Course list

More than ever before, HR managers, supervisors, and directors are expected to demonstrate technical acumen while also contributing to organizational success in many other areas. Whether it's addressing the “people challenges” of large organizational changes or speaking up to protect shared norms and values, HR professionals must now be organizational leaders as well.

In this course, Cornell University's Christopher J. Collins develops insights from his research on the changing role of HR leaders into clear, actionable steps you can take to succeed in this shifting landscape. You will discover the evolving role of the modern HR leader and define what this means for your own role and your goals for growth. You will reflect on the importance of relationships to your success and examine a method by which you can strengthen your working relationships with senior leaders in your organization. You will then explore why acting courageously is key to your success as an HR leader and how to make the difficult decision of when to speak up. Finally, you will discover Professor Collins's SEE change model, the steps of which will help you to ensure the success of major changes at your organization.

  • Jun 3, 2026
  • Jun 17, 2026
  • Jul 1, 2026
  • Jul 15, 2026
  • Jul 29, 2026
  • Aug 12, 2026
  • Aug 26, 2026

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.

This course, based on the research and expertise of Christopher Collins, PhD, Associate Professor and Director of Executive Education for Cornell University's School of Industrial and Labor Relations, develops the skills needed to assess how organizations create value and to align the HR function to execute the organization's strategy. Participants analyze the Balanced Scorecard approach as a means of vertically aligning the HR system with organizational objectives. They learn how to create a vertical-alignment strategy and use it to improve HR decision-making, people outcomes, processes, customer outcomes, and financial results. And they learn the skills required to plan and assess horizontal alignment of HR systems and practices. Finally, the course discusses best practices related to workforce partitioning, performance variability, value identification, and employee impact.

The management of diversity, equity, and inclusion has evolved from "counting the numbers" to "making the numbers count." Organizations that no longer look at inclusion as having a good mix of diverse people, but as a way to fully engage employees, partners and customers have an opportunity to compete globally. Diversity, equity, and inclusion must be embedded in an organizational culture to make a positive impact on performance.

This course, based on the expertise of Cornell University Professor Lisa Nishii, differentiates diversity from inclusion and how organizations often miss the real opportunity. Students assess three levels of inclusion and identify evidence that can be used for each level to assess presence and effectiveness. HR executives and leaders share their perspective on diversity and inclusion and how they made the shift to inclusion at organizational, managerial and work group levels.

  • Jun 3, 2026
  • Jun 17, 2026
  • Jul 1, 2026
  • Jul 15, 2026
  • Jul 29, 2026
  • Aug 12, 2026
  • Aug 26, 2026

Organizations today face a multitude of challenges when it comes to effectively managing their talent. In mature markets, demographic trends are forcing companies to accelerate their efforts to build a pipeline of future leaders. In emerging markets, companies must develop talent strategies that are both nimble and effective at engaging and retaining key human capital. To achieve these goals, companies need an integrated, systematic approach to attracting, developing, engaging, and retaining critical talent.

Cornell University Professor Brad Bell offers a learning experience that challenges students to dig deeper into understanding their organization's key talent management challenges and uncovers solutions that can be used to overcome these challenges. This course adopts a systems view of talent management in order to demonstrate that various talent practices and processes need to be aligned to create effective solutions. It also examines current trends and cutting-edge thinking in the talent management field.

  • Jun 3, 2026
  • Jun 17, 2026
  • Jul 1, 2026
  • Jul 15, 2026
  • Jul 29, 2026
  • Aug 12, 2026
  • Aug 26, 2026

In recognition of the strong association between employee engagement and performance, many companies have used or considered using engagement surveys. However, many of these efforts are off-the-shelf engagement surveys that are not fully leveraged or tailored to an organization's specific wants and needs or tied into performance management. The purpose of this course is to help managers understand the difference between an average, generic engagement effort and one that has the potential to really drive superior organizational performance. Students will explore the importance of aligning engagement with the organization's strategic goals, review data collection and analysis considerations, and will analyze methods of using engagement data to drive organizational change at the line manager and broader organizational levels.

In this course, you will examine how organizations that are recognized as leaders in this field integrate practices that heighten employee engagement, and find ways to adapt those best practices for your own use. Cornell University Professor Lisa Nishii offers a research-based learning experience that can position leaders to more effectively better navigate the popular (but often misunderstood) area of employee engagement.

  • Jun 3, 2026
  • Jun 17, 2026
  • Jul 1, 2026
  • Jul 15, 2026
  • Jul 29, 2026
  • Aug 12, 2026
  • Aug 26, 2026

More than ever, HR leaders are expected to be proficient in the use of HR data and analytics. However, figuring out where to start with analytics, how to evaluate and critique HR data, and how to best communicate and translate results to the broader organization remain key challenges.

This course focuses on building analytical acumen and taking a strategic view of talent analytics. Using a framework presented in this course, students will examine outcomes and drivers throughout an organization to assess strategic talent needs. As they complete activities throughout the course, they will also fine-tune their evaluative, presentation, and communication skills using critical thinking enhanced with analytical best practices shared by Professor Hausknecht.

This course is designed for HR professionals who want to build their organization's HR analytics capabilities, derive meaning from metrics and results, and tell persuasive stories involving HR and organizational data. With these skills, students will have a stronger voice in using talent analytics to persuade others toward actions that best align with organizational goals.

  • Jun 3, 2026
  • Jul 1, 2026
  • Jul 29, 2026
  • Aug 26, 2026
  • Sep 23, 2026
  • Oct 21, 2026
  • Nov 18, 2026

How It Works

“
I decided to invest in my future and work toward a career in HR. As a dad of two with a full time job, this online program gave me the chance to work when I could. It was a fantastic way for me to develop my skills and advance my career.
‐ John F.
John F.

Frequently Asked Questions

HR leaders are increasingly expected to shape business outcomes, not just administer programs. In this certificate program, you will build the strategic, analytical, and leadership capabilities to connect people decisions to your organization’s value creation strategy and to communicate your recommendations in language senior leaders recognize. Across 6 courses authored by faculty from the Cornell ILR School, you will learn how to define your role as an HR leader, strengthen relationships and influence, and decide when to speak up with courage. You'll also practice core strategy tools (such as value creation strategies, core competency mapping, PEST and Five Forces), design HR systems that address capability and performance gaps, and use the Balanced Scorecard to measure and explain HR impact. You should choose Cornell’s Strategic Human Resources Leadership Certificate if you want to deepen your ability to execute in key strategic HR domains and you desire an applied, workplace-relevant learning experience that equips you to lead HR initiatives with clearer strategic alignment, stronger evidence, and more credibility with stakeholders.
You are not just consuming content; you are practicing how to lead strategically in HR, with structure, feedback, and peer learning built into the experience. Compared with typical self-directed online learning, this certificate is designed around a small-cohort model and applied projects so you can translate ideas into work outputs you can use. You will benefit from: * Faculty-authored curriculum grounded in Cornell expertise across strategic HR leadership, business strategy, HR strategy, DEI, talent management, people analytics, and engagement * Expert-facilitated courses where you discuss real HR challenges with peers and receive guidance as you apply frameworks to your context * Multi-part, workplace-relevant projects that build your ability to diagnose problems, design interventions, and communicate impact (for example, applying the SEE change model, building a Balanced Scorecard, or crafting a data-based story) * Practical tools and templates you can reuse, such as competency maps, value chain analysis, PEST and Five Forces frameworks, HR systems and horizontal alignment tools, engagement audit and action plan templates, and an analytics alignment framework This design helps you move beyond theory into credible, evidence-based HR leadership that is easier to defend, measure, and communicate to business leaders.
This certificate is designed for HR managers, HR directors, and HR supervisors who need to operate as strategic business partners and organizational leaders. You are a strong fit if you want to: * Strengthen your executive-level influence by clarifying your HR leadership role, building stronger relationships with senior leaders, and navigating moments that require courage * Align HR priorities to business strategy using core strategy frameworks and a clearer understanding of how your organization creates customer value * Design HR systems that address real performance issues by targeting the right employee groups and selecting coordinated HR levers * Bring more rigor to talent decisions, strategic initiatives, engagement efforts, and people analytics so you can justify investments and communicate impact Built for working professionals, the program is applicable across industries because the tools focus on strategy, systems, measurement, and leadership behaviors rather than a single HR specialty.
You will complete applied, multi-part projects that ask you to use the program’s frameworks to analyze real challenges and produce practical deliverables you can bring back to work. Past learners have used the certificate’s project work to address initiatives such as: * Building a frontline engagement plan for a multi-site services workforce by simplifying strategy messaging, launching low-cost pulse surveys, and tying recognition to customer impact * Reconnecting employees to a renewed public service mission by running town halls, embedding engagement goals into leader accountability, and aligning individual development plans to strategic priorities * Diagnosing low psychological safety in a field operations unit and proposing leader accountability, confidential voice channels, and fair workload protocols to reduce retaliation and favoritism * Using people analytics to link engagement to customer satisfaction and prioritizing manager-driven job enrichment, fair rewards, and clear expectations as the highest-impact levers * Launching a structured employee feedback system with pulse surveys, senior leader roundtables, and visible action plans to strengthen trust and execution during major organizational change Because projects are scaffolded across course modules, you will build confidence by moving from diagnosis to recommendation as well as from metrics to a story that supports action.
You will strengthen your ability to lead HR strategically by connecting people initiatives to business outcomes and by communicating measurable impact with greater confidence. After completing the Strategic Human Resources Leadership Certificate, you will: * 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 along with how to prevent that from happening * Develop a plan to structure an organization's people, processes, and technologies to create maximum value for stakeholders * Describe methods to reduce prejudice and improve psychological safety in work groups * Develop a model for talent management that attracts and retains talent * Revise your employer brand when internal and external changes to the organization diminish its effectiveness * Explain how and why an organization uses metrics and analytics * Assess measurement requirements tied to the organization's needs * Persuade business leaders at your organization that engagement is critical to business success * Lead an effort to build employee engagement at your organization Students commonly report that the program helps them step back from day-to-day execution and operate more like strategic HR and business leaders. They cite practical, business-focused frameworks they can apply immediately, project-based assignments that reinforce learning through real application, and downloadable tools and templates that remain useful after the courses end. Many also highlight strong facilitator support, clear and well-organized modules, exposure to real-world examples, and increased confidence in strategic thinking, leadership, and decision making. You can use these capabilities to contribute more credibly to strategy discussions, influence stakeholders more effectively, and better connect HR initiatives to organizational goals. In addition, because eCornell represents the pinnacle of premium online professional education, participants of eCornell’s programs often experience long-term career transformation such as promotions to more senior roles, salary increases, improved networking opportunities, and successful career transitions.
The certificate is made up of 6 courses — 3 core and 3 elective — each taking place over 2 weeks. In practice, many learners plan for a steady weekly rhythm that fits around full-time work. Most of your coursework is asynchronous, so you can complete videos, readings, exercises, discussions, and project work on your own schedule within each course’s deadlines. You should expect to spend about 3 to 7 hours per week on average, with some courses requiring more time depending on the topic and the depth of analysis you choose for your project work. You will also have opportunities to join live sessions with your facilitator and peers, which add interaction and support while keeping the overall experience flexible.
Students most often describe this program as a highly practical, career-relevant learning experience that strengthens their ability to operate as a more strategic HR and business leader. Many say they gained clear frameworks and tools they could apply immediately to real workplace challenges, helping them connect people initiatives to organizational goals, influence stakeholders more effectively, and communicate impact with greater confidence. Common themes you’ll hear from participants include: * Practical, business-focused frameworks they can use right away * Project-based assignments that reinforce learning through real application * Downloadable tools, templates, and resources that remain useful after the course * Clear, well-organized modules that make complex topics easier to master * Strong facilitator support with timely, constructive guidance * Exposure to real-world examples and case-based learning * Increased confidence in strategic thinking, leadership, and decision making * Flexibility that fits demanding professional schedules while still providing structure * Opportunities to learn alongside peers and broaden perspective across industries * Credibility and value associated with learning from Cornell faculty and their content Overall, students emphasize that the program helps them step back from day-to-day execution, think more strategically, and return to work with actionable methods to improve outcomes for their teams and organizations.
Yes. You will learn how to think strategically about HR analytics and how to translate data into decisions without the program assuming you are a statistics specialist. You will practice how to: * Start with organizational outcomes and work backward to define the workforce outcomes and HR practices you should measure * Critique metrics so you avoid data overload and focus on measures that actually support strategy * Analyze patterns, visualize relationships (including correlation), and communicate findings in plain language * Build a clear, persuasive, data-based story and prepare for stakeholder questions and objections You will use practical, HR-relevant datasets and Excel-based exercises to build analytical acumen and confidence in presenting results to leaders.
Yes. You will go beyond generic engagement approaches and learn how to design, interpret, and act on engagement data in ways that are tied to organizational goals. You will learn how to define engagement through observable behaviors, distinguish engagement from satisfaction and commitment, and diagnose disengagement. You'll also practice auditing your organization’s readiness to survey, selecting or adapting survey questions, planning meaningful group comparisons, and interpreting results using evidence-based analysis methods. From there, you will build an action plan focused on accountability, manager follow-through, and addressing root causes that may be limiting engagement.
If you choose the “Diversity, Equity, and Inclusion in Practice for HR” elective, you will learn how to assess and improve inclusion as a measurable, day-to-day employee experience as well as how to evaluate whether your DEI initiatives are working. You will practice a three-level approach to inclusion by examining: * Organizational practices and signals * Work-group climate and psychological safety * Immediate supervisor behaviors that shape fairness and voice You will also learn how bias can show up in decisions, identify evidence you can use to assess inclusion at each level, and critique DEI metrics and initiatives using an evidence-based management lens so you can focus resources on what drives real change.

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