Jobs_Report_2025.pdf

Module A13. Organizational Behavior Essentials¶

Learning outcomes - Apply OB fundamentals: motivation, perception, attitudes, personality, groups, leadership, power, culture. - Diagnose team dynamics and design interventions grounded in evidence. - Bridge OB science to daily HR practice (engagement, performance, change).

Key topics - Individual level: motivation theories and their evidence status; job attitudes; job design (JCM). - Group level: team effectiveness, norms, conflict, decision traps. - Organization level: culture, power/politics, communication, leadership schools. - Work design and the changing nature of work (hybrid/remote evidence).

Attribution: OpenStax Organizational Behavior (full-textbook anchor), LSE MSc HRO OB stream + core OB course, MIT 15.668 (people & organizations), UMN HRM motivation/retention chapters, CIPD core knowledge "Culture and behaviour".

Materials (open access) - OpenStax Organizational Behavior — complete textbook PDF: https://assets.openstax.org/oscms-prodcms/media/documents/OrganizationalBehavior-OP_TtwWIeQ.pdf • page: https://openstax.org/details/books/organizational-behavior - MIT OCW 15.668 People and Organizations (full course): https://ocw.mit.edu/courses/15-668-people-and-organizations-fall-2010/ - LSE MSc HRO page (OB stream structure): https://www.lse.ac.uk/study-at-lse/graduate/msc-human-resources-and-organisations

Module A14. Global and Cross-Cultural HRM (Generalist Level)¶

Learning outcomes - Operate HR processes across borders: hiring, mobility, reward and compliance differences. - Apply cross-cultural frameworks critically (not stereotypically) to management practice. - Understand global assignment lifecycles and international employment structures (incl. EOR basics).

Key topics - Comparative employment systems: US at-will vs European protective regimes; works councils. - Global mobility: assignment types, relocation, tax/social-security awareness (escalation points). - Cross-cultural management evidence; global teams and communication. - International reward basics (link to GRP body of knowledge). - Global labor standards (ILO) and supply-chain labor awareness.

Attribution: HRCI GPHR (anchor certification of this module), SHRM BASK ("Managing a Global Workforce"), CIPD L5 optional unit (People management in an international context) + L7 7OS05, LSE core course Management of People in Global Companies, WorldatWork GRP, ILO/OECD source base.

Materials (open access) - HRCI GPHR Exam Content Outline 2024 (the global topic map): https://www.hrci.org/docs/default-source/2024-document-control/hrci_gphr-exam-content-outline-2024.pdf - LSE MSc HRO regulations (Management of People in Global Companies course): https://www.lse.ac.uk/resources/calendar2025-2026/programmeRegulations/taughtMasters/2025/MScHumanResourcesAndOrganisationsHumanResourceManagementCIPD.htm - ILO WESO Trends 2025 + May Update (full PDFs): https://www.ilo.org/sites/default/files/2025-01/WESO25_Trends_Report_EN.pdf • https://www.ilo.org/sites/default/files/2025-05/WESOUpdate_May2025_1.pdf - OECD Employment Outlook 2025 (full PDF): https://www.oecd.org/content/dam/oecd/en/publications/reports/2025/07/oecd-employment-outlook-2025_5345f034/194a947b-en.pdf

Module A15. Ethics, Professional Practice and Personal Effectiveness¶

Learning outcomes - Apply professional codes of conduct (SHRM/CIPD) to real dilemmas; practice professional courage. - Manage confidentiality, conflicts of interest and whistleblowing channels. - Build personal effectiveness: consulting skills, influence, prioritization, reflective practice, CPD.

Key topics - Ethical frameworks in people decisions; fairness and procedural justice. - Data ethics in HR (surveillance, monitoring, AI decisions). - The consultation craft: contracting, diagnosis, feedback, facilitation. - Professional courage and influence; valuing people (CIPD core behaviours). - CPD systems: using the Profession Map / BASK for self-assessment; certification pathways.

Attribution: SHRM BASK ("Ethical Practice" — Leadership cluster), CIPD core behaviours ("Ethical practice", "Professional courage and influence") + L3 3CO03 + L7 7CO03 (Personal effectiveness, ethics and business acumen), HRCI ethics content across ECOs, ATD "Building Personal Capability" domain.

Materials (open access) - CIPD "How to use the Profession Map for your own professional development" (guide PDF): https://www.cipd.org/globalassets/media/knowledge/knowledge-hub/guides/2023-pdfs/how-to-use-the-profession-map-for-your-own-professional-development.pdf - SHRM BASK (Ethical Practice competency, incl. proficiency indicators): https://www.shrm.org/content/dam/en/shrm/credentials/shrm-certification/shrm-bask.pdf - SHRM BASK checklist 2025 (self-audit instrument): https://www.shrm.org/content/dam/en/shrm/credentials/shrm-certification/recertification-providers/bask-checklist-2025.pdf - ATD Capability Model (Personal Capability domain): https://assets.td.org/m/6c9087bc07156878/original/ATD-Capability-Model-Definitions-Nov2024.pdf

Curriculum A — Capstone and Assessment Pattern¶

Capstone options (mirroring source programs): an HR audit of a real/simulated organization (CIPD L5 style evidence portfolio) • a full-cycle hiring-to-onboarding project • an analytics mini-project answering one business question with data.
Assessment logic borrowed from: CIPD unit assessment briefs (L3/L5), SHRM-CP situational-judgment style items (BASK behavioral indicators), HRCI multiple-domain exams (aPHR→PHR), university practicum models (Cornell MILR HR Bundle practicum ILRHR 5610).
Certification exit ramps: aPHR → PHR / SHRM-CP; CIPD Foundation → Associate; ATD APTD for L&D-leaning generalists; WorldatWork C1-level courses for reward-leaning generalists.

End of Curriculum A (v0.9 — will be deepened by deep-research absorption: university syllabi detail, per-module reading lists from each program, EU program variants.)

Part III. Curriculum B — Strategic CHRO¶

Target profile: VP HR → CHRO / Chief People Officer; senior HR leaders operating at C-suite and board level. Alignment anchors: CIPD Level 7 (Advanced Diploma in Strategic People Management), HRCI SPHR + GPHR, SHRM-SCP, HRCS (Ulrich/Michigan), WorldatWork CECP, and the strategic-HR coursework of Cornell/LSE/MIT-tier programs. Structure: 18 modules. Same format: outcomes → topics → attribution → materials.

Module B1. The CHRO Role, the G3, and the People-Strategy Mandate¶

Learning outcomes - Define the modern CHRO mandate: value creation through people, not administration of HR. - Operate as part of the G3 (CEO–CFO–CHRO) shaping strategy, capital and talent allocation together. - Set a people-strategy agenda tied to enterprise strategy and articulate it to the board.

Key topics - The CHRO archetypes and career paths; scope of the office (people, culture, org, often comms/ESG). - The G3 concept: linking financial and human capital planning (Charan/Barton/Carey). - People strategy design: from business strategy → organizational capabilities → talent priorities. - The Ulrich outside-in logic: HR value defined by receivers (investors, customers, boards). - CHRO operating rhythm: board cycle, talent reviews, strategy cadence.

Attribution: HBR "People Before Strategy" (anchor text), HRCS Round 8 (Ulrich/RBL), CIPD L7 7CO02 (People management and development strategies for performance), SPHR (Leadership & Strategy — largest exam domain), LSE core course Management of Human Resources: Strategies and Policy, Cornell ILRHR 6910 (Strategy and Finance for HR Professionals), MIT 15.660.

Materials (open access) - HBR: People Before Strategy: A New Role for the CHRO (Charan, Barton, Carey, Jul–Aug 2015): https://hbr.org/2015/07/people-before-strategy-a-new-role-for-the-chro - HRCS Round 8 model overview: https://www.rbl.net/insights/articles/new-hrcs-8-competency-model-focuses-on-simplifying-complexity • https://www.rbl.net/hrcs-round-8 - HRCS Round 7 full academic paper (Michigan Deep Blue, free PDF): https://deepblue.lib.umich.edu/bitstream/handle/2027.42/138377/ert21623.pdf - CIPD L7 spec (7CO02 unit outline): https://www.cipd.org/globalassets/media/marketing/quals/june-2024-advanced-diploma-in-strategic-people-management-1.5.pdf - HRCI SPHR ECO 2024 (Leadership & Strategy domain map): https://www.hrci.org/docs/default-source/2024-document-control/hrci_sphr-exam-content-outline-2024.pdf - MIT OCW 15.660 Strategic HR Management (full course): https://ocw.mit.edu/courses/sloan-school-of-management/15-660-strategic-hr-management-spring-2003/

Module B2. Strategic Human Capital as Competitive Advantage¶

Learning outcomes - Argue, with evidence, how human-capital practices drive financial performance and resilience. - Apply the "performance through people" playbook: what P+P winner firms do differently. - Position human capital in investor conversations (link to B11/B13 disclosure modules).

Key topics - The evidence base: human capital ↔ productivity ↔ shareholder value (MGI dual-focus firms). - Organizational capital: skills escalators, internal mobility, frontline development. - Employee experience → engagement → performance causal chain (and its limits) — Gallup evidence. - The resource-based view of the firm applied to talent; hard-to-copy capabilities. - Human capital risk: key-person risk, capability gaps, attrition economics.

Attribution: McKinsey Global Institute Performance through People (anchor report), Gallup SGW, HRCS (Advances Human Capability domain), CIPD L7 7CO01 (Work and working lives in a changing business environment), Deloitte HCT, WEF FoJ 2025.

Materials (open access) - MGI Performance through People — full report PDF: https://www.mckinsey.com/~/media/mckinsey/mckinsey%20global%20institute/our%20research/performance%20through%20people%20transforming%20human%20capital%20into%20competitive%20advantage/mgi-performance-through-people-full-report-vf.pdf - Gallup State of the Global Workplace 2025 (full PDF): https://www.gallup.com/file/workplace/659528/state-of-the-global-workplace-2025-download.pdf - Deloitte Global Human Capital Trends 2026 (landing + report access): https://www.deloitte.com/us/en/insights/topics/talent/human-capital-trends.html - WEF Future of Jobs Report 2025 (full PDF): https://reports.weforum.org/docs/WEF_Future_of_Jobs_Report_2025.pdf

Module B3. Organizational Design and Operating Models¶

Learning outcomes - Diagnose and (re)design organizations: structure, governance, roles, decision rights, spans/layers. - Choose operating models fit for strategy (functional, divisional, matrix, network, platform, agile). - Lead org-design programs: case for change, design principles, transition and de-layering economics.

Key topics - Strategy → capabilities → structure logic; design criteria and trade-offs. - Decision rights and governance; RA(S)CI discipline; spans & layers analytics. - New forms: agile at scale, team-of-teams, skills-based organization debates. - Workforce shaping: role architecture, job families, FTE and cost modeling. - OD as a discipline: diagnostics, interventions, evaluation (link to CIPD OD&D specialist area).

Attribution: CIPD specialist knowledge "Organisation development and design" + L7 core strategy units, SHRM BASK ("Organizational Effectiveness & Development" + "Structure of the HR Function"), SPHR (Business leadership/organization content), MIT 15.668/15.660, Deloitte HCT (org-of-the-future themes), Bersin agenda.

Materials (open access) - OpenStax Organizational Behavior (structure/design chapters, full PDF): https://assets.openstax.org/oscms-prodcms/media/documents/OrganizationalBehavior-OP_TtwWIeQ.pdf - MIT OCW 15.668 (organizational systems): https://ocw.mit.edu/courses/15-668-people-and-organizations-fall-2010/ - CIPD factsheets (organisation design; organisation development): https://www.cipd.org/en/knowledge/factsheets/ - Deloitte Human Capital Trends 2026: https://www.deloitte.com/us/en/insights/topics/talent/human-capital-trends.html

Module B4. Strategic Workforce Planning and Enterprise Talent Strategy¶

Learning outcomes - Build multi-year strategic workforce plans linked to scenarios and capital plans. - Set enterprise talent strategy: build/buy/borrow/bot, critical-role segmentation, succession depth. - Govern skills architecture and internal talent marketplaces at scale.

Key topics - Scenario-based SWP; demand drivers (strategy, technology, demography) and supply analytics. - Critical roles & capabilities segmentation; talent risk heatmaps. - Skills-based planning; taxonomy/ontology governance; AI-driven skills inference (critically assessed). - Location strategy and workforce footprint; total-workforce (contingent) integration. - Talent-strategy governance: talent councils, reviews, succession pipelines (enterprise level).

Attribution: CIPD L7 7HR02 (Resourcing and talent management to sustain success), SPHR/GPHR (workforce planning at strategic weight), SHRM BASK ("Workforce Management", "Talent Acquisition" strategic indicators), WEF FoJ (skills outlook), Mercer GTT, Cornell MILR HR strategy coursework.

Materials (open access) - CIPD L7 spec (7HR02 outline): https://www.cipd.org/globalassets/media/marketing/quals/june-2024-advanced-diploma-in-strategic-people-management-1.5.pdf - WEF Future of Jobs 2025 (full PDF — skills to 2030): https://reports.weforum.org/docs/WEF_Future_of_Jobs_Report_2025.pdf - Mercer Global Talent Trends (2026 landing; 2024 full PDF): https://www.mercer.com/insights/people-strategy/future-of-work/global-talent-trends/ • https://www.mercer.com/assets/global/en/shared-assets/local/attachments/pdf-2024-global-talent-trends-report-en.pdf - OECD Employment Outlook 2025 (demography → planning, full PDF): https://www.oecd.org/content/dam/oecd/en/publications/reports/2025/07/oecd-employment-outlook-2025_5345f034/194a947b-en.pdf

Module B5. Culture: Diagnosis, Stewardship and Transformation¶

Learning outcomes - Diagnose culture with rigor (artifacts–values–assumptions; norms; climate data) and link it to strategy. - Lead culture transformation: target-culture definition, leadership behaviors, systems alignment. - Steward culture through crises, scaling, M&A and leadership transitions.

Key topics - Culture models and their evidence status; culture vs climate vs engagement. - Measurement: surveys, network analysis, language analytics; triangulation. - The behavioral levers: leadership modeling, symbols, rituals, incentives, structures. - Values programs that work vs theater; psychological safety at scale. - Board reporting on culture (governance expectations).

Attribution: CIPD core knowledge "Culture and behaviour" + L7 strategy units, SHRM BASK (Leadership cluster + Organizational domain), LSE OB stream, MIT 15.660 culture/loyalty materials, Deloitte HCT culture themes, Gallup evidence.

Materials (open access) - OpenStax Organizational Behavior (culture chapters, full PDF): https://assets.openstax.org/oscms-prodcms/media/documents/OrganizationalBehavior-OP_TtwWIeQ.pdf - MIT OCW 15.660 (culture/loyalty lectures + cases): https://ocw.mit.edu/courses/sloan-school-of-management/15-660-strategic-hr-management-spring-2003/ - Gallup SGW 2025 (manager & culture evidence): https://www.gallup.com/file/workplace/659528/state-of-the-global-workplace-2025-download.pdf - CIPD Good Work Index 2024 (job quality → culture signals, PDF): https://www.cipd.org/globalassets/media/knowledge/knowledge-hub/reports/2024-pdfs/8625-good-work-index-2024-summary-report-1-web.pdf

Module B6. Change Management and Transformation Leadership¶

Learning outcomes - Architect enterprise change: portfolio of changes, change load, sequencing, adoption economics. - Choose and combine change approaches critically (planned vs emergent; Kotter/Lewin lineage vs evidence-based critiques). - Build change capability as an organizational muscle, not a project add-on.

Key topics - Change strategy: case for change, stakeholder mapping, coalition building, resistance diagnostics. - Change delivery: communication architectures, capability building, reinforcement systems. - Transformation types: digital, operating-model, cultural, restructuring/downsizing (with dignity and legal care). - Change analytics: adoption metrics, sentiment tracking, fatigue monitoring. - The CHRO as chief transformation enabler; partnership with strategy/transformation offices.

Attribution: CIPD core knowledge "Change" + L7 core units, SPHR (Leadership & Strategy), SHRM BASK (Leadership & Navigation), MIT 15.660/15.668, Deloitte HCT (transformation tensions), Mercer GTT (change fatigue evidence), Bersin.

Materials (open access) - MIT OCW 15.668 (organizational change materials): https://ocw.mit.edu/courses/15-668-people-and-organizations-fall-2010/ - OpenStax Organizational Behavior (change chapters, full PDF): https://assets.openstax.org/oscms-prodcms/media/documents/OrganizationalBehavior-OP_TtwWIeQ.pdf - Deloitte Human Capital Trends 2026 ("from tensions to tipping points" — transformation agenda): https://www.deloitte.com/us/en/insights/topics/talent/human-capital-trends.html - Mercer Global Talent Trends (workforce change evidence): https://www.mercer.com/insights/people-strategy/future-of-work/global-talent-trends/ - CIPD factsheets (change management): https://www.cipd.org/en/knowledge/factsheets/

Module B7. Executive Compensation and Strategic Reward Governance¶

Learning outcomes - Design executive pay: base/bonus/LTI architecture, performance metrics, peer benchmarking, contracts. - Navigate the governance ecosystem: compensation committee, proxy advisors (ISS/Glass Lewis), say-on-pay, disclosure rules (Pay-versus-Performance). - Govern enterprise reward strategy: pay philosophy, equity programs, fairness/pay-equity at scale.

Key topics - LTI instruments: options, RSUs, PSUs; vesting design; dilution and burn-rate governance. - Metric selection: TSR/EPS/ROIC vs strategic & ESG-linked metrics; gaming risks (Bebchuk/Fried critique). - SEC disclosure regime: CD&A, Pay-versus-Performance rules, clawbacks; UK/EU remuneration-report regimes. - Compensation-committee craft: calendars, consultants (FW Cook/Semler Brossy-type inputs), benchmarking ethics. - Severance, change-in-control, and executive contracts; perquisites governance. - Say-on-pay dynamics and investor engagement on pay.

Attribution: WorldatWork CECP (anchor certification), Harvard Law School Forum on Corporate Governance (anchor open source), CIPD L7 7HR03 (Strategic reward management), SPHR (Total Rewards strategic weight), SHRM BASK ("Total Rewards" senior indicators), Cornell ILRHR 6910 (strategy & finance for HR).

Materials (open access) - Harvard Law School Forum — Executive Compensation category (continuously updated; Bebchuk/Fried research links, ISS/Conference Board/FW Cook memos, Pay-versus-Performance analyses): https://corpgov.law.harvard.edu/category/executive-compensation/ - WorldatWork Certification Handbook 2025 (CECP body of knowledge, full PDF): https://worldatwork.org/media/CDN/dist/CDN2/documents/pdf/Education/WaW25_Certification-Handbook_2025.pdf - CIPD L7 spec (7HR03 outline): https://www.cipd.org/globalassets/media/marketing/quals/june-2024-advanced-diploma-in-strategic-people-management-1.5.pdf - HRCI SPHR ECO 2024 (Total Rewards domain): https://www.hrci.org/docs/default-source/2024-document-control/hrci_sphr-exam-content-outline-2024.pdf - Primary rule texts: SEC (sec.gov — Pay-versus-Performance releases), UK Companies (Miscellaneous Reporting) regs — cite the regulator.

Module B8. Working with the Board: Governance, Committees and the CHRO¶

Learning outcomes - Serve the board effectively: compensation committee support, talent & culture reporting, succession governance. - Understand director duties, board composition/evaluation, and where people topics sit in governance. - Present to boards: materials discipline, risk framing, decision clarity.

Key topics - Governance architecture: board/committee structures; comp committee vs nom/gov committee mandates. - What boards ask of CHROs: succession depth, culture risk, human-capital disclosure, exec pay. - Board evaluation and effectiveness; director onboarding and education on people topics. - Shareholder engagement on human-capital topics; activist scenarios. - Board-level metrics packs (bridge to B11 ISO 30414 and B13 disclosure).

Attribution: Harvard Law Forum (governance corpus — anchor), HBR G3 logic, SPHR/SHRM-SCP leadership domains, CIPD L7 (governance content within strategy units), Conference Board materials (via HLS Forum posts), Deloitte HCT (board-CHRO agenda).

Materials (open access) - Harvard Law School Forum on Corporate Governance (main hub — board practice, committees, disclosure): https://corpgov.law.harvard.edu/ - HBR People Before Strategy (CHRO–board–CEO triangle): https://hbr.org/2015/07/people-before-strategy-a-new-role-for-the-chro - Conference Board ISO 30414 overview (board-grade human-capital reporting primer, free PDF): https://www.conference-board.org/pdf_free/Overview-of-ISO-30414-Human-Capita-Reporting-Standards-Conference-Board.pdf - Deloitte Human Capital Trends 2026: https://www.deloitte.com/us/en/insights/topics/talent/human-capital-trends.html

Module B9. CEO and Executive Succession¶

Learning outcomes - Run CEO succession as a multi-year board-owned process with CHRO as architect. - Build executive assessment and development systems: benchmarks, simulations, transitions. - Handle emergency succession, external search governance and announcement management.

Key topics - Succession planning horizons: emergency, medium-term, long-term pipelines. - Executive assessment: psychometrics, track-record analytics, references done right; assessor governance. - Internal vs external candidates; search-firm management; confidentiality mechanics. - CEO transitions: onboarding a CEO, outgoing-CEO roles, board dynamics. - Succession for the C-suite beyond CEO; CHRO succession itself. - Disclosure and investor expectations around succession readiness.

Attribution: SPHR (Leadership & Strategy), SHRM-SCP/BASK senior leadership indicators, Harvard Law Forum (succession governance posts), HBR G3 article, CIPD L7 resourcing/talent unit (7HR02) at executive altitude, Cornell/LSE leadership coursework.

Materials (open access) - Harvard Law School Forum (search: succession — governance-grade treatments): https://corpgov.law.harvard.edu/ - HBR People Before Strategy: https://hbr.org/2015/07/people-before-strategy-a-new-role-for-the-chro - CIPD L7 spec (7HR02): https://www.cipd.org/globalassets/media/marketing/quals/june-2024-advanced-diploma-in-strategic-people-management-1.5.pdf - CIPD factsheets (succession planning): https://www.cipd.org/en/knowledge/factsheets/

Module B10. M&A: HR Due Diligence and Integration¶

Learning outcomes - Lead people due diligence: liabilities, comp/benefits exposure, culture risk, key-talent flight risk. - Plan and execute integration: Day-1 readiness, org design of the combined entity, retention economics. - Manage cross-border deal people-issues: consultation duties, transfer regimes, works councils.

Key topics - Diligence scope: employment liabilities, pensions/benefits, equity plans (change-in-control triggers), litigation, compliance. - Culture due diligence: methods that go beyond slogans; integration-risk scoring. - Retention: key-people identification, retention packages, non-financial levers. - Integration management office (people workstream); synergy targets and headcount ethics. - TUPE/ARD-type transfer rules in Europe; US WARN-type notice duties; global consult obligations. - Post-merger integration measurement: attrition curves, engagement recovery, productivity.

Attribution: SPHR/GPHR (org change/global deal content), CIPD L7 (change + employment-law options 7OS01), SHRM BASK (Risk Management, Organizational Effectiveness), Harvard Law Forum (deal governance/comp in M&A), Cornell ILR labor-transaction tradition, MIT 15.660 restructuring cases.

Materials (open access) - Harvard Law School Forum (M&A governance + compensation-in-deals corpus): https://corpgov.law.harvard.edu/ - HRCI GPHR ECO 2024 (global M&A people content map): https://www.hrci.org/docs/default-source/2024-document-control/hrci_gphr-exam-content-outline-2024.pdf - CIPD L7 spec (7OS01 advanced employment law): https://www.cipd.org/globalassets/media/marketing/quals/june-2024-advanced-diploma-in-strategic-people-management-1.5.pdf - MIT OCW 15.660 (restructuring/strategic cases): https://ocw.mit.edu/courses/sloan-school-of-management/15-660-strategic-hr-management-spring-2003/

Module B11. Strategic People Analytics and Human Capital Reporting (ISO 30414)¶

Learning outcomes - Run analytics as a strategic function: causal questions, workforce modeling, decision impact. - Stand up human-capital reporting to ISO 30414:2025 logic (69 metrics, 11 areas) for internal and external audiences. - Govern people-data ethics at enterprise scale (privacy, AI decisions, monitoring boundaries).

Key topics - Analytics operating model: team design, demand management, product mindset for people insights. - Advanced methods overview: causal inference on people data, attrition/mobility modeling, ONA. - ISO 30414 metric areas (2025 edition): from compliance/ethics and costs to productivity, leadership, culture-related indicators — building the audit-ready pack. - External human-capital disclosure landscape: investor expectations, SEC human-capital disclosure trajectory, EU CSRD/ESRS S1 direction (verify current rule status when applying). - Data governance: definitions catalog, lineage, privacy-by-design, algorithmic accountability.

Attribution: ISO 30414:2025 (anchor standard), Conference Board overview, AIHR Data Literacy/AI Fluency at leadership level, CIPD "Analytics and creating value" + evidence-based practice at L7 (7CO04 Business research in people practice), LSE People Analytics and Technology, SHRM BASK (Analytical Aptitude senior indicators), Deloitte/Mercer analytics agendas.

Materials (open access) - Conference Board — Overview of ISO 30414 Human Capital Reporting Standards (free PDF): https://www.conference-board.org/pdf_free/Overview-of-ISO-30414-Human-Capita-Reporting-Standards-Conference-Board.pdf - ISO 30414:2025 official page (standard is paid; page confirms scope/status): https://www.iso.org/standard/30414 - 2025-edition overview (HR Metrics, PDF): https://thehrmetrics.com/wp-content/uploads/2025/12/ISO-30414_2025.pdf - CIPD L7 spec (7CO04 — research methods for people practice): https://www.cipd.org/globalassets/media/marketing/quals/june-2024-advanced-diploma-in-strategic-people-management-1.5.pdf - LSE MSc HRO regulations (People Analytics & Technology): https://www.lse.ac.uk/resources/calendar2025-2026/programmeRegulations/taughtMasters/2025/MScHumanResourcesAndOrganisationsHumanResourceManagementCIPD.htm

Module B12. Financial Acumen for the CHRO¶

Learning outcomes - Read financial statements and investor materials; connect people plans to P&L, cash flow and valuation. - Build workforce cost models: total labor cost, productivity ratios, restructuring economics, HR ROI cases. - Partner with the CFO on budgeting, headcount governance and human-capital investment cases.

Key topics - Financial statements literacy for people leaders; unit economics of the workforce. - Labor cost management: mix, location, contingent share; benefits cost curves (health/pension exposure). - Business cases: NPV/payback logic for HR programs; measuring program ROI honestly. - Headcount governance: position management, budget cycles, workforce-plan-to-budget linkage. - Investor lens: how analysts read human-capital signals; compensation cost disclosures.

Attribution: Cornell ILRHR 6910 — Strategy and Finance for HR Professionals (anchor course), SPHR (Business Management & Strategy financial content), CIPD L7 7CO03 (business acumen at senior level), MGI Performance through People (productivity economics), WorldatWork (comp cost mechanics), MIT Sloan tradition.

Materials (open access) - Cornell MILR structure incl. ILRHR 6910 (program info + PDF): https://www.ilr.cornell.edu/programs/graduate-degree-programs/master-industrial-and-labor-relations-milr/program-information • https://courses.cornell.edu/programs/industrial-labor-relations-milr/industrial-labor-relations-milr.pdf - MGI Performance through People (full PDF — the productivity/human-capital economics evidence): https://www.mckinsey.com/~/media/mckinsey/mckinsey%20global%20institute/our%20research/performance%20through%20people%20transforming%20human%20capital%20into%20competitive%20advantage/mgi-performance-through-people-full-report-vf.pdf - OpenStax Principles of Management (finance-adjacent management fundamentals): https://openstax.org/details/books/principles-management - CIPD L7 spec (7CO03): https://www.cipd.org/globalassets/media/marketing/quals/june-2024-advanced-diploma-in-strategic-people-management-1.5.pdf

Module B13. ESG, Sustainability and Human-Capital Disclosure¶

Learning outcomes - Own the "S" of ESG: workforce disclosure, human rights in operations/supply chains, DEI reporting. - Align people reporting with frameworks in force for your jurisdiction (ISO 30414; CSRD/ESRS S1 in the EU; investor-driven US practice) — verifying current regulatory status at time of use. - Integrate wellbeing, fair-work and social-impact commitments into strategy and board reporting.

Key topics - The human-capital disclosure map: mandatory vs voluntary; assurance readiness. - ESRS S1 (own workforce) logic; double-materiality thinking for people topics. - Human rights & labor standards (ILO core conventions) in the value chain; modern-slavery statements. - Executive-pay ESG linkage (bridge to B7); greenwashing/social-washing risks. - Good-work agendas: job quality measurement (CIPD Good Work Index approach).

Attribution: ISO 30414:2025 + Conference Board (anchors), CIPD (Good Work Index; responsible business content), ILO (standards base), Harvard Law Forum (ESG-comp governance debate incl. Bebchuk/Tallarita critique), SHRM BASK ("Corporate Social Responsibility"), Deloitte HCT.

Materials (open access) - CIPD Good Work Index 2024 (full summary PDF): https://www.cipd.org/globalassets/media/knowledge/knowledge-hub/reports/2024-pdfs/8625-good-work-index-2024-summary-report-1-web.pdf - ILO WESO Trends 2025 (labor-standards context, full PDF): https://www.ilo.org/sites/default/files/2025-01/WESO25_Trends_Report_EN.pdf - Harvard Law Forum — ESG-based compensation debate (e.g., Bebchuk & Tallarita, linked within the exec-comp category): https://corpgov.law.harvard.edu/category/executive-compensation/ - Conference Board ISO 30414 overview (disclosure architecture): https://www.conference-board.org/pdf_free/Overview-of-ISO-30414-Human-Capita-Reporting-Standards-Conference-Board.pdf - Primary texts: EU CSRD/ESRS via EUR-Lex; SEC human-capital disclosure items via sec.gov — always cite the regulator's current text.

Module B14. Future of Work, AI and Workforce Transformation¶

Learning outcomes - Set the enterprise position on AI and work: augmentation strategy, role redesign, responsible-AI guardrails. - Translate macro trend evidence (WEF/OECD/ILO/Deloitte/Mercer/Bersin) into a workforce transformation roadmap. - Lead the "superworker" agenda: AI-augmented roles, new job architectures, reskilling at scale.

Key topics - The 2025–2030 skills outlook (WEF): growing/declining roles, task automation vs augmentation. - AI-era operating models: human-in-the-loop design, agentic workflows, HR's own AI transformation (30–40% of HR roles changing — Bersin). - Reskilling economics; talent marketplaces; redeployment vs redundancy strategy. - New work forms: hybrid policy science, four-day-week evidence, gig/total workforce. - Demographic crunch strategy (OECD): older-worker employment, health-adjusted work design. - Governance: AI ethics councils, algorithmic-decision policy, worker-voice in tech adoption.

Attribution: WEF FoJ 2025 + Deloitte HCT 2026 + Mercer GTT 2026 + Bersin 2026 Imperatives (anchor trend base), OECD Employment Outlook 2025 (demography), ILO WESO (global labor), AIHR AI Fluency, CIPD L7 7CO01 (changing business environment), Gallup (workplace evidence).

Materials (open access) - WEF Future of Jobs Report 2025 (full PDF): https://reports.weforum.org/docs/WEF_Future_of_Jobs_Report_2025.pdf - Deloitte Global Human Capital Trends 2026 — "From tensions to tipping points": https://www.deloitte.com/us/en/insights/topics/talent/human-capital-trends.html - Mercer Global Talent Trends 2026 (landing) + 2024 full PDF: https://www.mercer.com/insights/people-strategy/future-of-work/global-talent-trends/ • https://www.mercer.com/assets/global/en/shared-assets/local/attachments/pdf-2024-global-talent-trends-report-en.pdf - Josh Bersin 2026 Imperatives + Predictions 2023 full PDF: https://joshbersin.com/imperatives/ • https://jbc.joshbersin.com/wp-content/uploads/2023/01/WT-23_01-HR-Predictions-2023-Report.pdf - OECD Employment Outlook 2025 (full PDF): https://www.oecd.org/content/dam/oecd/en/publications/reports/2025/07/oecd-employment-outlook-2025_5345f034/194a947b-en.pdf

Module B15. Global Workforce Strategy and Strategic Employment Relations¶

Learning outcomes - Design global people operating models: governance across regions, global-local policy balance, shared services/GBS. - Lead strategic employment relations: union strategy, works councils at European scale, social dialogue. - Manage global mobility strategy, international reward governance and cross-border compliance risk.

Key topics - Global HR governance: center-led vs federated; global job architecture and grading. - Strategic ER: long-term labor strategy, bargaining strategy, strike/industrial-action readiness, EWCs. - Comparative institutional context: varieties of capitalism lens on employment systems (LSE tradition). - Global mobility as talent strategy; immigration strategy; remote-work-across-borders governance. - Geopolitics of workforce: location risk, sanctions exposure, workforce continuity planning.

Attribution: HRCI GPHR (anchor), CIPD L7 7HR01 (Strategic employment relations) + 7OS05 (international context), Cornell ILR (collective representation at strategic level), LSE International Employment Relations stream, ILO/OECD base, SHRM BASK (Managing a Global Workforce senior indicators).

Materials (open access) - HRCI GPHR ECO 2024: https://www.hrci.org/docs/default-source/2024-document-control/hrci_gphr-exam-content-outline-2024.pdf - CIPD L7 spec (7HR01, 7OS05): https://www.cipd.org/globalassets/media/marketing/quals/june-2024-advanced-diploma-in-strategic-people-management-1.5.pdf - LSE MSc HRO (IER/CIPD stream): https://www.lse.ac.uk/study-at-lse/graduate/msc-human-resources-and-organisations - Cornell MILR (collective representation concentration): https://www.ilr.cornell.edu/programs/graduate-degree-programs/master-industrial-and-labor-relations-milr/program-information - ILO WESO Trends 2025 + OECD Employment Outlook 2025 (full PDFs): https://www.ilo.org/sites/default/files/2025-01/WESO25_Trends_Report_EN.pdf • https://www.oecd.org/content/dam/oecd/en/publications/reports/2025/07/oecd-employment-outlook-2025_5345f034/194a947b-en.pdf

Module B16. Executive Presence, Influence and Coaching¶

Learning outcomes - Operate with C-suite presence: framing, brevity, gravitas, conflict navigation at the top table. - Coach executives and be coached: contracting, feedback at senior level, derailment awareness. - Build the CHRO's personal advisory craft: trusted-advisor positioning with CEO and directors.

Key topics - Influence without authority at C-level; political intelligence used ethically. - Executive communication: board-paper craft, narrative for investors/townhalls, media awareness. - Coaching foundations: models, ethics, supervision; internal vs external coach governance. - Leadership development architecture for the top-100: assessments, transitions, sponsorship. - Personal resilience of the CHRO; managing the loneliness of the office.

Attribution: CIPD L7 7CO03 (Personal effectiveness, ethics and business acumen — anchor unit), SHRM BASK Leadership & Interpersonal clusters (senior indicators), ATD coaching capability, HRCS (Fosters Collaboration / Simplifies Complexity domains), AIHR leadership dimension, executive-education tradition of top schools.

Materials (open access) - CIPD L7 spec (7CO03 outline): https://www.cipd.org/globalassets/media/marketing/quals/june-2024-advanced-diploma-in-strategic-people-management-1.5.pdf - SHRM BASK (Leadership & Navigation, Communication, Relationship Management senior-level proficiency indicators): https://www.shrm.org/content/dam/en/shrm/credentials/shrm-certification/shrm-bask.pdf - ATD Capability Model (coaching capability definition): https://assets.td.org/m/6c9087bc07156878/original/ATD-Capability-Model-Definitions-Nov2024.pdf - HRCS Round 8 (collaboration/complexity domains): https://www.rbl.net/hrcs-round-8

Module B17. Employer Brand and Talent-Market Strategy¶

Learning outcomes - Set employer value proposition (EVP) strategy grounded in real employee experience and market data. - Govern employer brand across channels; measure brand equity in talent markets. - Integrate EVP with reward, culture and talent-acquisition strategy (consistency discipline).

Key topics - EVP architecture: segments, promises, proof points; internal truth vs external claims. - Talent-market intelligence: labor analytics, competitor moves, compensation positioning. - Brand measurement: funnel metrics, offer-acceptance economics, review-platform signal handling. - Alumni and boomerang strategy; talent communities. - EVP in a skills-short demographic environment (OECD crunch context).

Attribution: SHRM BASK (Talent Acquisition strategic indicators + Employee Engagement), CIPD specialist "Resourcing"/"Employee experience", Mercer GTT (EVP evidence), Gallup (experience data), LSE resourcing content, AIHR People Advocacy.

Materials (open access) - Mercer Global Talent Trends (EVP/experience evidence): https://www.mercer.com/insights/people-strategy/future-of-work/global-talent-trends/ - Gallup SGW 2025 (experience-engagement data, full PDF): https://www.gallup.com/file/workplace/659528/state-of-the-global-workplace-2025-download.pdf - CIPD factsheets (employer brand; resourcing): https://www.cipd.org/en/knowledge/factsheets/ - OECD Employment Outlook 2025 (talent-scarcity demography): https://www.oecd.org/content/dam/oecd/en/publications/reports/2025/07/oecd-employment-outlook-2025_5345f034/194a947b-en.pdf

Module B18. Crisis, Risk and Organizational Resilience¶

Learning outcomes - Own people-risk governance: risk registers, scenario planning, crisis playbooks (safety, cyber-people angle, misconduct, geopolitical). - Lead through crises: communication, duty of care, business continuity of the workforce. - Build resilience: structural (redundancy of capability), cultural (psychological safety), individual (wellbeing systems).

Key topics - People-risk taxonomy: compliance, conduct, key-person, capability, wellbeing, geopolitical, pandemic-type shocks. - Crisis operating model: incident command for people issues; legal/comms/HR triangle. - Investigations at senior level; whistleblowing systems governance (EU directive context). - Workforce continuity: critical-role backup, cross-training, location risk diversification. - Learning from crises: after-action reviews, resilience metrics.

Attribution: SHRM BASK ("Risk Management" senior indicators), SPHR (risk content), CIPD L7 (ethics/context units), ILO/OECD (shock evidence), Deloitte HCT (resilience themes), Harvard Law Forum (misconduct/governance crises).

Materials (open access) - SHRM BASK (Risk Management functional area): https://www.shrm.org/content/dam/en/shrm/credentials/shrm-certification/shrm-bask.pdf - Deloitte Human Capital Trends 2026 (resilience/tension agenda): https://www.deloitte.com/us/en/insights/topics/talent/human-capital-trends.html - Harvard Law School Forum (governance-crisis corpus): https://corpgov.law.harvard.edu/ - ILO WESO + OECD Employment Outlook (macro-shock evidence base): https://www.ilo.org/sites/default/files/2025-01/WESO25_Trends_Report_EN.pdf • https://www.oecd.org/content/dam/oecd/en/publications/reports/2025/07/oecd-employment-outlook-2025_5345f034/194a947b-en.pdf

Curriculum B — Capstone and Assessment Pattern¶

Capstone options: a full people-strategy for a real/simulated enterprise presented as a board paper (CIPD L7 7CO04-style applied research) • an ISO 30414-aligned human-capital report with commentary • an M&A people-integration plan • an executive-pay redesign defended against an ISS-style critique.
Assessment logic borrowed from: CIPD L7 assessed assignments, SPHR/GPHR scenario weighting, board-paper standards visible in Harvard Law Forum practice memos, Cornell ILRHR 6910 finance-for-HR problem sets, LSE dissertation/Links Scheme model (10,000-word applied study).
Certification exit ramps: SPHR / SHRM-SCP; GPHR for global scope; CIPD Chartered Member→Chartered Fellow via L7 + experience; WorldatWork CECP for exec-comp specialization; ATD CPTD for capability-strategy leaders.

End of Curriculum B (v0.9 — deep-research absorption will add: per-university syllabi detail for the remaining ~22 programs, executive-education program structures, extended per-module reading lists, EU-specific regulatory modules.)

Part IV. Certification Deep Profiles (the six bodies)¶

4.1 CIPD (Chartered Institute of Personnel and Development, UK)¶

Ladder: Level 3 Foundation Certificate in People Practice → Level 5 Associate Diploma (People Management or Organisational L&D) → Level 7 Advanced Diploma in Strategic People Management → Chartered Member/Fellow.
Level 3 units: 3CO01 Business, culture and change in context • 3CO02 Principles of analytics • 3CO03 Core behaviours for people professionals • 3CO04 Essentials of people practice. Spec: https://www.cipd.org/globalassets/media/marketing/learning/cipd-qualifications/cipd-qualifications-regulatory-information/new-level-3-foundation-certificate-in-people-practice-v2.1_tcm18-88785.pdf
Level 5 PM units: core 5CO01–03 + 5HR01 Employment relationship management • 5HR02 Talent management and workforce planning • 5HR03 Reward for performance and contribution + one optional 5OS01–07. Spec: https://www.cipd.org/globalassets/media/marketing/learning/cipd-qualifications/cipd-qualifications-regulatory-information/new-level-5-associate-diploma-in-people-management-v2.2_tcm18-88827.pdf • L&D variant (5LD01–03): https://www.cipd.org/globalassets/media/marketing/learning/cipd-qualifications/cipd-qualifications-regulatory-information/new-level-5-associate-diploma-in-organisational-learning-and-development-2.1_tcm18-88828.pdf
Level 7 units: core 7CO01 Work and working lives in a changing business environment • 7CO02 People management and development strategies for performance • 7CO03 Personal effectiveness, ethics and business acumen • 7CO04 Business research in people practice + specialist 7HR01 Strategic employment relations • 7HR02 Resourcing and talent management to sustain success • 7HR03 Strategic reward management + optionals 7OS01–06 (advanced employment law; L&D practice; technology-enhanced learning; advanced D&I; international context; wellbeing). Spec (June 2024, v1.5): https://www.cipd.org/globalassets/media/marketing/quals/june-2024-advanced-diploma-in-strategic-people-management-1.5.pdf
Framework: Profession Map (Full Standards 2024): https://www.cipd.org/globalassets/media/comms/the-people-profession/profession-map-pdfs/full-standards-download-a4-2024/ • self-development guide: https://www.cipd.org/globalassets/media/knowledge/knowledge-hub/guides/2023-pdfs/how-to-use-the-profession-map-for-your-own-professional-development.pdf
Free research engine: factsheets https://www.cipd.org/en/knowledge/factsheets/ • reports https://www.cipd.org/en/knowledge/reports/ • evidence reviews https://www.cipd.org/en/knowledge/evidence-reviews/

4.2 SHRM (Society for Human Resource Management, US)¶

Ladder: SHRM-CP (operational) → SHRM-SCP (strategic). Both examined against the BASK.
BASK 2025 structure: Leadership / Interpersonal / Business behavioral clusters (9 competencies) + HR Expertise across People / Organization / Workplace domains (14 functional areas). Full document: https://www.shrm.org/content/dam/en/shrm/credentials/shrm-certification/shrm-bask.pdf • checklist 2025: https://www.shrm.org/content/dam/en/shrm/credentials/shrm-certification/recertification-providers/bask-checklist-2025.pdf
Academic bridge: SHRM HR Curriculum Guidebook (degree-program content standard, 500+ aligned programs): https://www.shrm.org/content/dam/en/shrm/credentials/shrm-certification/shrm-hr-curriculum-guidelines.pdf

4.3 HRCI (HR Certification Institute, US)¶

Ladder: aPHR (entry) → PHR (operational) → SPHR (strategic) → GPHR (global strategic); plus state/international variants.
Exam Content Outlines 2024: aPHR https://www.hrci.org/docs/default-source/2024-document-control/hrci_aphr-exam-content-outline-2024.pdf • PHR https://www.hrci.org/docs/default-source/2024-document-control/hrci_phr-exam-content-outline-2024.pdf • SPHR https://www.hrci.org/docs/default-source/2024-document-control/hrci_sphr-exam-content-outline-2024.pdf • GPHR https://www.hrci.org/docs/default-source/2024-document-control/hrci_gphr-exam-content-outline-2024.pdf • index: https://www.hrci.org/certifications/exam-preparation-resources/exam-content-outlines
Academic bridge: Higher Education Handbook (sample PHR/SPHR-aligned course plans): https://www.hrci.org/docs/default-source/pdf-documents/higher-education-handbook-august.pdf

4.4 ATD (Association for Talent Development, US)¶

Ladder: APTD → CPTD, examined against the Talent Development Capability Model: 3 domains (Personal / Professional / Organizational capability), 23 capabilities.
Model: definitions PDF (Nov 2024): https://assets.td.org/m/6c9087bc07156878/original/ATD-Capability-Model-Definitions-Nov2024.pdf • interactive: https://capability.td.org/

4.5 WorldatWork (Total Rewards Association, US)¶

Families: CCP (Certified Compensation Professional — 8 exams) • CBP (benefits) • GRP (global remuneration) • CECP (executive compensation) • CSCP (sales comp) • WLCP (work-life).
Docs: certifications index: https://worldatwork.org/certifications • CCP: https://worldatwork.org/certifications/certified-compensation-professional-ccp • Certification Handbook 2025 (full PDF): https://worldatwork.org/media/CDN/dist/CDN2/documents/pdf/Education/WaW25_Certification-Handbook_2025.pdf

4.6 AIHR (Academy to Innovate HR, NL)¶

Framework: T-Shaped HR Competency Model, 4th iteration — 6 core competencies (Business Acumen, Data Literacy, Digital Agility, AI Fluency, People Advocacy, Execution Excellence), specialist depth + leadership dimension, 4 proficiency levels.
Docs: model https://www.aihr.com/hr-competency-model/ • framework PDF https://www.aihr.com/resources/AIHR_HR_Competency_Framework.pdf • competency deep-dive https://www.aihr.com/blog/hr-competencies/

Part V. University Program Profiles¶

Status: all 23 planned profiles verified manually — Part V targeted closure complete. Any Phase-1 deep-research output will be absorbed as union enrichment.

5.1 Cornell University — ILR School, Master of Industrial and Labor Relations (MILR) — US anchor¶

Structure: 48 credit hours ≈ 16 courses = 6 core + 6 concentration + 4 electives; 4-semester program.
Concentrations: Human Resources Management • Collective Representation • Dispute Resolution • International & Comparative Labor • Labor Market Policy.
HR Bundle (HRM concentration highlight): ILRHR 6910 Strategy and Finance for HR Professionals + ILRHR 5610 Practicum — the finance-for-HR anchor used by Curriculum B Module B12.
Sources: program info: https://www.ilr.cornell.edu/programs/graduate-degree-programs/master-industrial-and-labor-relations-milr/program-information • official program PDF: https://courses.cornell.edu/programs/industrial-labor-relations-milr/industrial-labor-relations-milr.pdf

5.2 London School of Economics — MSc Human Resources and Organisations — EU anchor¶

Structure: 3 streams — HRM (CIPD) • International Employment Relations (CIPD) • Organisational Behaviour; 12 months full-time.
HRM-stream core (verified): Foundations of HRM: Theory and Practice • Organisational Behaviour • Management of People in Global Companies • People Analytics and Technology • Management of Human Resources: Strategies and Policy + elective + 10,000-word dissertation or Links Scheme applied project.
Accreditation: CIPD Level 7 (both CIPD streams); all three streams aligned with SHRM curriculum guidelines.
Sources: programme page: https://www.lse.ac.uk/study-at-lse/graduate/msc-human-resources-and-organisations • full programme regulations 2025/26: https://www.lse.ac.uk/resources/calendar2025-2026/programmeRegulations/taughtMasters/2025/MScHumanResourcesAndOrganisationsHumanResourceManagementCIPD.htm

5.3 Rutgers University — SMLR, Master of Human Resource Management (MHRM)¶

Structure: 48 credits on-campus (reducible to 30 via Master's Advantage Plan): 12 required courses (36 cr) across four areas — HR Strategy (4 courses) • HR Decision Making (2 courses) • HR Functional Areas • HR Context Areas — + 4 electives (12 cr). The only STEM-designated HR master's in the US; HR Analytics concentration available.
Signature courses (verified): 38:533:540 HR Decision Making: Financial Decisions (financial statements for HR, cost-benefit of HR initiatives, bonus-driver selection, employee stock-option valuation, pension accounting) • 38:533:542 HR Decision Making: Data-Based Decisions.
Online Professional MHRM: 36 credits = 8 core + capstone + 3 electives (for professionals with 4+ years' experience).
Sources: program: https://smlr.rutgers.edu/academic-programs/graduate-programs/masters-human-resource-management-mhrm • courses: https://smlr.rutgers.edu/academic-programs/graduate-programs/masters-human-resource-management/courses • syllabi hub: https://smlr.rutgers.edu/academic-programs/graduate-programs/masters-human-resource-management/course-schedule-syllabi • online variant: https://smlr.rutgers.edu/academic-programs/graduate-programs/online-professional-masters-human-resource-management-mhrm

5.4 University of Minnesota — Carlson School, Master of Human Resources & Industrial Relations (MHRIR)¶

Structure: full-time on-campus; 16-month (3-semester accelerated) or 20-month track (allows internship/CPT, graduate minor, study abroad); 40 HRIR credits + required credits outside HRIR (business acumen breadth); SHRM-recognized; 75-year program legacy.
Core coursework (verified): staffing, training, compensation, labor relations, organizational behavior, managerial economics, labor market analysis, HR analytics. Signature units: HRIR 6001 Business Principles for the HR Professional (finance/accounting intro, markets, global pressures on HRIR) • HRIR 6111 Statistical Foundations of People Analytics.
Sources: program: https://carlsonschool.umn.edu/graduate/masters/human-resources-industrial-relations • curriculum: https://carlsonschool.umn.edu/graduate/masters/human-resources-industrial-relations/curriculum • course list with syllabi samples: https://carlsonschool.umn.edu/graduate/masters/human-resources-industrial-relations/curriculum/courses

5.5 Michigan State University — School of HR & Labor Relations, MHRLR¶

Structure: signature full-time master's (East Lansing); required core knowledge areas (verified): human resource management • labor-management relations • organizational change • business acumen • international HR & employment relations • workplace law • economics of human resources • quantitative methods for HR analysis.
Sources: program: https://hrlr.msu.edu/degrees/mhrlr/index.html • official program detail: https://reg.msu.edu/academicprograms/ProgramDetail.aspx?Program=HMRES_MHRL

5.6 University of Michigan — Ross School (Ulrich school): executive-education route¶

Note: Ross has no standalone HR master's; its HR leadership is delivered via executive education and the MBA Human Capital pathway — a structurally different model absorbed into Curriculum B.
Advanced Human Resource Executive Program (AHREP) — the flagship CHRO-level exec-ed (verified themes: C-suite/board relationship frameworks; using financial statements & analyst-call preparation for the HR business case; culture as performance lever; HR as strategy driver). Program page: https://michiganross.umich.edu/programs/executive-education/advanced-human-resource-executive-program
HR Leadership exec-ed hub: https://michiganross.umich.edu/programs/executive-education/programs-for-individuals/hr-leadership • MBA Human Capital path: https://michiganross.umich.edu/graduate/full-time-mba/careers/human-capital
Curriculum implication: AHREP topics map directly onto Curriculum B modules B1 (G3), B8 (board), B12 (finance for CHRO), B5 (culture).

5.7 King's College London — King's Business School, MSc Human Resource Management & Organisational Analysis¶

Structure: 180 credits = 120 taught (core + one 15-cr optional) + 60-credit dissertation; 1 year FT (Sep–Sep) or 2 years PT.
Core modules (verified): Foundations of Human Resource Management: Strategy and Conceptualisations (15 cr) • Research Methods in HRM & Organisational Analysis (15 cr) • Enabling Strategic Organisational Transformation: The Role of HR (15 cr) + further core; coverage spans strategy, contemporary HRM challenges, high performance, wellbeing, advanced qualitative & quantitative analytics.
CIPD: optional Professional Stream (14 additional workshops + assessment) → CIPD Associate at Level 7.
Sources: course page: https://www.kcl.ac.uk/study/postgraduate-taught/courses/human-resource-management-and-organisational-analysis-msc • teaching & modules: https://www.kcl.ac.uk/study/postgraduate-taught/courses/human-resource-management-and-organisational-analysis-msc/teaching

5.8 University of Manchester — Alliance MBS: two CIPD-accredited master's¶

MSc Human Resource Management and Industrial Relations: 180 credits = 8 taught modules (120 cr, compulsory + optional) + 60-cr research dissertation; CIPD-accredited to the advanced (L7-equivalent) postgraduate standard; compulsory non-credit HR skills development workshops → Assoc CIPD on graduation; signature applied element — live employment tribunal case; annual HRM Conference. Page: https://www.alliancembs.manchester.ac.uk/study/masters/msc-human-resources-and-industrial-relations/ • module details: https://www.manchester.ac.uk/study/masters/courses/list/02222/msc-human-resource-management-and-industrial-relations/
MSc International HRM and Comparative Industrial Relations: same 180-credit architecture; comparative employment systems across countries and multinationals, economic integration, AI/digitalisation implications. Page: https://www.alliancembs.manchester.ac.uk/study/masters/msc-international-human-resource-management-and-comparative-industrial-relations/
Curriculum implication: the comparative-IR strand deepens modules A9/A14 and B15.

5.9 University of Warwick — WBS, MSc Human Resource Management & Employment Relations¶

Structure & CIPD: full CIPD accreditation with the opportunity to gain a CIPD Level 7 Advanced Certificate during the degree; revamped with employer feedback; 10-week Professional Practice module (selection interviewing, feedback, grievance & discipline handling, equality/diversity policy implementation). WBS holds the largest count of CIPD Academic Fellows among UK business schools.
Open syllabi bonus: Warwick publishes its full module catalogue publicly with reading lists (e.g., IB2C4-15 Managing Human Resources: syllabus spans resourcing, performance, pay, EDI, L&D, voice, engagement/HPWS, HRM-strategy, future of work; readings incl. Beardwell & Thompson; Legge; Ulrich). Catalogue example: https://courses.warwick.ac.uk/modules/2023/IB2C4-15
Sources: course update/detail: https://www.wbs.ac.uk/news/why-a-masters-in-hr-with-cipd-credits-is-worth-it/ • WBS master's hub: https://www.wbs.ac.uk/

5.10 Cranfield School of Management — status change: HR routes inside Management degrees¶

Structural finding (verified 2026-07): Cranfield has discontinued both the full-time Management and Human Resource Management MSc and the part-time Strategic Human Resource Management MSc. The HR pathway now lives inside the flagship Management MSc (HRM study route in Term 2; FT #4 UK MiM 2024) and the part-time Management and Leadership MSc ('People Management and Leadership' module). Course Director: Prof. Michael Dickmann — Professor of International HRM, Senior Editor-in-Chief of The International Journal of Human Resource Management.
Curriculum implication: an instance of the market trend of embedding HR into general-management degrees (contrast: standalone US MHRM model) — worth a note in Module A1/B1 context sections.
Sources: discontinuation notices: https://www.cranfield.ac.uk/som/masters-courses/management-and-human-resource-management • https://www.cranfield.ac.uk/som/masters-courses-part-time/strategic-human-resource-management • Management MSc (HRM route): https://www.cranfield.ac.uk/som/masters-courses/management

5.11 Rotterdam School of Management, Erasmus University — MSc Human Resource Management¶

Structure: 1 year, 60 EC = core courses 22 EC (autumn) + electives 18 EC (spring; one may come from another MSc) + master thesis 20 EC.
Verified content: a dedicated People Analytics course (statistical analysis of HR/workforce data, ROI of human capital) • Human Resource Leadership (HRL) elective track (people management amid new organisational forms, digitisation, ageing workforce) • generalist elective track • practice- or research-based internship option • research-based curriculum (ERIM faculty).
Adjacent programme: EUR also runs MSc People, Organisations & Change.
Sources: curriculum: https://www.rsm.nl/master/msc-programmes/msc-human-resource-management/curriculum/ • P,O&C: https://www.eur.nl/en/master/people-organisations-change

5.12 INSEAD — executive-education model (no HR master's)¶

Model (verified): INSEAD delivers people-leadership content through Executive Education only — 70+ open programmes (20+ online, 200+ custom; 22,000 participants/yr), with a leadership portfolio spanning team leadership, organisational transformation, AI-era leadership and C-suite development.
Free source for the KB: INSEAD Knowledge — open research-based articles; exemplar for Curriculum B: the "From General Manager to CHRO" case series (non-HR leaders becoming CPOs at LEGO, Flipkart, Barry Callebaut).
Sources: exec-ed hub: https://www.insead.edu/executive-education • leadership portfolio: https://www.insead.edu/executive-education/leadership • Knowledge article: https://knowledge.insead.edu/career/general-manager-chro
Curriculum implication: feeds B1 (CHRO role archetypes), B16 (executive development models).

5.13 Wharton, University of Pennsylvania — People Analytics model (no HR master's)¶

Model (verified): Wharton's HR footprint = Wharton People Analytics (WPA) research initiative (faculty director: Prof. Matthew Bidwell) + the annual Wharton People Analytics Conference (13th edition — 9 Oct 2026; academic-rooted: past speakers incl. Amy Edmondson, DJ Patil, Google's people-analytics leaders) + student competitions + Applied Insights Lab/Teams + exec-ed (Leading and Managing People: Strategies for a Changing Workforce).
Free source for the KB: WPA Content Library — articles, podcasts and conference recordings across AI & Future of Work, Leadership & Management, Wellbeing, Hiring & Talent Pipeline.
Sources: initiative: https://wpa.wharton.upenn.edu/ • learning opportunities: https://wpa.wharton.upenn.edu/learning-opportunities/ • conference 2026: https://wpa.wharton.upenn.edu/2026-people-analytics-conference/
Curriculum implication: the academic anchor of Module B11 (strategic people analytics) and A11.

5.14 Copenhagen Business School — People and Business Development (cand.merc. PBD) + Cand.soc. HRM¶

Flagship (verified): MSc in Economics and Business Administration — People and Business Development (PBD), 120 ECTS / 4 semesters (CBS standard). Explicit career target: "Chief People & Organisation / Human Resource Officers" — a rare degree openly built for the CPO track. Framework: people & human capital as key drivers of business development and transformation, organised around three pillars — Context (people strategy in business context), Value (economic & data-based analysis of the organisational "black box": what human capital/HRM to develop, adjust, discard), Change (candidates as change agents leading strategic transformation). Tools covered: talent management, people analytics, competence advancement, rewards & compensation; agility, digital transformation, sustainability. 3rd-semester electives (incl. other Danish universities), CEMS MIM double-degree option, 2nd-year thesis.
Also at CBS: Cand.soc. i Human Resource Management (Danish-taught MSocSc: full employee lifecycle + critical themes — equal treatment, diversity, working environment); adjacent: MSc EBA Strategy, Organisation and Leadership; MSc Business Administration and Psychology.
Sources: PBD: https://www.cbs.dk/en/study/graduate/msc-in-economics-and-business-administration-people-and-business-development • programme catalogue: https://www.cbs.dk/en/study/graduate/all-graduate-programmes
Curriculum implication: PBD's Context–Value–Change triad is a ready-made scaffold for Curriculum B (esp. B2, B11, B12) — the only European degree in our set explicitly branded for future CPOs.

5.15 University of Illinois Urbana-Champaign — School of Labor and Employment Relations (LER), MHRIR¶

Structure: 48-hour master's, three semesters (≈1.5 years) on campus; parallel online MHRIR (48 hrs, hybrid synchronous/asynchronous). Multidisciplinary by design: joint faculty appointments/cross-listings with economics, psychology, law, business administration and history.
Required core (verified): LER 591 Employment Relations Systems + LER 593 Quantitative Methods; distribution requirements across Labor Markets & Employment and HRM & Organizational Behavior; six free electives.
Signature electives (sample sequence): LER 542 Collective Bargaining • LER 562 HR Planning and Staffing • LER 545 Economics of Human Resources • LER 561 Compensation Systems • LER 566 International HRM • LER 569 Power and Influence for HRM • LER 570 Leadership for HR Managers • LER 522 Government Regulation • LER 568 Firm Performance and HRM • LER 543 Workplace Dispute Resolution • LER 565 HRM and Strategy.
Certification alignment: Graduate Certificate in HR Data Analytics (12 hrs) with learning objectives explicitly informed by HRCI's HR Body of Knowledge; four stackable online certificate tracks (Fundamentals of HR • Compensation Best Practices • HR Data Analytics • HRM) feeding the online MHRIR.
Sources: catalog: https://catalog.illinois.edu/graduate/ler/human-resources-industrial-relations-mhrir/ • degree requirements: https://ler.illinois.edu/our-programs/human-resources-masters/degree-requirements/ • LER course descriptions: https://catalog.illinois.edu/courses-of-instruction/ler/ • online MHRIR: https://online.illinois.edu/online-programs/graduate-programs/human-resources-industrial-relations/
Curriculum takeaway: the required "systems + quant" pair (LER 591+593) mirrors our A1+A11 spine; the HRCI-informed analytics certificate is direct evidence of certification–university convergence (Part I framework map).

5.16 The Ohio State University — Fisher College of Business, MHRM¶

Structure: 39 credit hours (streamlined from 43.5), three semesters; three paths — new 12-month accelerated full-time (final semester completable online), 16-month full-time, part-time (up to six years); evening core Mon–Thu 6:15–9:30 pm built for working professionals.
Certification alignment: curriculum certified by SHRM.
Signature elements (verified): Contemporary Topics in HR & Professional Development — a 1-credit workshop course every semester across the whole program (networking with senior HR executives); Practicum capstone in two tracks (summer internship or in-role tutorial) or thesis option; electives incl. Coaching Series, Negotiations, D&I, LEAP (Leadership Effectiveness through Applied Projects); annual corporate-sponsored case competition; MHRM Advisory Board; academic director: Charles Buchanan.
Sources: program: https://fisher.osu.edu/graduate/mhrm • curriculum: https://fisher.osu.edu/graduate/mhrm/academics/curriculum • structure: https://fisher.osu.edu/graduate/mhrm/academics/program-structure • full-time curriculum sheet (PDF): https://info.fisher.osu.edu/hubfs/Documents/MHRM-Full-Time-Curriculumv5.pdf
Curriculum takeaway: the running professional-development thread (1 credit/semester) is a portable design pattern for Curriculum A's capstone ramp; SHRM certification of a university curriculum again evidences the convergence map.

5.17 Purdue University — Mitch Daniels School of Business, MS in Human Resource Management (MSHRM)¶

Structure: residential 36 credit hours (streamlined from 48), completable in 9 months (2 semesters) or 16 months (3 semesters — the 3-semester path fits a summer internship and a human capital consulting project); electives drawn from graduate MGMT/OBHR/ECON courses; combined BS+MS accelerated option for Purdue undergrads.
Online MSHRM: 30 credit hours, 100% online; foundational core (human capital strategy, talent acquisition & management, compensation & rewards) + six optional non-transcriptable learning tracks; stackable with an Instructional Design graduate certificate (EDCI courses); entry ramp via Online Fundamentals of HR Graduate Certificate.
Certification alignment: curriculum explicitly aligned to SHRM standards (HR Curriculum Guidebook); student-run SHRM chapter.
Signature elements (verified): experiential learning — consulting projects, study abroad, case competitions; STEM-infused, data-driven school positioning; reported outcomes: 100% employment within six months, avg. salary $91,500.
Sources: residential program: https://business.purdue.edu/masters/programs/ms-human-resource-management/ • residential curriculum: https://business.purdue.edu/masters/mshrm/academics/home.php • online program: https://business.purdue.edu/online/programs/ms-human-resource-management/ • online academics: https://business.purdue.edu/online/ms-human-resource-management/academics
Curriculum takeaway: third SHRM-aligned US master's in our set (with OSU and Minnesota) — the convergence map (Part I) is now empirically dense; the 9-month accelerated format parallels OSU's 12-month path (market trend: compressing HR master's).

5.18 Vanderbilt University — Peabody College, M.Ed. Leadership and Organizational Performance (LOP)¶

Structure: flexible 30 credit hours = 18 required + 12 elective; evening/weekend classes; a 135-hour internship is required for entrants with <5 years' consecutive work experience; most courses embed experiential client-organization projects.
Status finding (verified 2026-07): the LOP program is currently not accepting new applications — a second market-status signal in our set (after Cranfield's HR-MSc closures) that standalone people-master's are being repositioned.
Curriculum character: social-science spine — leadership, organizational theory (e.g., LOP 6110 Organizational Theory and Behavior), learning theory, behavioral theory, social psychology, change research; graduate destinations include Deloitte Human Capital and people-analytics roles.
Adjacent Peabody routes (live): online Ed.D. in Leadership and Learning in Organizations (54 cr.; three pillars: leadership & organizational development, learning & design, data & analytics) • M.Ed. Organizational Development for Social Innovation • the university's largest undergraduate major, Human and Organizational Development (HOD).
Sources: LOP program: https://peabody.vanderbilt.edu/academics/masters-programs/leadership-organizational-performance-med/ • online Ed.D.: https://peabodyonline.vanderbilt.edu/edd-in-organizational-learning/ • LPO department: https://peabody.vanderbilt.edu/academics/departments/leadership-policy-organizations/
Curriculum takeaway: an education-school lens on people leadership (learning science + OD) — feeds Curriculum A's A6 (L&D) and Curriculum B's B4/B16; the Ed.D.'s three-pillar architecture is a useful executive-education design reference.

5.19 Georgetown University — School of Continuing Studies, MPS in Human Resources Management¶

Structure: 33 credits (11 courses); on-campus (downtown D.C.), fully online, or mixed modality with identical curriculum; full-time or part-time, five-year completion window; summer study optional.
Fixed spine (verified): Workplace Ethics (MPHR 700) in the first/second semester + Capstone (MPHR 809) in the final semester — both must be passed at "B" or better; ethics is the program's declared cornerstone (Jesuit identity), incl. an ethical-leadership course built on Ignatian pedagogy.
Focus areas & electives: six focus areas (incl. Diversity & Inclusion Management, International HRM, Strategic Talent/Human Capital Management, HR Development & OD); 20+ electives incl. a for-credit HR Internship; recommended strategic elective: MPHR 802 Strategic Thinking in HR.
Certification alignment: curriculum fully aligned with SHRM's HR Curriculum Guidebook; students may sit the SHRM-CP exam in their final year under SHRM's student-eligibility provision.
Sources: program: https://scs.georgetown.edu/programs/341/master-of-professional-studies-in-human-resources-management/ • curriculum: https://scs.georgetown.edu/programs/341/master-of-professional-studies-in-human-resources-management/curriculum • online variant: https://scs.georgetown.edu/programs/341/online/online-masters-in-human-resources-management/ • course schedule: https://scs.georgetown.edu/programs/341/master-of-professional-studies-in-human-resources-management/course-schedule
Curriculum takeaway: the ethics-first spine (mandatory ethics course before anything else + capstone gate) is a distinctive design our Curriculum A can quote for A2/A13 sequencing; fourth SHRM-aligned program in the set — plus the concrete SHRM-CP student-eligibility bridge.

5.20 New York University — School of Professional Studies, Human Capital Management degree family¶

MS in Human Capital Management (HCM): 30 credits = 21 core + 6 electives + 3 capstone; SHRM-aligned; 1 year full-time or up to 5 years part-time; online/onsite/hybrid. Opens with a required five-day Foundations of HCM Immersion; core incl. Quantitative Methods and Metrics, Managing Inclusion and Cultural Diversity, HR Information Systems, HR Analytics, Organizational Behavior. Capstone: business simulation (Special Projects) • applied project with a client organization • or thesis. Signature: Global Field Intensives (site-visit study tours, incl. an annual D.C. labor-market intensive); the department is a recognized SHRM PDC provider for SHRM-CP/SCP recertification.
MS in Human Capital Analytics and Technology (HCAT): STEM-designated (DHS list — OPT extension for F-1 students); one of the first US people-analytics master's; 7 core courses (Organization Management, HR Systems, Managing Complex Projects…), 6 electives (Storytelling With Data, Intelligent Automation, Algorithmic Responsibility…), sponsor-company capstone or thesis.
Dual MS HCM + HCAT: two 30-credit degrees sharing 15 overlapping credits — completable in ~2 years.
Lineage note: relaunched in Fall 2024 from the former 42-credit MS in HR Management and Development.
Sources: HCM: https://www.sps.nyu.edu/explore/degrees-and-programs/ms-in-human-capital-management.html • HCM bulletin (authoritative curriculum): https://bulletins.nyu.edu/graduate/professional-studies/programs/human-capital-management-ms/ • HCAT: https://www.sps.nyu.edu/explore/degrees-and-programs/ms-in-human-capital-analytics-and-technology.html • dual degree: https://www.sps.nyu.edu/explore/degrees-and-programs/dual-master-of-science-in-human-capital-management-and-human-capital-analytics-technology.html
Curriculum takeaway: the HCM/HCAT split is the clearest live example of the market bifurcating into "generalist HR master's" vs "STEM people-analytics master's" — direct structural evidence for our A11/B11 analytics ladder; the immersion-week opening is a portable Curriculum A onboarding pattern.

5.21 IE Business School (IE University, Madrid) — Master in Talent Development & Human Resources¶

Structure: 10-month full-time, in-person Madrid, English, September intake; three terms; University Private Degree of IE Universidad taught at IE Business School.
Three declared pillars (verified): Strategic Business Insights • People Management Skills • HR and AI Technology Knowledge — the only program in our set naming AI as a curriculum pillar.
Signature elements: hands-on corporate project every term with partner companies (Abbott, Repsol, Deloitte, Santander), culminating in a final consulting project; two mandatory embedded certificates — Storytelling with Data in HR and How to Manage Stakeholders in People Analytics — completed in the final term and applied to the consulting project; optional Sustainability Certificate (IE Center for Social Innovation & Sustainability); modules incl. Well-being in Practice; Risk, Ethics and Compliance; DEI.
Degree architecture: dual-degree lattice — MIM + TD&HR (18 months) and International MBA + TD&HR; TD&HR also exists as an elective track inside IE's MIM.
Sources: program: https://www.ie.edu/business-school/programs/masters/master-in-talent-development-human-resources/ • study plan: https://www.ie.edu/business-school/programs/masters/master-in-talent-development-human-resources/study-plan/ • careers: https://www.ie.edu/business-school/programs/masters/master-in-talent-development-human-resources/your-career/ • dual MIM+TD&HR: https://www.ie.edu/masters/dual-degrees/programs/dual-degree-master-in-management-master-talent-development-human-resources/
Curriculum takeaway: the embedded-certificate device (analytics micro-credentials inside a master's) and the explicit AI pillar are the freshest European design patterns for our A11/B14 modules.

5.22 London Business School — executive-education model (no HR master's)¶

Model (verified): LBS delivers people leadership via an Executive Education HR portfolio; flagship open program "HR Strategy in Transforming Organisations" — audience: senior executives "responsible for setting or leading the people agenda"; themes: automation, ageing populations, societal shifts and climate effects on talent; hybrid-work evidence; organisational-design choices.
Portfolio device: the program counts toward the LBS Certificate in Management — a personalised curriculum of four short courses (Leadership, Strategy, Finance, AI…) — a modular exec-ed architecture worth quoting.
Sources: HR portfolio hub: https://www.london.edu/executive-education/human-resources • flagship program: https://www.london.edu/executive-education/strategy/hr-strategy-in-transforming-organisations
Curriculum takeaway: third data point (with Ross and INSEAD) for the "elite schools serve CHROs via exec-ed, not degrees" pattern; the future-of-work threat framing maps directly onto B14.

5.23 HEC Paris — executive-education model (no HR master's)¶

Model (verified): one of the world's top-ranked exec-ed providers (FT top-3 for seven consecutive years; 8,000+ executives/year; ~half custom in-company programs). People-leadership routes: Executive MSc in Change Leadership — delivered in partnership with Saïd Business School, University of Oxford; audience explicitly includes HR Directors (≥5 years' experience); social-science-of-behaviour core, "change storytelling" methods • Leadership for Executives (incl. a London edition) • joint LSE+HEC Executive Leadership Programme (two-week retreat: week 1 at LSE on future-of-work/automation threats; week 2 at HEC on solutions).
Sources: exec-ed hub: https://www.hec.edu/en/executive-education • Executive MSc in Change Leadership: https://www.hec.edu/en/executive-education/executive-msc-change-leadership • LSE+HEC Executive Leadership Programme — via the executive-certificates catalogue: https://www.hec.edu/en/executive-education/our-programs-individuals/learning-format/executive-certificates
Curriculum takeaway: the Oxford-partnered change-leadership MSc is a direct executive analogue of our B4/B16; the cross-school alliance format (HEC×Oxford, HEC×LSE) is a design pattern absent in the US set.

5.24 Part V status — targeted closure COMPLETE¶

All 23 planned program profiles are verified manually (5.1–5.23): 12 US + 11 EU/UK entities spanning four structural models — dedicated HR/IR master's (Cornell, LSE, Rutgers, Minnesota, MSU, King's, Manchester, Warwick, RSM, Illinois, OSU, Purdue, Georgetown, NYU, CBS, IE) • HR routes inside management degrees (Cranfield) • education-school lens (Vanderbilt) • executive-education models (Ross, INSEAD, Wharton, LBS, HEC). Any Phase-1 deep-research output that arrives will be absorbed as union enrichment (per methodology), not as missing coverage.¶

Part VI. Master Source Library (union of all program libraries — verified direct links)¶

6.1 Certification skeletons & competency frameworks¶

SHRM BASK 2025 — https://www.shrm.org/content/dam/en/shrm/credentials/shrm-certification/shrm-bask.pdf
SHRM BASK Checklist 2025 — https://www.shrm.org/content/dam/en/shrm/credentials/shrm-certification/recertification-providers/bask-checklist-2025.pdf
SHRM HR Curriculum Guidebook — https://www.shrm.org/content/dam/en/shrm/credentials/shrm-certification/shrm-hr-curriculum-guidelines.pdf
CIPD Profession Map Full Standards 2024 — https://www.cipd.org/globalassets/media/comms/the-people-profession/profession-map-pdfs/full-standards-download-a4-2024/
CIPD Profession Map self-development guide — https://www.cipd.org/globalassets/media/knowledge/knowledge-hub/guides/2023-pdfs/how-to-use-the-profession-map-for-your-own-professional-development.pdf
CIPD Level 7 spec (June 2024 v1.5) — https://www.cipd.org/globalassets/media/marketing/quals/june-2024-advanced-diploma-in-strategic-people-management-1.5.pdf
CIPD Level 5 People Management spec v2.2 — https://www.cipd.org/globalassets/media/marketing/learning/cipd-qualifications/cipd-qualifications-regulatory-information/new-level-5-associate-diploma-in-people-management-v2.2_tcm18-88827.pdf
CIPD Level 5 Organisational L&D spec v2.1 — https://www.cipd.org/globalassets/media/marketing/learning/cipd-qualifications/cipd-qualifications-regulatory-information/new-level-5-associate-diploma-in-organisational-learning-and-development-2.1_tcm18-88828.pdf
CIPD Level 3 spec v2.1 — https://www.cipd.org/globalassets/media/marketing/learning/cipd-qualifications/cipd-qualifications-regulatory-information/new-level-3-foundation-certificate-in-people-practice-v2.1_tcm18-88785.pdf
HRCI aPHR ECO 2024 — https://www.hrci.org/docs/default-source/2024-document-control/hrci_aphr-exam-content-outline-2024.pdf
HRCI PHR ECO 2024 — https://www.hrci.org/docs/default-source/2024-document-control/hrci_phr-exam-content-outline-2024.pdf
HRCI SPHR ECO 2024 — https://www.hrci.org/docs/default-source/2024-document-control/hrci_sphr-exam-content-outline-2024.pdf
HRCI GPHR ECO 2024 — https://www.hrci.org/docs/default-source/2024-document-control/hrci_gphr-exam-content-outline-2024.pdf
HRCI ECO index — https://www.hrci.org/certifications/exam-preparation-resources/exam-content-outlines
HRCI Higher Education Handbook — https://www.hrci.org/docs/default-source/pdf-documents/higher-education-handbook-august.pdf
ATD Capability Model Definitions (Nov 2024) — https://assets.td.org/m/6c9087bc07156878/original/ATD-Capability-Model-Definitions-Nov2024.pdf • https://capability.td.org/
WorldatWork certifications index — https://worldatwork.org/certifications • CCP — https://worldatwork.org/certifications/certified-compensation-professional-ccp
WorldatWork Certification Handbook 2025 — https://worldatwork.org/media/CDN/dist/CDN2/documents/pdf/Education/WaW25_Certification-Handbook_2025.pdf
AIHR T-Shaped Model — https://www.aihr.com/hr-competency-model/ • PDF — https://www.aihr.com/resources/AIHR_HR_Competency_Framework.pdf • deep-dive — https://www.aihr.com/blog/hr-competencies/
HRCS Round 8 (Ulrich/RBL) — https://www.rbl.net/hrcs-round-8 • overview — https://www.rbl.net/insights/articles/new-hrcs-8-competency-model-focuses-on-simplifying-complexity
HRCS Round 7 full academic paper — https://deepblue.lib.umich.edu/bitstream/handle/2027.42/138377/ert21623.pdf
HRCS 2012 white paper — https://rbl-net.s3.amazonaws.com/hrcs/2012/HRtalent-HRcompetencies.pdf

6.2 Standards¶

ISO 30414:2025 (official, paid) — https://www.iso.org/standard/30414
Conference Board free overview of ISO 30414 — https://www.conference-board.org/pdf_free/Overview-of-ISO-30414-Human-Capita-Reporting-Standards-Conference-Board.pdf
ISO 30414:2025 overview (HR Metrics) — https://thehrmetrics.com/wp-content/uploads/2025/12/ISO-30414_2025.pdf

6.3 Flagship industry & global labor reports (full free PDFs where marked)¶

Deloitte Global Human Capital Trends 2026 — https://www.deloitte.com/us/en/insights/topics/talent/human-capital-trends.html
WEF Future of Jobs Report 2025 — full PDF: https://reports.weforum.org/docs/WEF_Future_of_Jobs_Report_2025.pdf
Gallup State of the Global Workplace (current-edition page) — https://www.gallup.com/workplace/349484/state-of-the-global-workplace.aspx
Gallup SGW 2025 — full PDF: https://www.gallup.com/file/workplace/659528/state-of-the-global-workplace-2025-download.pdf
Mercer Global Talent Trends (2026 landing) — https://www.mercer.com/insights/people-strategy/future-of-work/global-talent-trends/
Mercer GTT 2024 — full PDF: https://www.mercer.com/assets/global/en/shared-assets/local/attachments/pdf-2024-global-talent-trends-report-en.pdf
McKinsey MGI Performance through People — full PDF: https://www.mckinsey.com/~/media/mckinsey/mckinsey%20global%20institute/our%20research/performance%20through%20people%20transforming%20human%20capital%20into%20competitive%20advantage/mgi-performance-through-people-full-report-vf.pdf • landing: https://www.mckinsey.com/mgi/our-research/performance-through-people-transforming-human-capital-into-competitive-advantage
Josh Bersin 2026 Imperatives — https://joshbersin.com/imperatives/ • podcast overview — https://joshbersin.com/podcast/2026-imperatives-understanding-the-biggest-hr-transformation-in-decades/
Josh Bersin HR Predictions 2023 — full PDF: https://jbc.joshbersin.com/wp-content/uploads/2023/01/WT-23_01-HR-Predictions-2023-Report.pdf
OECD Employment Outlook 2025 — full PDF: https://www.oecd.org/content/dam/oecd/en/publications/reports/2025/07/oecd-employment-outlook-2025_5345f034/194a947b-en.pdf • landing: https://www.oecd.org/en/publications/oecd-employment-outlook-2025_194a947b-en.html
ILO WESO Trends 2025 — full PDF: https://www.ilo.org/sites/default/files/2025-01/WESO25_Trends_Report_EN.pdf • May 2025 update: https://www.ilo.org/sites/default/files/2025-05/WESOUpdate_May2025_1.pdf • landing: https://www.ilo.org/publications/flagship-reports/world-employment-and-social-outlook-trends-2025
CIPD Good Work Index 2024 — full summary PDF: https://www.cipd.org/globalassets/media/knowledge/knowledge-hub/reports/2024-pdfs/8625-good-work-index-2024-summary-report-1-web.pdf
CIPD knowledge hubs — factsheets: https://www.cipd.org/en/knowledge/factsheets/ • reports: https://www.cipd.org/en/knowledge/reports/ • evidence reviews: https://www.cipd.org/en/knowledge/evidence-reviews/

6.4 Governance & executive compensation (open, authoritative)¶

Harvard Law School Forum on Corporate Governance — https://corpgov.law.harvard.edu/ • Executive Compensation category — https://corpgov.law.harvard.edu/category/executive-compensation/
HBR "People Before Strategy" (Charan/Barton/Carey, 2015) — https://hbr.org/2015/07/people-before-strategy-a-new-role-for-the-chro

6.5 Open textbooks & full free courses¶

UMN Human Resource Management (CC BY-NC-SA) — https://open.lib.umn.edu/humanresourcemanagement/ • mirror: https://textbooks.whatcom.edu/bus230/
Fanshawe Human Resources Management, 3rd Ed. — full PDF: https://openlibrary-repo.ecampusontario.ca/jspui/bitstream/123456789/1837/4/Human-Resources-Management-3rd-Edition-1683060009.pdf
OpenStax Organizational Behavior — full PDF: https://assets.openstax.org/oscms-prodcms/media/documents/OrganizationalBehavior-OP_TtwWIeQ.pdf • page: https://openstax.org/details/books/organizational-behavior
OpenStax Principles of Management — https://openstax.org/details/books/principles-management
MIT OCW 15.668 People and Organizations — https://ocw.mit.edu/courses/15-668-people-and-organizations-fall-2010/
MIT OCW 15.660 Strategic HR Management — https://ocw.mit.edu/courses/sloan-school-of-management/15-660-strategic-hr-management-spring-2003/

6.6 University anchors (verified; remainder pending absorption)¶

Cornell MILR — https://www.ilr.cornell.edu/programs/graduate-degree-programs/master-industrial-and-labor-relations-milr/program-information • PDF: https://courses.cornell.edu/programs/industrial-labor-relations-milr/industrial-labor-relations-milr.pdf
LSE MSc HRO — https://www.lse.ac.uk/study-at-lse/graduate/msc-human-resources-and-organisations • regulations: https://www.lse.ac.uk/resources/calendar2025-2026/programmeRegulations/taughtMasters/2025/MScHumanResourcesAndOrganisationsHumanResourceManagementCIPD.htm
Rutgers SMLR MHRM — https://smlr.rutgers.edu/academic-programs/graduate-programs/masters-human-resource-management-mhrm • courses: https://smlr.rutgers.edu/academic-programs/graduate-programs/masters-human-resource-management/courses • syllabi hub: https://smlr.rutgers.edu/academic-programs/graduate-programs/masters-human-resource-management/course-schedule-syllabi • online MHRM: https://smlr.rutgers.edu/academic-programs/graduate-programs/online-professional-masters-human-resource-management-mhrm
Minnesota Carlson MHRIR — https://carlsonschool.umn.edu/graduate/masters/human-resources-industrial-relations • curriculum: https://carlsonschool.umn.edu/graduate/masters/human-resources-industrial-relations/curriculum • courses: https://carlsonschool.umn.edu/graduate/masters/human-resources-industrial-relations/curriculum/courses
Michigan State MHRLR — https://hrlr.msu.edu/degrees/mhrlr/index.html • detail: https://reg.msu.edu/academicprograms/ProgramDetail.aspx?Program=HMRES_MHRL
Michigan Ross — Advanced HR Executive Program — https://michiganross.umich.edu/programs/executive-education/advanced-human-resource-executive-program • HR Leadership hub: https://michiganross.umich.edu/programs/executive-education/programs-for-individuals/hr-leadership • MBA Human Capital path: https://michiganross.umich.edu/graduate/full-time-mba/careers/human-capital
King's College London MSc HRM & Organisational Analysis — https://www.kcl.ac.uk/study/postgraduate-taught/courses/human-resource-management-and-organisational-analysis-msc • modules: https://www.kcl.ac.uk/study/postgraduate-taught/courses/human-resource-management-and-organisational-analysis-msc/teaching
Manchester AMBS MSc HRM & IR — https://www.alliancembs.manchester.ac.uk/study/masters/msc-human-resources-and-industrial-relations/ • intl variant: https://www.alliancembs.manchester.ac.uk/study/masters/msc-international-human-resource-management-and-comparative-industrial-relations/ • module details: https://www.manchester.ac.uk/study/masters/courses/list/02222/msc-human-resource-management-and-industrial-relations/
Warwick WBS MSc HRM & Employment Relations — https://www.wbs.ac.uk/news/why-a-masters-in-hr-with-cipd-credits-is-worth-it/ • open module catalogue exemplar: https://courses.warwick.ac.uk/modules/2023/IB2C4-15 • WBS hub: https://www.wbs.ac.uk/
Cranfield Management MSc (HRM route; standalone HR MScs discontinued) — https://www.cranfield.ac.uk/som/masters-courses/management • notices: https://www.cranfield.ac.uk/som/masters-courses/management-and-human-resource-management • https://www.cranfield.ac.uk/som/masters-courses-part-time/strategic-human-resource-management
RSM Erasmus MSc HRM — https://www.rsm.nl/master/msc-programmes/msc-human-resource-management/curriculum/ • EUR MSc People, Organisations & Change: https://www.eur.nl/en/master/people-organisations-change
INSEAD Executive Education + INSEAD Knowledge — https://www.insead.edu/executive-education • leadership portfolio: https://www.insead.edu/executive-education/leadership • https://knowledge.insead.edu/career/general-manager-chro
Wharton People Analytics (initiative + conference + content library) — https://wpa.wharton.upenn.edu/ • https://wpa.wharton.upenn.edu/learning-opportunities/ • conference 2026: https://wpa.wharton.upenn.edu/2026-people-analytics-conference/
CBS People and Business Development (cand.merc. PBD) — https://www.cbs.dk/en/study/graduate/msc-in-economics-and-business-administration-people-and-business-development • programme catalogue: https://www.cbs.dk/en/study/graduate/all-graduate-programmes

6.7 Primary legal & regulatory sources (cited across A3, B7, B13 — always cite the regulator's current text)¶

US EEOC — https://www.eeoc.gov • US Department of Labor — https://www.dol.gov • UK employing-people portal — https://www.gov.uk/browse/employing-people • EUR-Lex (EU law incl. CSRD/AI Act texts) — https://eur-lex.europa.eu • US SEC (Pay-versus-Performance, human-capital disclosure) — https://www.sec.gov

6.8 Program-assigned core texts & certification bodies of knowledge (bibliographic records — no free legal full texts; per methodology rule 5)¶

ATD, TDBoK™ Guide: Talent Development Body of Knowledge, 2nd ed. (ATD Press, with Elaine Biech; ISBN 9781957157313) — the official deep-dive of all 23 capabilities; APTD/CPTD exam reference. Product page: https://www.td.org/product/book--tdbok-guide-second-edition/112410 • free sample PDF: https://assets.td.org/m/609279295b9bb8ca/original/samplePDF-112410_TDBoK-Guide-second-edition.pdf • "What's Changed" brief: https://assets.td.org/m/20a77b208a4ea1eb/original/TDBoK-Guide-Second-Edition-What-s-Changed.pdf (Attribution: ATD — anchor of Module A6.)
Ulrich, D., Kryscynski, D., Ulrich, M. & Brockbank, W., Victory Through Organization (McGraw-Hill, 2017) — the HRCS Round 7 companion volume. (Attribution: Michigan Ross/RBL — Modules B1–B2.)
Ulrich, D., Human Resource Champions (Harvard Business School Press, 1997) — origin of the HRBP/CoE/shared-services operating model. (Attribution: Module A1.)
Armstrong, M., Armstrong's Handbook of Human Resource Management Practice (Kogan Page, current ed.) — the generalist practice canon. (Attribution: cross-program generalist reference — Curriculum A.)
Beardwell, J. & Thompson, A. (eds), Human Resource Management: A Contemporary Approach (Pearson, 2017 ed. cited) — assigned core text. (Attribution: Warwick IB2C4-15 reading list — verified.)
Legge, K., Human Resource Management: Rhetorics and Realities (Anniversary ed., Palgrave Macmillan, 2005). (Attribution: Warwick IB2C4-15 — the critical-HRM strand.)
Grugulis, I., A Very Short, Fairly Interesting and Reasonably Cheap Book About Human Resource Management (SAGE, 2017). (Attribution: Warwick IB2C4-15.)
Townley, B., Reframing Human Resource Management: Power, Ethics and the Subject at Work (Sage, 1994). (Attribution: Warwick IB2C4-15.)
SHRM Learning System — SHRM's official BASK-aligned SHRM-CP/SHRM-SCP preparation resource (subscription product; described bibliographically). (Attribution: SHRM — Curricula A/B exam ramps.)
Warwick-assigned journal-article exemplar set: Wright, C. (2008) 'Reinventing HRM…', Human Relations 61(8) • Thompson, P. (2011) 'The trouble with HRM', HRMJ 21(4) • McKenna, S. et al. (2011), HRM Review 21(2) • Frey, C.B. & Osborne, M.A. (2017) 'The future of employment…', Technological Forecasting and Social Change 114. (Attribution: Warwick IB2C4-15 reading list — verified.)

6.9 Peer-reviewed journals the researched programs draw on (titles + publishers; access via library subscriptions)¶

ILR Review (Cornell ILR School / SAGE — the anchor school's own journal) • Human Resource Management (Wiley) • Human Resource Management Journal (Wiley) • The International Journal of Human Resource Management (Taylor & Francis; Editor-in-Chief M. Dickmann — Cranfield, verified) • Human Relations (SAGE) • Work, Employment and Society (SAGE/BSA) • Human Resource Management Review (Elsevier) • Personnel Psychology (Wiley) • Journal of Applied Psychology (APA). (Attribution: reading lists and faculty editorships across Cornell, LSE, Warwick, Manchester, Cranfield.)

6.10 University anchors — targeted-closure additions¶

Illinois LER MHRIR — https://catalog.illinois.edu/graduate/ler/human-resources-industrial-relations-mhrir/ • requirements: https://ler.illinois.edu/our-programs/human-resources-masters/degree-requirements/ • course descriptions: https://catalog.illinois.edu/courses-of-instruction/ler/ • online MHRIR: https://online.illinois.edu/online-programs/graduate-programs/human-resources-industrial-relations/
Ohio State Fisher MHRM — https://fisher.osu.edu/graduate/mhrm • curriculum: https://fisher.osu.edu/graduate/mhrm/academics/curriculum • structure: https://fisher.osu.edu/graduate/mhrm/academics/program-structure • full-time sheet (PDF): https://info.fisher.osu.edu/hubfs/Documents/MHRM-Full-Time-Curriculumv5.pdf
Purdue Daniels MSHRM — https://business.purdue.edu/masters/programs/ms-human-resource-management/ • curriculum: https://business.purdue.edu/masters/mshrm/academics/home.php • online: https://business.purdue.edu/online/ms-human-resource-management/academics
Vanderbilt Peabody LOP M.Ed. — https://peabody.vanderbilt.edu/academics/masters-programs/leadership-organizational-performance-med/ • LPO dept: https://peabody.vanderbilt.edu/academics/departments/leadership-policy-organizations/ • online Ed.D.: https://peabodyonline.vanderbilt.edu/edd-in-organizational-learning/
Georgetown SCS MPS HRM — https://scs.georgetown.edu/programs/341/master-of-professional-studies-in-human-resources-management/ • curriculum: https://scs.georgetown.edu/programs/341/master-of-professional-studies-in-human-resources-management/curriculum • course schedule: https://scs.georgetown.edu/programs/341/master-of-professional-studies-in-human-resources-management/course-schedule
NYU SPS Human Capital family (HCM • HCAT-STEM • dual) — https://www.sps.nyu.edu/explore/degrees-and-programs/ms-in-human-capital-management.html • bulletin: https://bulletins.nyu.edu/graduate/professional-studies/programs/human-capital-management-ms/ • HCAT: https://www.sps.nyu.edu/explore/degrees-and-programs/ms-in-human-capital-analytics-and-technology.html
IE Master in Talent Development & HR — https://www.ie.edu/business-school/programs/masters/master-in-talent-development-human-resources/ • study plan: https://www.ie.edu/business-school/programs/masters/master-in-talent-development-human-resources/study-plan/
LBS Executive Education HR portfolio — https://www.london.edu/executive-education/human-resources • HR Strategy in Transforming Organisations: https://www.london.edu/executive-education/strategy/hr-strategy-in-transforming-organisations
HEC Paris Executive Education — https://www.hec.edu/en/executive-education • Executive MSc in Change Leadership (with Oxford Saïd): https://www.hec.edu/en/executive-education/executive-msc-change-leadership • LSE+HEC Executive Leadership Programme — via the executive-certificates catalogue: https://www.hec.edu/en/executive-education/our-programs-individuals/learning-format/executive-certificates

Part VII. Maintenance¶

Update cadence, per-source version tracking and re-verification schedule live in the companion file Update_Tracker.md (Phase 4). Sources marked "current-edition page" (Gallup, Mercer, Deloitte, Bersin, CIPD hubs, Harvard Law Forum) refresh annually or continuously — the landing links above always resolve to the newest edition. Paid/registration items (ISO standard text, Bersin full reports, Gallup/Mercer full downloads) are flagged inline; free alternatives are always listed beside them.

Document build: Sessions 1–3, 2026-07-08/09. Next build step: absorption of Phase-1 deep-research output (per-module reading-list expansion, EU regulatory modules) — synchronously into both mirrors.