COURSE SYLLABUS & OUTLINE. Human Capital Management

Transcription

1 COURSE SYLLABUS & OUTLINE Course Title: Human Capital Management Quarter: Fall Instructor: Linda Marcot Meeting Times: 6:30 9:30 p.m. Location: UCLA 1323 School of Public Affairs Office Hours: Course Description: To be successful, Human Resources must build a strategic operation to meet the changing business environment and add value to the organization through human capital. This class will teach students the what, why, and how of implementing programs and practices leading to human capital management and personal success. The course focuses on understanding your organization s key business drivers that affect productivity, influence human capital requirements and human resource services today and in the future. Coursework covers identification of key customer needs, positioning HR to meet internal and external customer requirements, supporting tools such as process design, staff deployment and the use of technology.

2 Goals & Objectives: The HR value proposition will be examined through study of Ulrich s and others works, course discussion, case studies, and guest speakers. Participants will be taught a process for enhancing HR/human capital management effectiveness. Course assignments will involve practical application of learning, including: The connection between business, Human Capital, and HR strategy Management s expectations of HR and how it should shape HR s direction How to assess and measure the outcome orientation and perceived value of the HR department What can be done to enhance personal and department effectiveness How progressive HR departments are responding to the challenges. Class projects will allow participants to use what they have learned to experience tow critical future oriented competencies: Assess the HR department Develop a strategic plan for change. My Expectations and Perspectives: Engagement you will get out proportionately what you put in External benchmarking is indicative but internal benchmarking is directive thus our predominate internal focus The learning that is of most impact is learned through direct experience and application. Required Readings: HR Transformation. Building Human Resources from the Outside In. by Dave Ulrich, Justin Allen, Wayne Brockbank, Jon Younger and Mark Nyman.; 2009 McGraw Hill Recommended Readings:

3 Grading: Course grades will be based on participation and completion of assignments as follows: The grading system reflects the course and learning emphasis on application of certificate program knowledge with emerging trends to enhance the HR department. 80% of the grade is based on the midterm and final application projects (35% midterm, 45% final). Class participation will be worth 10% and a class presentation will be worth 10%. Midterm Description: A midterm exam will cover those concepts covered in class and in the reading, providing students an opportunity to demonstrate their understanding of class work through practical application (case study work). Final Description: Based on the opportunities for improvement, as identified in the midterm, students will develop a business case to management for change. The assignment will provide practical experience in moving an idea for improvement to a business case for approval. Tools for creating a business case and selling it to management will be covered in class. For those not currently working in HR, a case study, will be presented for analysis and business case development. Presentation: Students will deliver an oral presentation of their business case for change, using principles of effective persuasion as discussed in class. The assignment will provide students with the opportunity to practice their presentation skills to management seeking support for their ideas. % Grade Midterm Final/presentation Participation (homework and class attendance)

4 Please note that ALL COURSE GRADES ARE FINAL. Incompletes: The interim grade Incomplete may be assigned when a student's work is of passing quality, but a small portion of the course requirements is incomplete for good cause (e.g. illness or other serious problem). It is the student s responsibility to discuss with the instructor the possibility of receiving an I grade as opposed to a non-passing grade. The student is entitled to replace this grade by a passing grade and to receive unit credit provided they complete the remaining coursework satisfactorily, under the supervision of and in a time frame determined by the instructor in charge, but in no case later than the end of the next academic quarter. At that time, the Registrar will cause all remaining Incompletes to lapse to the grade "F". Note: Receiving an I does not entitle a student to retake all or any part of the course at a later date. Student Behavior involving cheating, copying other s work, and plagiarism are not tolerated and will result in disciplinary action. Students are responsible for being familiar with the information on Student Conduct in the General Information Section of the UCLA Extension Catalog or on the website at

5 COURSE OUTLINE Date/Topic Assignments Readings Week One Introduction and course Introduction overview. Corporate initiatives and trends driving change. The shifting role of the human resource manager and department. Identify the organization s business strategy, goals, and how success is measured. Bring findings to Week 2 class Week Two Linking business strategy and Chapters 1 and 2 initiatives to human capital requirements to HR strategy. Be prepared to discuss the current HR structure (staff, process, and technology) in class 3 Week Three Understanding the culture of Chapter 3 the organization and its influence on achieving corporate objectives. A review of how rewards impact human capital will be discussed. Week Four Understanding customer Chapter 4 expectations. How perceptions and expectations provide a baseline for transformation Week Five HR operating structures, options and how to assess their fit. Week Six Week Seven Measuring Human Capital management focusing on results. How to change to an outcome-oriented department Midterm Due The Art of Persuasion How to sell concepts and ideas. Week Eight Developing a plan for change. Short and long term objective, Chapter 8

6 Week Nine Week Ten Week Eleven setting securing buy in. Elements of an effective strategic plan. Employment branding for internal and external human capital acquisition and motivation Marketing Human Resources. Leveraging your employment brand Presentations Wrap up Final Due Presentations Chapters 7 and 8