COURSE DESCRIPTION
This intensive and highly interactive course focuses on providing a measurable knowledge of human resource management that helps management participants to learn about the utilization of people resources to the best advantage. HRM involves the most effective methods available to managers for engaging their workforce to achieve goals that benefit the organization as well as the individuals. The focus of the course is on the various basic human resource practices like understanding the nature of HRM, Human Resource Planning, Recruitment, Selection, Training and Development and Career Management. Participants will get insight into the crucial challenges, approaches and tools within these fields
The course explores the effective and powerful use of workforce analytics in the changing nature of human resources. Topics covered include the workforce analytics leader, a model for purposeful analytics, basics of data analysis, review of five cast studies using an eight-step methodology, engaging with stakeholders, building capability, and finally, establishing an operating model.
COURSE OBJECTIVES
The objectives of this course are for the student to understand and be able to use workforce analytics and become an effective workforce analytics leader. Participants will learn how to use an eight-step methodology, to engage with stakeholders, build capacity, and establish an operating model.
COURSE LEARNING OUTCOMES (CLOs)
On completion of this course, participants are expected to be able to:
- Understand organisations as systems that facilitate relations between central services and production and service areas.
- Analyse the decisions taken by different areas using the corporate culture model. Understand and use workforce analytics and use the new analytical frameworks to implement new business projects.
- Use an eight-step workforce analytics methodology
- Engage with stakeholders, build capacity and establish a workforce analytics operating model
Course Outline:
PART 1: RECRUITMENT AND SELECTION:
- Applicant Recruitment and Legal Issues in HR Selection
- Legal Issues (cont.) and Foundations of Measurement in HR Selection
- Reliability of Selection Measures
- Validity of Selection Measures
- Job Analysis and Measures of Job Success (Criteria)
- Selection Decision Making
- Predictors: Weighted Application Blanks and Biographical Data
- Predictors: Ability Tests and Employment Interviews
PART 2: WORKFORCE ANALYTICS
- The Workforce Analytics Leader
- Purposeful Analytics
- Basics of Data Analysis
- Case Studies
- Set Your Direction
- Engage With Stakeholders
- Get a Quick Win
- 1Know Your Data
- Know Your Technology
- Build Your Analytics Team
- Partner for Skills
- Establish an Operating Model
PART 3: MANAGING POSITIVE CHANGE
STRATEGIC THINKING AND SYSTEMS
- The company as a system.
- Strategic thinking derived from the corporate culture.
- Organisational changes: anticipation and action
- Development models: Anticipation and Action (the 2 As) versus Control and Contraction (the 2 Cs).
- Change management. Stakeholders/sponsor.
- Design stages – Stakeholder assessment – Action plans – Communication – Implementation – Feedback: Indicators.
- Reviewing gaps.
POSITIVE DIALOGUE: STAKEHOLDERS
- Stakeholder management and dialogue.
- Positive dialogue (appreciative inquiry).
- Key model for selecting, assessing, and providing feedback.
PERSONAL AND BUSINESS CHANGE AND DEVELOPMENT PROJECTS
- All participants must carry out their personal project at their organisation. They will be assigned a faculty supervisor from the programme for its implementation.
- Design, implementation and communication of projects.
- Analysis of development project experiences.
Course Textbook:
Fundamentals of Human Resource Management, 5th Edition
Gary Dessler, Florida International University
Link: https://www.pearson.com/us/higher-education/program/Dessler-Fundamentals-of-Human-Resource-Management-Plus-My-Lab-Management-with-Pearson-e-Text-Access-Card-Package-5th-Edition/PGM1768115.html
Feedback Given to Participants in Response to Assessed Work
- Individual written feedback on coursework
- Feedback discussed as part of a tutorial
- Individual feedback on request
- Model answers
Developmental Feedback Generated Through Teaching Activities
- Feedback is given at presentations and during tutorial sessions
- Dialogue between participants and staff in tutorials and lectures
GRADING AND SCORING
The course grade will be based on a final project presented by the participant and graded by the instructor. Participants much achieve a passing grade of 70% or more to be awarded a certificate of completion of the course.
