About This Event
“Hire and keep the people your 2030 mandate needs, starting this budget cycle.”
A three-day virtual programme on building the workforce central banks will need as digital transformation and ESG priorities reshape the job. You will cover strategic workforce planning, skills-based acquisition and retention, and turn them into a talent strategy aligned to your institution's strategic plan and budget.
What You'll Explore
A skills-based workforce plan with a five-year gap analysis
An employer value proposition built for scarce digital and climate skills
A retention toolkit covering mobility, career paths and attrition analysis
A set of ISO 30414-aligned human capital metrics for board reporting
A talent strategy outline linked to your institution's strategic plan
Who Should Attend
Open to all qualifying staff, particularly: Heads of HR, Talent and Workforce Planning Managers, Recruitment and Learning Leads, HR Business Partners, Strategy and Transformation Officers.
Why This Course Matters
Scarce Skills
Data science, cyber, climate risk and payments expertise are contested by banks, fintechs and tech firms. A deliberate talent strategy lets you compete on purpose and career value, not salary alone.
Planning Ahead
Most central banks still hire to replace leavers rather than to meet future need. Strategic workforce planning shows where skills gaps will open, so budget requests rest on evidence instead of headcount habit.
ESG & Inclusion
Climate supervision and sustainability commitments create new roles and new expectations of employers. Aligning talent practice to ESG priorities strengthens your employer brand and your reporting to the board.
Programme
Day 1
Strategic workforce planning for the future mandate
You will build a skills-based workforce plan, using scenario analysis and demand and supply modelling to show where digital, climate and data skills gaps will open over a five-year horizon.
Day 2
Talent acquisition & employer value proposition
You will redesign sourcing for scarce skills, covering competency-based selection, early-career pipelines and an employer value proposition that competes with commercial banks and technology firms.
Day 3
Retention, mobility & the talent strategy
You will analyse attrition data, design retention levers such as internal mobility and career pathways, and assemble a talent strategy with metrics you can report to your board and executive committee.
Standards & Faculty Benchmark
ISO 30414 Human Capital Reporting
Guidance on internal and external human capital metrics that underpins the workforce reporting work.
CIPD / SHRM people-practice frameworks
Professional HR standards for workforce planning, resourcing and retention used throughout.
UN Sustainable Development Goals
SDG 5 and SDG 8 frame the inclusion and decent-work dimension of the ESG talent sessions.
Boards and auditors increasingly ask for human capital reporting that is consistent and comparable. Aligning your talent strategy to ISO 30414 metrics and recognised HR frameworks means your numbers hold up when compared with peers and when ESG disclosures are reviewed.
Is This Right for You?
- ☑You plan or approve recruitment, learning or workforce budgets
- ☑Your institution is losing specialist staff to the private sector
- ☑Your institution has digital or ESG goals without a talent plan
Good to Know
Delivered live online across three days; basic familiarity with HR practice is helpful but no workforce-analytics background is assumed. You leave with a draft skills-based workforce plan, an employer value proposition and a board-ready talent strategy outline.
The Bottom Line
Stop hiring for yesterday's organisation chart and start building the workforce your future mandate will demand.
Recommended For
Open to all qualifying staff, particularly: Heads of HR, Talent and Workforce Planning Managers, Recruitment and Learning Leads, HR Business Partners, Strategy and Transformation Officers.