{"id":2740,"date":"2026-06-11T11:05:27","date_gmt":"2026-06-11T08:05:27","guid":{"rendered":"https:\/\/etui.ee\/pare-hr-strateegi-arenguprogramm\/"},"modified":"2026-09-09T13:54:30","modified_gmt":"2026-09-09T10:54:30","slug":"pare-hr-strategist-development-programme","status":"publish","type":"page","link":"https:\/\/etui.ee\/en\/pare-hr-strategist-development-programme\/","title":{"rendered":"PARE HR Strategist Development Programme"},"content":{"rendered":"\n
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PARE HR Strategist Development Programme<\/h2>\n\n\n\n

HR leaders work with people across the entire organisation while often serving as members of the executive team and contributing to broader strategic decision-making. This places HR professionals in a unique position to champion futures thinking within their organisations and support the implementation of meaningful change.<\/strong><\/p>\n\n\n\n

In early April, we contributed to the PARE HR Strategist Development Programme<\/strong>, organised by the Estonian Association for Human Resource Management (PARE), by delivering a two-day futures thinking module.<\/p>\n\n\n\n

The training provided HR leaders with hands-on experience in applying futures and foresight methods. Participants learned how to identify changes in their operating environment, interpret signals and trends, and connect future-oriented insights with present-day HR decisions. The objective was to equip participants with practical futures thinking tools that they could immediately apply within their own organisations.<\/p>\n\n\n\n

The four stages of futures thinking<\/h3>\n\n\n\n

The two-day module guided participants through four key stages of futures thinking.<\/p>\n\n\n\n

1. Horizon Scanning<\/strong>
Participants mapped the megatrends and signals shaping the HR environment using the STEEPLE+V framework<\/strong> and collaboratively developed a trend radar.<\/p>\n\n\n\n

2. Exploring Future Worlds<\/strong>
Participants worked through alternative scenarios describing different futures of work and labour markets. They examined how their organisations might perform and adapt under each scenario.<\/p>\n\n\n\n

3. Insights<\/strong>
Scenario analysis encouraged participants to identify which changes appear inevitable, which developments require attention already today, and where the greatest uncertainties lie.<\/p>\n\n\n\n

4. Decisions<\/strong>
Participants translated insights into action by formulating personal commitments, defining concrete steps they would take within their organisations to strengthen future readiness.<\/p>\n\n\n\n

Throughout the programme, participants learned and applied a range of practical foresight tools, including:<\/p>\n\n\n\n

    \n
  • Futures Wheel<\/li>\n\n\n\n
  • Impact-Uncertainty Analysis<\/li>\n\n\n\n
  • Scenario-based SWOT Analysis<\/li>\n\n\n\n
  • Personal Action Planning Canvas<\/li>\n<\/ul>\n\n\n\n

    As a take-home assignment, participants analysed a signal of change relevant to their own professional environment and reflected on its implications for the future of HR.<\/p>\n\n\n\n

    Methods:<\/strong> Horizon scanning, trend analysis, STEEPLE+V analysis, scenario planning, Futures Wheel, impact-uncertainty analysis, scenario SWOT, and action planning.<\/p>\n\n\n\n

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    <\/p>\n","protected":false},"excerpt":{"rendered":"

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