AI assistants, automation platforms and analytics tools now perform parts of many jobs in finance, customer operations, administration and professional services. The question for employers is no longer whether roles will change, but how quickly, which tasks will move, and what the people currently doing them will do next. Organisations that redesign deliberately can capture productivity gains while retaining institutional knowledge; those that react piecemeal tend to see morale fall, skills gaps widen and expensive technology underused.

The Strategic Workforce Redesign for AI and Automation Training Course gives HR and business leaders a structured method for that redesign. It starts with task-level analysis of current roles and an honest assessment of what technology can and cannot do, then moves to scenario-based workforce planning, skills gap analysis and the design of new roles, spans and reporting lines. Participants examine sourcing options, reskilling and redeployment programmes, ethical and employee-relations considerations, and the governance needed to keep the redesign on track once implementation begins.

Teaching is workshop-based. Participants bring or are given a sample business unit, analyse its roles step by step and finish the week with a redesign proposal, a skills transition plan and a set of measures to present to senior leadership.

On completing the programme, you will be able to:

• Decompose existing roles into tasks and rate each for automation, augmentation or retention.
• Assess the realistic capability, cost and risk of AI and automation tools for specific work processes.
• Model future workforce scenarios covering headcount, skills mix and labour cost.
• Design new roles, job families and organisation structures that combine human and machine work.
• Plan reskilling, redeployment and sourcing decisions using a build, buy, borrow and bot framework.
• Apply responsible AI and fair-process principles when consulting staff and their representatives.
• Develop a phased redesign roadmap with clear governance and workforce metrics.

It is aimed at people who shape how work and jobs are organised, such as:

• HR directors and chief people officers
• HR business partners supporting transformation programmes
• Strategic workforce planners and people analytics specialists
• Organisation development and design consultants
• Heads of learning, talent and capability
• Digital transformation and automation programme managers
• Shared services and operations directors
• Employee relations and industrial relations managers

You will return to work with:

• A task inventory and automation exposure rating for a real or sample business unit.
• Three costed workforce scenarios showing headcount and skills implications.
• Redesigned role profiles that set out which tasks people keep and which tools support them.
• A reskilling and redeployment pathway for the roles most affected by change.
• A stakeholder and consultation plan covering employees, managers and unions.
• A one-page redesign roadmap with milestones and success measures for leadership.

Learning is applied to a live redesign problem from start to finish, through:

• Facilitated briefings on workforce planning, organisation design and AI capability
• Hands-on task analysis using spreadsheet templates and sample HR data
• Scenario modelling exercises in groups, with peer challenge on assumptions
• Role-play of employee consultation and executive briefing conversations
• A capstone redesign proposal presented to the group for feedback

A CPD-accredited Certificate of Completion issued by Vision Reach Global Consultancy is awarded to each participant who attends the full five days and completes the task analysis, scenario and roadmap exercises.