eCornell Online Professional

Development Programs

Certificate Program in
Advanced Strategic
HR Practices

powered by

866-326-7635
+1-607-330-3200
www.ecornell.com
 Certificate Program in

Advanced Strategic HR Practices

Certificate Information
ILRHR551 - Human Resources Leadership
ILRHR552 - Aligning HR Strategy with
Organizational Strategy
ILRHR553 - Diversity and Inclusion for
Bottom-line Performance
ILRHR554 - Building a Talent Management
Culture
ILRHR555 - Measuring HR’s Impact
ILRHR556 - Employee Engagement
ILRSM840 - Managing Global Employment
Issues and Work Practices
Accreditation
Learners who successfully complete the seven
courses in the series receive an Advanced
Strategic HR Practices Certificate from Cornell
University.
HRCI Recertification
The courses in this certificate series have each been
approved for six (6) recertification credit hours toward
PHR, SPHR, and GPHR recertification through the
Human Resource Certification Institute. Please contact
the Human Resource Certificate Institute (HRCI) for further
information about certification or recertification.
Certificate Overview
Become an in-demand HR professional, influencing organizational leaders and aligning
HR strategy. Use diversity and inclusion to increase profits, develop a talent management
culture, and engage employees. Master advanced HR topics such as high-performance
work practices, employee relations, alternative dispute resolution, and managing
organizational conflict.
The development and execution of a human resources strategy that is aligned with
organizational goals and matched to an organization’s competencies delivers tangible
outcomes for an organization’s people, customers, and shareholders. Such a strategy
is based on transforming HR from a “business partner” to a “business leader” which
requires in-depth knowledge of advanced and emerging HR topics. This certificate
program from Cornell University’s ILR School develops the leadership competencies
required make this transformation, using our traditional 2 week format as well as
our 5 week MasterCourse format to deliver the critical skills and concepts of this
powerful HR certificate program.
The courses in this series focus on the drivers for transforming HR into a world-
class function: the HR leader’s influence on strategy and organizational leaders,
alignment of HR strategy, using diversity and inclusion to achieve bottom-line
results, developing a talent-management culture, strategies for employee
engagement, and using metrics to measure impact on business outcomes.
Acquire the vital knowledge in the advanced HR topics of high-performance
work practices, employee relations, alternative dispute resolution, and
managing organizational conflict to broaden your understanding of key
HR practices and strategies. Each course explores a topic in depth, with
particular emphasis on the role of the HR leader, industry best practices,
and short projects that emphasize the application to your particular
organization.
Who Should Take This Certificate?
This certificate series is designed for manager- and director-level
HR professionals who are charged with improving HR’s ability
to contribute to organizational strategy and success. It is also
appropriate for HR professionals seeking the advanced HR
skills required for advancement to management and
leadership positions.

powered by

Authoring Faculty for
ILHRH551
Patrick M. Wright, Ph.D
Authoring Faculty for
ILHRH552
Christopher J. Collins, Ph.D.
Sponsoring School
Cornell University’s School of
Industrial and Labor Relations
Total Learning Time
Approximately 5 to 6 hours over a period
of 2 weeks for each course.
powered by
Required Courses for
Advanced Strategic HR Practices
ILRHR551: Human Resources Leadership
Develop strategies that improve strategic, ethical, legal, and financial outcomes for your
organization. Manage the complexities of interpersonal dynamics at the most senior levels to
nurture strong leaders.
Effective HR leaders look beyond managing the HR function. They don’t stop at building
the talent pool of the organization; they operate at the most senior levels and play a
strategic role in the organization. They influence the strategic planning process to ensure
alignment with the goals and values of the organization, while managing the process to
ensure superior outcomes.
Learners who complete this course will be able to:
• Describe three major roles you can play as an HR leader.
• Effectively influence business strategy as an HR leader.
• Discuss factors that may derail leaders and strategy.
• Implement guardrails to keep derailment from happening.
ILRHR552: Aligning HR Strategy with
Organizational Strategy
Create a vertical-alignment strategy to improve decision making,
people outcomes, processes, and profits. Align HR functions with the
organization to execute strategies.
A thorough understanding of your organization’s value creation
model and ability to develop competencies through processes,
technology, and people are essential to ensuring that the HR
organization is aligned vertically and horizontally to produce
superior results. With this understanding, HR will be able to
articulate how it can improve processes, people and customer
outcomes, and financial results.
Learners who complete this course will be able to:
• Discuss how an organization delivers value through
coordinating people, processes, and technologies.
• Develop a plan to structure an organization’s people,
processes, and technologies to create maximum value
for stakeholders.
• Use human resources alignment to maximize
employee performance.
• Apply the balanced scorecard to improve HR decision
making.
950 Danby Road • Suite 150 • Ithaca, NY 14850
866-326-7635 • +1-607-330-3200
info@ecornell.com • www.ecornell.com

Authoring Faculty for
ILRHR553
Quinetta M. Roberson, Ph.D.
Authoring Faculty for
ILRHR505
Christopher J. Collins, Ph.D
Sponsoring School
Cornell University’s School of
Industrial and Labor Relations
Total Learning Time
Approximately 5 to 6 hours over a period
of 2 weeks for each course.
powered by
Required Courses for
Advanced Strategic HR Practices
ILRHR553: Diversity and Inclusion for Bottom-line Performance
Bring diversity to the workforce. Improve performance and attain objectives by using high-
involvement practices and diversity management.
The management of diversity and inclusion has evolved from handling day-to-day
compliance issues to leveraging diversity for competitive advantage. Organizations that
no longer see diversity as a legal or moral requirement, but as a competitive advantage,
have an opportunity to improve performance at the financial, employee, customer, and
community levels.
Diversity and inclusion practices must be embedded in an organizational culture to make
a positive impact on performance. This course summarizes the evolution of diversity and
inclusion management; outlines key management practices for improving performance,
contextualizes diversity in terms of current challenges, and provides direct linkages
between diversity and the bottom line at the organizational and functional levels.
Learners who complete this course will be able to:
• Summarize the history of diversity and inclusion practices
• Cite examples of successful diversity and inclusion practices
• Explain how diversity can affect an organization’s bottom line
• Outline best practices for diversity and inclusion, and recommend
how to implement those practices throughout an organization
ILRHR554: Building a Talent Management
Culture
Attract and retain top talent by communicating and marketing
an employment brand. Nurture future leaders and retain your
organization’s top talent.
As the existing “war for talent” intensifies and becomes
increasingly global, organizations must develop strong talent-
management practices that are tightly aligned with business
strategy. Successful organizations build talent management
cultures to take advantage of their human capital. They focus on
attracting top talent, identifying and developing future leaders,
and retaining the best prospects in the high-potential talent
pool.
After completing this course, you will be able to:
• Develop a model for talent management that attracts
and retains talent.
• Revise your employment brand when internal and
external changes to the organization diminish its
effectiveness.
• Improve your organization’s retention and reduce
turnover.

Authoring Faculty for
ILRHR555
Patrick M. Wright, Ph.D.
Authoring Faculty for
ILRHR556
Christopher J. Collins, Ph.D.
Sponsoring School
Cornell University’s School of
Industrial and Labor Relations
Total Learning Time
Approximately 5 to 6 hours over a period
of 2 weeks for each course.
powered by
Required Courses for HR Practices
ILRHR555: Measuring HR’s Impact
Develop metrics to demonstrate HR’s impact on financial, customer, process, and
measurable personnel outcomes. Build a model that links metrics to organizational goals
and priorities.
HR leaders have the ability to drive business performance by defining, designing,
developing, and delivering competitive advantage through people. A key component of
their ability to do so is a solid understanding of the organization’s business drivers and
a demonstrable competence in matching human capital to strategic initiatives. Metrics
enable HR to demonstrate its competence in terms of its business literacy and adopt a
data-driven approach to management and leadership.
After completing this course, you will be able to:
• Use metrics to make better HR decisions.
• Account for the limitations of metrics for analyzing and managing the HR
function.
• Use the balanced scorecard to measure financial, customer, process and
personnel outcomes.
• Avoid the potential misuses of metrics.
• Categorize and evaluate metrics to make better use of them.
ILRHR556: Employee Engagement
Improve the performance of your workforce. Use employee engagement as
a strategic tool.
Employee engagement can be broadly defined as employees consistently
acting in the best interests of the organization. Linked to critical
outcomes including absenteeism, turnover, customer satisfaction,
operational performance, and financial performance, employee
engagement is a vital driver of an organization’s bottom-line
performance.
Learners who complete this course will be able to:
• Define and measure the value of employee
engagement.
• Link employee engagement to organizational success.
• Build a plan to create employee engagement at your
organization.
• Manage the risks associated with executing an
employee engagement strategy.
950 Danby Road • Suite 150 • Ithaca, NY 14850
866-326-7635 • +1-607-330-3200
info@ecornell.com • www.ecornell.com

Authoring Faculty
Harry C. Katz, Ph.D
Sarosh Kuruvilla, Ph.D
David Lipsky, Ph.D.
Ronald L. Seeber, Ph.D.
Sponsoring School
Cornell University’s School of
Industrial and Labor Relations
Total Learning Time
Approximately 5 to 7 hours per week
over the 5 week duration of this
MasterCourse.
powered by
Required Courses for HR Practices
ILRSM840: Managing Global Employment Issues and
Work Practices
Acquire vital knowledge in the advanced HR topics of high-performance work practices,
employee relations, alternative dispute resolution, and managing organizational conflict
to broaden your understanding of key HR practices and strategies.
Managing Global Employment Issues and Work Practices, a 5-week online MasterCourse
for HRDC students, teaches the vital knowledge in the advanced HR topics of high-
performance work practices, employee relations, alternative dispute resolution, and
managing organizational conflict to broaden your understanding of key HR practices
and strategies.
Learners who complete this MasterCourse will be able to:
• Identify the most advantageous scope of change for their organization.
• Anticipate controversial elements in their plan and minimize resistance.
• Implement highly effective plans for team organization.
• Design a compensation plan that ties pay to performance.
• Develop a High Performance Work Practices plan appropriate for
their company.
• Differentiate between types of organizational conflict.
• Determine which ADR tools, techniques, and processes are
appropriate for their organizations.
• Use ADR tools, techniques, and processes to resolve disputes in
an organization.
• Assess the cost benefits and reduce the risks of using ADR
methods.
• Manage work forces and labor relations in global
settings.
• Anticipate global labor relations and employment issues.
• Respond effectively to labor rights pressures and
challenges.
• Design labor relations structures appropriate to
multinational companies.
• Outline a strategic approach to conflict
management.
• Design and develop an integrated conflict
management system.
• Implement an integrated conflict management
system.
• Evaluate the effectiveness of an integrated conflict
management system.