Who it's for
HR professionals responsible for talent acquisition, onboarding, performance management, learning and development, or succession planning.
What participants can do by the end
Identify AI tools applicable across the HR lifecycle, talent acquisition, onboarding, performance, learning and development, and succession, with a specific GCC example for each. Apply AI tools to job description drafting, CV screening setup, and engagement survey analysis, producing outputs genuinely ready for review. Examine AI-assisted talent acquisition tools for bias in screening criteria, candidate scoring, and decision support using a structured bias review checklist. Analyze the impact of AI on the HR function itself, which roles are enhanced, which are at risk, and what new skills HR professionals need. Evaluate a full AI HR implementation proposal against data privacy, GCC labor law compliance, and employee trust criteria before recommending approval.
How the three days build:
Day one covers AI across the HR lifecycle, screening, matching, and scheduling in talent acquisition, continuous feedback and analytics in performance management, personalized learning paths in L&D, then moves into inclusive job description writing and CV screening criteria design, before a dedicated session on where bias actually enters AI hiring tools, training data, feature selection, proxy variables, with specific attention to gender, nationality, and age bias in GCC hiring contexts. Day two covers which HR roles are enhanced versus at risk as AI adoption grows, what people analytics can reveal from HR data, and GCC labour law compliance requirements for HR analytics. Day three is evaluation and business-case building, assessing a proposed AI HR implementation against privacy, compliance, and employee trust, and building the case for AI HR investment.
Participants leave able to use AI in HR and defend that use if questioned
Why this matters specifically for HR
No other function combines this much AI opportunity with this much regulatory and reputational exposure in one place; screening criteria, candidate scoring, and engagement analytics all touch protected characteristics whether HR intends it or not. An HR team using AI without a bias review process isn’t saving time; it’s building risk into every hire it makes. This program is designed so AI becomes a genuine efficiency gain for HR without quietly becoming a compliance liability the function discovers only after a complaint or audit.