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Certified Human Resources Manager

Online Certification  ·  11 Week  ·  Globally Recognised  ·  (CHURM)

✅ 2026 Edition 🎓 CPD Accredited 🌍 100+ Countries 📜 Digital + Physical Certificate 100% Online
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Executive Summary

Certified Human Resources Manager

Designed for today’s high-impact professionals, the Certified Human Resources Manager (CHURM) delivers a rigorous Advanced-level curriculum that equips participants with the knowledge, tools and frameworks needed to excel in human resource management, talent development and organisational effectiveness.

This 11 Week programme is structured around SHRM, CIPD and ILO Labour Standards, ensuring every graduate applies internationally validated methods to real-world challenges.

GLI’s CHURM holders are recognised by leading organisations across Africa, the Gulf, Europe and the Americas as qualified, results-driven professionals. Whether you are advancing your current career or transitioning into new responsibilities, this certification provides the competitive edge you need in 2026 and beyond.

Programme Overview

Certification at a Glance

Certification
Certified Human Resources Manager
Acronym
CHURM
Category
Human Resources
Level
Advanced
Duration
11 Week
Delivery Mode
100% Online
Assessment
Online Examination
Certificate
Digital + Physical
CPD Eligibility
CPD Accredited
Alumni Benefits
GLI Network Access
Self-Paced
USD 399
Live Virtual
USD 599
Target Audience

Who Should Enrol?

  • Business Partnering in Substance — applied to your own work
  • The People Agenda Behind the Strategy — applied to your own work
  • Risk, Compliance and the Board — applied to your own work
  • Reward and Fairness as Leadership Choices — applied to your own work
  • Technology, Service and the Function — applied to your own work
  • The HR Operating Model — applied to your own work
Programme Inclusions

Everything Included in Your Enrolment

  • All study materials and study guide
  • Access to GLI online learning portal
  • Online examination and assessment
  • Digital certificate and digital badge
  • Physical certificate (shipped to you)
  • CPD credits for professional bodies
  • GLI alumni network membership
  • Facilitator and tutor support
  • Resource downloads and reference library
  • Automatic enrolment confirmation
Certification Benefits

Why This Certification Matters for Your Career

Career Advancement
Accelerate your career towards CHRO and senior people-management roles
Professional Recognition
Credential aligned with SHRM, CIPD and ILO Labour Standards
Leadership Capability
Develop the strategic and operational skills to lead complex human resource management functions
Organisational Impact
Design and implement human resource management systems that drive performance and measurable results
Compliance Readiness
Master the standards, compliance and ethical governance central to human resource management
Global Employability
Qualify for human resource management roles across multinationals, NGOs and international organisations worldwide
Competency Framework

Core Competencies You Will Develop

✦Talent Acquisition, Resourcing and Onboarding
✦Learning, Development and Talent Management
✦Performance, Reward and Employee Relations
✦HR Strategy, Analytics and Workforce Planning
✦Employment Law, Compliance and HR Governance
✦Professional Ethics and Governance
Course Curriculum

Programme Modules

Click any module to explore the detailed curriculum topics included in this certification.

1
Foundations and Strategic Context of Certified Human Resources Manager
  • Certified Human Resources Manager: industry context, trends and professional standards
  • The HR function: roles, operating models and value creation
  • Aligning HR strategy with organisational strategy
  • The employee lifecycle and HR value chain
  • HR competencies and professional standards (SHRM, CIPD)
  • The business partner and centre-of-excellence model
  • HR's role in culture, values and employer brand
  • Ethics, confidentiality and professional conduct in HR
  • Employment relationship and the psychological contract
  • Global and comparative HR contexts
  • Building a personal HR development plan
2
Business Partnering in Substance
  • Selection validity and structured hiring
  • People analytics and HR measurement
  • Performance management that changes behaviour
  • Job design and role architecture
  • Analytical techniques and bias
  • AI and automation in HR processes
  • Competency frameworks and skills taxonomies
  • Descriptive, diagnostic and predictive analytics
  • Evidence-based HR decision-making
  • Flexible and hybrid working design
  • Ratio and trend analysis
  • HR policies, handbooks and compliance
  • Management accounts and dashboards
  • Budget vs actual and variance
  • Consulting skills and contracting with the business
3
The People Agenda Behind the Strategy
  • Workforce planning and the capability gap
  • Talent review and succession in practice
  • Career architecture and internal mobility
  • Inclusion and the fairness of people decisions
  • Organisational design principles and structures
  • Discipline, conduct and fair-process management
  • HR metrics, KPIs and the HR scorecard
  • Employment law framework and contracts of employment
  • HR function performance and service levels
  • Continuous improvement and lean HR
  • Cost and profitability analysis
  • Forecasting and planning
  • Business case, cost and impact analysis
  • Data visualisation for finance
  • Decision support and insight
4
Risk, Compliance and the Board
  • Employment compliance and the HR risk agenda
  • Restructuring, redundancy and organisational change
  • Employee relations, discipline and fair process
  • Reporting automation
  • Retention strategy and turnover analysis
  • Communicating financial results
  • Absence, attendance and capability management
  • Commercial awareness and organisational context
  • Psychodynamic and psychoanalytic approaches
  • Employee and manager self-service
  • Data quality, integration and master data
  • Vendor management and system governance
  • Workforce reporting and storytelling with data
  • Cost of workforce and ROI of HR interventions
  • Change management models (Kotter, ADKAR, Lewin)
5
Reward and Fairness as Leadership Choices
  • Reward architecture and pay equity
  • Inclusion and the fairness of people decisions
  • Employee engagement and what actually drives it
  • Health and safety legal duties
  • Cross-cultural and global inclusion
  • Embedding values and behaviours
  • Communicating and reporting to leadership
  • Managing HR projects and change
  • Team leadership within HR
  • Large-scale transformation and agile ways of working
  • Job analysis, job design and role profiling
  • Corporate social responsibility and ESG
  • Professional accreditation and CPD
  • Process improvement and HR operating efficiency
  • Benchmarking HR against best practice
6
Technology, Service and the Function
  • HR technology selection and implementation
  • HR service delivery and case management
  • The HR operating model and business partnering
  • Linking performance to reward and consequence
  • Process automation and workflow
  • Digital HR and the employee experience platform
  • Inclusive leadership and allyship
  • Organisational culture assessment and change
  • The HR business partner role and mandate
  • Facilitation and difficult conversations
  • Sustaining and measuring change
  • Confidentiality and handling sensitive data
  • Conflicts of interest and integrity
  • Corporate governance and HR’s role
  • Attachment and developmental theory
7
The HR Operating Model
  • The HR operating model and business partnering
  • HR service delivery and case management
  • People analytics and HR measurement
  • Employer branding and employee value proposition (EVP)
  • Professional roles, boundaries and settings
  • Offer management, negotiation and pre-boarding
  • Time-to-hire, quality-of-hire and cost metrics
  • Instructional design and blended learning
  • Career development and internal mobility
  • Learning technologies and the LMS
  • Appraisal, calibration and managing underperformance
  • Pay structures, benchmarking and market pricing
  • Benefits design, pensions and flexible benefits
  • Employee voice, surveys and action planning
  • Managing resistance and building coalitions
8
People Development
  • Learning transfer and capability building
  • Coaching leaders and managers
  • Organisation development principles and practice
  • Absence, capability and ill-health management
  • Personal leadership development planning
  • Creating a coaching culture
  • Developing talent and succession
  • Managing performance through coaching
  • Delegating for development
  • Coaching challenging situations
  • Measuring coaching impact
  • Coaching principles and ethics
  • The coaching relationship
  • Strengths-based coaching
  • Group and team coaching
9
Performance and Measures
  • Objective setting: KPIs, OKRs and cascading goals
  • Cost, quality and cycle-time metrics
  • System performance and reliability metrics
  • Continuous improvement and DevOps metrics
  • Concurrency and performance
  • Performance and load testing
  • Metrics, velocity and flow
  • Measuring IT value and performance
  • Performance and dispute management
  • Performance scorecards and reviews
  • Performance measurement and attribution
  • Strategy and performance management systems
  • Ethical principles and codes of practice
  • Managing boundaries and dual relationships
  • KPIs and performance reporting
10
Culture and Wellbeing
  • Collective relations and union engagement
  • Attrition, engagement and productivity analytics
  • Belonging, culture and employee resource groups
  • Stakeholder engagement and risk management
  • Culture change and behaviour embedding
  • Whistleblowing and speak-up culture
  • Peer support and consultation
  • Working with organisations on wellbeing
  • Habit change and behaviour design
  • Wellbeing and resilience coaching
  • Strengths, flow and engagement
  • Negotiation tactics and behaviours
  • Meaning, purpose and values
  • Building trust and engagement
  • Stakeholder engagement strategy
11
Legal and Compliance
  • Designing an HR intervention or policy
  • Regulatory compliance and audit
  • Policy, planning and objectives
  • Legal and other requirements
  • Compliance monitoring and enforcement
  • Contract types and risk allocation
  • Contract administration and variation
  • Contract performance and exit
  • Contract governance and compliance
  • Real estate regulation, licensing and professional conduct
  • Grant compliance and restricted funding management
  • Regulation, ethics and misinformation in media and telecoms
  • Sustaining ethical, effective practice
  • Legal responsibilities and professional bodies
  • Goal setting and contracting
12
Evidence and Analytics
  • Ethical use of AI and analytics in HR
  • Diversity and pay-equity analytics
  • Applicant tracking systems and recruitment analytics
  • Diagnosis and evidence gathering
  • Data protection and employee privacy
  • People analytics tooling and dashboards
  • People analytics maturity and operating model
  • Benchmarking and external data sources
  • Evidence-based practice and research literacy
  • Project data, reporting and analytics
  • AI and predictive project analytics
  • Portfolio of evidence and reflective practice
  • Data-driven decision support and analytics
  • Complaint data and learning
  • Service analytics and dashboards
13
Change and Organisation
  • Exit, offboarding and organisational memory
  • Implementation and change plan
  • Diagnosing organisational readiness for change
  • Future of work and workforce transformation
  • Communication strategy in change programmes
  • Customer experience transformation
  • Digital and self-service transformation
  • Measuring CX transformation impact
  • Digital transformation in banking
  • Foreign exchange and treasury operations
  • Technology governance and change control
  • Behaviour change and adoption of innovations
  • Foreign exchange and hedging
  • Digital transformation roadmaps
  • Goal setting and behavioural change in coaching
14
Leadership Practice
  • Customer (employee/manager) satisfaction
  • Capital structure and financing decisions
  • Conflicts of interest management
  • Leadership and management development
  • Knowledge management and capability building
  • Safety management systems overview (ISO 45001)
  • Safety culture and leadership
  • Management and board reporting
  • Influencing and safety leadership
  • Ethical frameworks and codes of practice
  • Ethical decision-making under pressure
  • Duty of care and risk management
  • Practice management systems
  • Writing advisory reports that drive decisions
  • Project management standards (PMI, PRINCE2)
15
Communication and Influence
  • Stakeholder mapping and influencing
  • Communication planning and management
  • Reporting and dashboards
  • Managing expectations and influence
  • Negotiation and conflict management
  • Conflict resolution and negotiation
  • Commercial negotiation and value capture
  • Integrated marketing communications
  • Influencer and affiliate marketing
  • Dashboards and performance reporting
  • Sponsorship and negotiation selling
  • Negotiation and conflict resolution
  • Executive communication and presence
  • Cross-cultural communication
  • Negotiation strategy and planning
16
Stakeholders and Partnering
  • Record-keeping and data protection
  • Partnership building and multi-stakeholder platforms
  • Relationship management and retention
  • Stakeholder mapping and collaboration
  • Managing difficult stakeholders
  • Stakeholder mapping in banking
  • Relationship management and cross-selling
  • Wealth, SME and corporate relationships
  • Stakeholder communications
  • Mentoring, sponsorship and developmental relationships
  • Stakeholder mapping and engagement
  • Stakeholders and users of financial information
  • Stakeholders, agency and accountability
  • Trends: ESG, transparency and stakeholder capitalism
  • Shareholder and stakeholder rights
17
Learning and Training
  • Evaluating learning impact (Kirkpatrick, ROI)
  • Training needs analysis
  • Instructional design models (ADDIE, SAM)
  • Cognitive load and learning science
  • The learning and development profession
  • Learning strategy and business alignment
  • Learning cultures and the learning organisation
  • Facilitation skills and presence
  • Virtual and hybrid facilitation
  • Blended and hybrid learning design
  • Motivation and self-directed learning
  • Monitoring, evaluation and learning for accountability
  • Designing and facilitating groups
  • Facilitation and workshops
  • Facilitation, training and public presentation skills
18
Financial Awareness
  • Headcount budgeting and establishment control
  • Cost and price analysis
  • NGO financial management and budget-versus-actual discipline
  • Vehicle financing, insurance and total cost of ownership conversations
  • Costing production: standard costs, variances and the true cost of scrap
  • Non-revenue water, metering and cost recovery
  • Complaints, accountability and fitness to practise
  • Health financing: budgets, insurance and out-of-pocket realities
  • Preparing financial statements
  • Financial reporting frameworks (IFRS/GAAP)
  • Interpreting financial statements
  • Cost concepts, classification and behaviour
  • Costing methods: absorption, marginal and activity-based
  • Cost-volume-profit and break-even analysis
  • Standard costing and variance analysis
19
Operations and Service
  • Onboarding and time to productivity
  • Span of control, delayering and operating models
  • Integration with quality and environment
  • Design review and quality
  • Productivity, collaboration and workflow tools
  • Process improvement and lean thinking
  • Quality management and standards
  • Productivity and efficiency improvement
  • The procurement cycle and operating models
  • Data quality and master data management
  • Operating model redesign
  • Healthcare quality, safety and accreditation
  • Reporting quality and governance
  • Outcome and process measures
  • Quality and delivery metrics
20
Risk and Governance
  • Regulatory reporting and audits
  • Interest-rate risk and gap analysis
  • Asset-liability committee (ALCO) governance
  • Derivatives and risk instruments
  • Quality assurance and code review
  • IT governance frameworks (COBIT)
  • Enterprise architecture governance
  • Risk, compliance and audit
  • Control environment and risk assessment
  • Process and control documentation
  • Governance and the three lines model
  • Environmental, social and governance (ESG)
  • Security governance and management systems
  • Likelihood, impact and risk rating
  • Risk treatment and countermeasures
21
Technology and Systems
  • Digital banking platforms and APIs
  • Payment technology and switches
  • Automation, RPA and straight-through processing
  • Cybersecurity and fraud technology
  • Digital credit and alternative data
  • Innovation and technology investment
  • Treasury technology and systems
  • Performance management systems and cycles
  • The learning ecosystem and stakeholders
  • Safety management systems (ISO 45001)
  • Client feedback and satisfaction
  • The banking system, intermediation and financial markets
  • Digital disruption and the future of banking
  • Branch-to-digital migration
  • Environmental management systems (ISO 14001)
22
Projects and Delivery
  • Project KPIs and performance metrics
  • Driving measurable delivery improvement
  • Developing the project business case
  • Project budgeting and financial control
  • Financial risk in projects
  • Realising and measuring project value
  • Capstone scoping: a real project or programme
  • Designing the project plan and schedule
  • Project initiation and chartering
  • Integrated project planning
  • Project management plan development
  • Automation in project delivery
  • Emerging project technologies
  • Programme management principles
  • Programme governance and assurance
23
Ethics and Professional Standards
  • Professional ethics and codes of conduct in HR
  • Ethical, risk and feasibility considerations
  • Data, records and confidentiality tech
  • Ethics of technology in practice
  • Professional ethics and responsibility (PMI)
  • Conflicts of interest and procurement ethics
  • Professional standards and ethics
  • Marketing and sales ethics
  • Evidence-based improvement
  • Animal welfare standards and ethical husbandry
  • Ethics and fair customer treatment
  • Professional ethics in customer service
  • Responsible and ethical service
  • Ethics and integrity in banking
  • Professional ethics and banking conduct
24
Health and Wellbeing at Work
  • Driving measurable safety improvement
  • Designing a safety programme or control
  • Job safety analysis (JSA) and task risk
  • Managing risk and difficult cases
  • Contractor and visitor safety
  • Predictive safety analytics
  • Toolbox talks and safety communication
  • Resilience, wellbeing and stress management
  • Event risk, safety and contingency planning
  • Industrial utilities, energy and process safety interfaces
  • Lessons learned and development
  • Driving effective, ethical outcomes
  • Health records, data and confidentiality
  • Telehealth and digital care delivery
  • Public health programmes: prevention and outreach
25
Teams and Collaboration
  • Psychoeducation and workshops
  • Working with referrers and multidisciplinary teams
  • Collaboration and teamwork
  • Servant leadership and self-organising teams
  • Virtual and distributed teams
  • Team leadership and motivation
  • Team development and effectiveness
  • Coaching and developing team members
  • Managing virtual and cross-cultural teams
  • Team leadership in sales and marketing
  • Team leadership in field and project settings
  • Designing an intervention or programme
  • Leading service teams
  • Team leadership in customer service
  • Team leadership in banking operations
26
Strategic Context
  • Brand strategy, identity and equity
  • Pricing strategy
  • Digital marketing strategy
  • Key account management strategy
  • Building strategic customer relationships
  • Translating insight into strategy
  • Professional case study and presentation
  • Evidence-based practice
  • Scaling technologies and business models
  • Risk assessment and safety planning
  • Treatment planning and review
  • Strategic decision-making under uncertainty
  • Measuring strategic progress
  • Turning strategy into results
  • Procurement’s contribution to organisational strategy
27
Diversity and Inclusion
  • Nomination, succession and diversity
  • The business case for diversity and inclusion
  • Team diversity and inclusion
  • Assets, liabilities and equity reporting
  • Brand equity and positioning
  • Financial inclusion and agency banking
  • Financial inclusion strategy
  • Diversity, inclusion and inclusive leadership
  • Gender, youth and social inclusion in agricultural development
  • Community engagement and equity
  • Financial inclusion and the evolving customer
  • Financial inclusion and serving underbanked markets
  • Digital accessibility and inclusion
28
International Practice
  • Global sourcing and trade
  • Managing complexity and comorbidity
  • Key global frameworks: FAO, GlobalG.A.P., SDGs and national strategies
  • International and cross-border tax
  • Grades, standards and export certification (GlobalG.A.P.)
  • The agricultural sector: systems, actors and global food value chains
  • Transfer pricing and international tax
  • Global sourcing and international trade
  • Brand and reputation as strategic assets
  • Growth strategy and demand generation
  • Innovation and new product launch
  • Workplace and organisational contexts
29
Standards and Improvement
  • Sustainability standards (GRI, ISSB)
  • Continuous feedback and performance conversations
  • Continuous improvement cycles
  • Continuous environmental improvement
  • Management review and improvement
  • Certification and continual improvement
  • Professional standards and continuing development
  • Professional standards and ethics (CIPS)
  • Supplier development and improvement
  • Sustainable procurement principles and standards
  • In-process quality control and inspection
  • Continuous improvement and lessons learned
  • Data quality, analysis and reporting
  • Breeding, reproduction and genetic improvement
  • Sustainability certification and standards
30
Workforce Practice
  • Recruitment marketing and candidate attraction
  • High-potential identification and talent reviews
  • Communicating risk to the workforce
  • Workforce and shift management in retail
  • Workforce management and scheduling
  • Loyalty programmes and rewards
  • Workforce planning and scheduling
  • Employee experience and engagement
  • Customer and employee satisfaction
  • Career and talent development
  • Employee engagement models and drivers
  • Talent sourcing channels and pipelines
  • Strategic workforce planning and demand forecasting
  • Succession planning and talent pipelines
  • Reward strategy and total reward frameworks
Learning Outcomes

What You Will Achieve

  • Business Partnering in Substance — applied to your own work
  • The People Agenda Behind the Strategy — applied to your own work
  • Risk, Compliance and the Board — applied to your own work
  • Reward and Fairness as Leadership Choices — applied to your own work
  • Technology, Service and the Function — applied to your own work
  • The HR Operating Model — applied to your own work
Enrolment Process

How to Get Certified

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Frequently Asked Questions

Common Questions

What is the CHURM certification?

Yes. GLI certifications are recognised across 100+ countries and are aligned with SHRM, CIPD and ILO Labour Standards. Graduates receive a digital certificate, a physical certificate and CPD credits recognised by employers worldwide.

Who should enrol in the CHURM?

This certification is ideal for HR Managers and Directors, HR Business Partners, Learning and Development Managers and Employee Relations and OD Specialists, and other professionals seeking to formalise their expertise in human resource management, talent development and organisational effectiveness with a globally recognised credential.

How long does the CHURM certification take to complete?

The programme is structured over 11 Week and offers flexible learning modes. Self-paced learners can progress at their own schedule, while live virtual participants follow a structured cohort schedule with facilitator-led sessions.

Is the CHURM internationally recognised?

Yes. GLI certifications are recognised across 100+ countries and are aligned with SHRM, CIPD and ILO Labour Standards. Graduates receive a digital certificate, a physical certificate and CPD credits recognised by employers worldwide.

What is the cost of the CHURM certification?

The Certified Human Resources Manager is offered in two formats: Self-Paced at USD 399 and Live Virtual at USD 599. Corporate group rates are available for organisations enrolling 5 or more participants. Contact GLI for a bespoke corporate training quotation.

What does the CHURM certification include?

Enrolment includes all study materials and study guides, access to GLI's online learning portal, online examination, digital certificate and badge, physical certificate (posted), CPD credits, GLI alumni network membership, and ongoing facilitator support.

What is the assessment format for the CHURM?

The Certified Human Resources Manager is assessed through an online examination consisting of multiple-choice questions, case study analysis, and practical application assignments. The assessment is designed to evaluate real-world competency, not just theoretical recall.

What CPD credits do I earn from the CHURM?

The Certified Human Resources Manager carries Continuing Professional Development (CPD) credits, which can be applied towards professional body requirements including recognised international professional associations.

Can I study the CHURM while working full-time?

Absolutely. The self-paced option is designed for busy working professionals and allows you to study when and where it suits you. Live virtual sessions are typically scheduled in the evenings or on weekends to accommodate professional commitments.

What career outcomes can I expect from the CHURM?

Graduates progress towards CHRO and senior people-management roles. The CHURM strengthens your expertise in human resource management, talent development and organisational effectiveness and positions you for advancement across multinationals, NGOs and international organisations.

Graduate Voices

What Our Alumni Say

“

The curriculum was directly applicable to my daily work. I immediately applied what I learned and saw results within weeks of completing the programme.

HR Director
Private Sector
“

GLI's certification is the most practical professional programme I have attended. The international frameworks gave me credibility with my employer and clients.

People Manager
NGO Sector
“

I earned my CHURM while working full-time. The self-paced format made it possible, and the quality of the content is genuinely world-class.

Talent Lead
Government
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