N/A N/A. Yes. Students are expected to review and understand all areas of the course outline.

Transcription

1 Course Outline School: Department: Course Title: Business Graduate Studies Human Resource Strategy Course Code: HRPD 712 Course Hours/Credits: 42 Prerequisites: Co-requisites: Eligible for Prior Learning, Assessment and Recognition: Originated by: N/A N/A Yes Sheldon Shiewitz Creation Date: Summer 2014 Revised by: Sheldon Shiewitz, JimMcVittie, Nadira SIngh Revision Date: Summer 2014 Current Semester: Summer 2015 Approved by: Chairperson/Dean Students are expected to review and understand all areas of the course outline. Retain this course outline for future transfer credit applications. A fee may be charged for additional copies. This course outline is available in alternative formats upon request.

2 Course Description Human resource planning (HRP) is the process of reviewing human resource requirements to ensure that the organization has the necessary human resources to meet its vision, mission, goals, objectives, operational and strategic goals. HRP is forward looking and involves anticipating future human resource requirements and developing strategies to meet them. In this course you will learn about the HRP process and how it aligns with organizational strategic management. You will also analyze alternative human resource strategies and critically assess their relationship to the operational and strategic plans of the organization. Program Outcomes Successful completion of this and other courses in the program culminates in the achievement of the Vocational Learning Outcomes (program outcomes) set by the Ministry of Training, Colleges and Universities in the Program Standard. The VLOs express the learning a student must reliably demonstrate before graduation. To ensure a meaningful learning experience and to better understand how this course and program prepare graduates for success, students are encouraged to review the Program Standard by visiting For apprenticeship-based programs, visit Course Learning Outcomes The student will reliably demonstrate the ability to: Evaluate alternative strategies for maintaining and improving an organization s human resources/performance and correctly match them to appropriate levels of all organizational strategies. Examine the different levels of planning in an organization and explain the relationship between Human Resource Planning (HRP) and organizational planning at each level. Analyze and explain the different steps in the HRP process and discuss how the process can be applied at both the operational and strategic level. Assess the impact of environmental trends and factors which shape organizational strategy and HRP. Demonstrate how Job Analysis, Job Design, and Organizational Change and Development are linked to HRP. Explain, and demonstrate, how Human Resource Information System (HRIS) facilitates HRP. Evaluate the advantages and disadvantages of different HR demand forecasting techniques and external and internal supply assessment methods. Analyze alternative HR strategies for the merger, acquisition and separation of human resources and correctly match them to all levels of organizational strategies. Examine the succession management process and discuss its role in maintaining and improving organizational performance. Critically assess and evaluate the cultural impact on IHRM strategies and practices in an organizational setting. Examine the risks, limitations, benefits, and other elements associated with, Human Resources Outsourcing (HRO ). Compare and assess alternative methods of evaluating an organization s HRM and HRP strategies. THIS COURSE ADHERES TO ALL COLLEGE POLICIES (See College Calendar) 2

3 Essential Employability Skills (EES) The student will reliably demonstrate the ability to*: 1. Communicate clearly, concisely and correctly in the written, spoken, and visual form that fulfills the purpose and meets the needs of the audience. 2. Respond to written, spoken, or visual messages in a manner that ensures effective communication. 3. Execute mathematical operations accurately. 4. Apply a systematic approach to solve problems. 5. Use a variety of thinking skills to anticipate and solve problems. 6. Locate, select, organize, and document information using appropriate technology and information systems. 7. Analyze, evaluate, and apply relevant information from a variety of sources. 8. Show respect for diverse opinions, values belief systems, and contributions of others. 9. Interact with others in groups or teams in ways that contribute to effective working relationships and the achievement of goals. 10. Manage the use of time and other resources to complete projects. 11. Take responsibility for one's own actions, decisions, and consequences. *There are 11 Essential Employability Skills outcomes as per the Ministry Program Standard. Of these 11 outcomes, the following will be assessed in this course. Global Citizenship and Equity (GC&E) Outcomes N/A Text and other Instructional/Learning Materials Text Book(s): Belcourt, M., McBey,K., Hong,, & Yap,M. (2013). Strategic human resources planning (5th edition). Toronto, ON: Nelson Publishing ISBN 13: , ISBN 10: Online Resource(s): Provincial legislation via: Federal legislation via: Statistics Canada information: Evaluation Scheme Assignment 1: 1st phase of strategic process assessment Assignment 2: Best practices Assignment 3: HR Demand /Supply Quiz 1: - material to date Quiz 2: - material to date Quiz 3: - material to date Mid term test: - material to date Final Exam: - cumulative - all material covered, discussed, assigned, posted THIS COURSE ADHERES TO ALL COLLEGE POLICIES (See College Calendar) 3

4 Evaluation Name CLO(s) EES Outcome(s) Assignment 1 1, 2 1, 2, 4, 5, 6, 7, 8, 9, 10, 11 GCE Outcome(s) Weight/100 Assignment 2 2, 3, 4, 6 1, 2, 4, 6, 15 7, 9, 10, 11 Assignment 3 2, 4, 8, 10 1, 3, 4, 5, 15 6, 7, 9, 10, 11 Quiz 1 1, 2, 3, 4 1, 2, 4, 5, 5 10, 11 Quiz 2 7 1, 2, 3, 4, 5 5, 10, 11 Quiz 3 8, 10 10, 11 5 Mid term test 1, 2, 3, 4, 5, 7, 12 1, 2, 3, 4, 5, 6, 7, 8, 10, Final Exam 1, 2, 3, 4, 5, 6, 7, 8, 9, 10, 11, 12 1, 2, 3, 4, 5, 6, 7, 8, 10, 11 Total 100% If students are unable to write a test they should immediately contact their professor or program Chair for advice. In exceptional and well documented circumstances (e.g. unforeseen family problems, serious illness, or death of a close family member), students may be able to write a make-up test All submitted work may be reviewed for authenticity and originality utilizing Turnitin. Students who do not wish to have their work submitted to Turnitin must, by the end of the second week of class, communicate this in writing to the instructor and make mutually agreeable alternate arrangements. When writing tests, students must be able to produce official College photo identification or they may be refused the right to take the test or test results will be void. Student Accommodation It is College Policy to provide accommodation based on grounds defined in the Ontario Human Rights Code. Accommodation may include modifications to standard practices. Students with disabilities who require academic accommodations must register with the Centre for Students with Disabilities. Students requiring accommodation based on other human rights grounds should talk with their professors as early as possible. Please see the Student Accommodation Policy. Use of Dictionaries Any dictionary (hard copy or electronic) may be used in regular class work. Dictionary use is not permitted in test or examination settings. Program or School Policies N/A THIS COURSE ADHERES TO ALL COLLEGE POLICIES (See College Calendar) 4

5 Course Policies Human Resource Strategy (Planning) is a mandatory course for several professional designations which mandate certain elements, such as content, and required grade achievement by students. HRPA and other professional bodies require students to attain a minimum grade of 65% or 70%. HRPA Standards requires at least 50 percent of the final grade to be based on an assessment of individual learner attainment of the learning outcomes (rather than group work). Students are urged to check with any professional body from whom they wish to receive a professional designation about further requirements. College Policies Students should familiarize themselves with all College Policies that cover academic matters and student conduct. All students and employees have the right to study and work in an environment that is free from discrimination and harassment and promotes respect and equity. Centennial policies ensure all incidents of harassment, discrimination, bullying and violence will be addressed and responded to accordingly. Academic honesty is integral to the learning process and a necessary ingredient of academic integrity. Academic dishonesty includes cheating, plagiarism, and impersonation. All of these occur when the work of others is presented by a student as their own and/or without citing sources of information. Breaches of academic honesty may result in a failing grade on the assignment/course, suspension or expulsion from the college. For more information on these and other policies, please visit Students enrolled in a joint or collaborative program are subject to the partner institution's academic policies. PLAR Process This course is eligible for Prior Learning Assessment and Recognition (PLAR). PLAR is a process by which course credit may be granted for past learning acquired through work or other life experiences. The PLAR process involves completing an assessment (portfolio, test, assignment, etc.) that reliably demonstrates achievement of the course learning outcomes. Contact the academic school to obtain information on the PLAR process and the required assessment. This course outline and its associated weekly topical(s) may not be reproduced, in whole or in part, without the prior permission of Centennial College. THIS COURSE ADHERES TO ALL COLLEGE POLICIES (See College Calendar) 5

6 Topical Outline (subject to change): Week Topics Readings/Materials Weekly Learning Outcome(s) Instructional Strategies Evaluation Name 1 Essentials of Strategic Chapter 1 Management [SM] 2 Aligning HR with Strategy 3 Environmental Influences on HRM and HRP 4-5 Job Analysis (JA) HR Forecasting Process and Determining HR Demand Chapter 2 Chapter 3 Chapter 4 Chapter 5 Chapter 6 Chapter 7 Discuss why HRM s need to understand strategy Evaluate the impact on success attributed to managers taking into account human resources implications to support organizational strategies Identify he various terms used to define strategy and related processes Identify, explain the differences and interrelationships among, and main categories within each of 3 levels of organizational strategies, (corporate, business, functional/operational) Explain the importance of strategic HR planning Identify the risks associated with not planning Discuss approaches to linking strategy and HR, including the barriers to becoming a strategic partner Incorporate the characteristics of an effective HR strategy into the development of organizational planning Group Discussion, Videos, Case Analysis, Exercises Group Discussion, Videos, Case Analysis, Exercises Identify the sources HR planners use to keep current with business and HR trends Conduct an external environmental scan identifying associated challenges, steps, and processes Use a PEST, CREST, SKEPTIC, or related framework to delineate the environmental factors which influence the practice of HRM Describe the role of the stakeholder, and list several examples. Assess the impact of JA to all HR activities and why it is considered the cornerstone of HR. Explain the two essential elements of any job; methods/time standards Identify five steps of the JA process, determine which and why particular JA Assignment 1 Quiz 1 Evaluation Date THIS COURSE ADHERES TO ALL COLLEGE POLICIES (See College Calendar) 6

7 Week Topics Readings/Materials Weekly Learning Outcome(s) Instructional Strategies Evaluation Name Ascertaining HR method(s) is/are best used in a particular Supply situation, and explain associated problems with JA Develop analytical questions enabling an indepth examination of the KSAO s for successful assessment of jobs Understand the benefits and disadvantages associated with using competency modelling Evaluation Date Differentiate amongst different categories of HR forecasting activity, the relationship between demand and supply forecasting, and their relationship to the HR planning process Identify the advantages to organizations from instituting effective HR forecasting procedures for supply and demand Discuss the rationale for giving special attention to specialist, technical, and executive personnel groups Identify and explain the impact of environmental and organizational variables on the accuracy and relevant time periods for future estimates of HR demand and supply Determine net HR requirements identifying and explaining the various stages in the process Explain the policy and program implications of an HR shortage or an HR surplus Identify and explain the importance of demand forecasting in the HR planning process Explain the linkages between the HR plan, labour demand forecasting techniques and subsequent supply stage Compare and contrast the various demand forecasting techniques (index/trend, expert forecasts, Delphi, NGT, HR budgets (staffing tables), envelope/scenario, and regression analysis Analyze the critical relationship between supply forecasting and succession planning Differentiate and assess specific methods for determining external and internal supply of THIS COURSE ADHERES TO ALL COLLEGE POLICIES (See College Calendar) 7

8 Week Topics Readings/Materials Weekly Learning Outcome(s) Instructional Strategies Evaluation Name an organization s personnel, including: skills and management inventories, succession/replacement analysis, Markov models, linear programming, movement analysis, vacancy/renewal models 6 Succession Chapter 8 Quiz 2 Management 7 MID TERM TEST Chapter 1-8 ALL material discussed or assigned 8 Information Chapter 9 Technology for HR Planning 9 Downsizing and Restructuring Chapter 10 Discuss the differences between replacement planning and succession planning, comparing the two models with respect to focus, time and talent pools List the steps in, d benefits of, succession management Compare and contrast the job based and competency based approaches to aligning future needs with strategic objectives Discuss the four approaches to the identification of managerial talent Describe several ways to identify high potential employees Evaluate the advantages and disadvantages of the 5 management development methods Explain the difficulties in measuring the success of a management succession plan ALL material discussed or assigned Describe the benefits of IT solutions for HRP Evaluate different IT solutions can be leveraged to improve HR planning Discuss specific IT applications for HR planning Idenity the the steps in the RFP Process to the process of IT acquisition and implementation Assess strategies and techniques to ensure system and data security Discuss the term downsizing and the complexity of the downsizing decision, including ethical issues. Identify and explain the need to address concerns of both the victims and survivors of downsizing Assess downsizing strategies in enhancing Mid term Test Assignment 2 Evaluation Date THIS COURSE ADHERES TO ALL COLLEGE POLICIES (See College Calendar) 8

9 Week Topics Readings/Materials Weekly Learning Outcome(s) Instructional Strategies Evaluation Name organizational performance Review (identify) the implications on the psychological / relational contract Develop an awareness of the importance of HRM in managing the downsizing process 10 Strategic International Chapter 11 Quiz 3 HRM (SIHRM) 11 Mergers and Acquisitions (M and A s) and Strategic Alliances Chapter 12 Identify and explain key challenges influencing HR practices and processes within an international context Identify and explain key defining characteristics of SIHRM Assess the relationship between different approaches of SIHRM to corporate business strategy (cooperative and competitive) options Understand the impact of different forms of international expansion tactics on key HR practices and processes Identify and explain the various ways organizations can come together, such as mergers, acquisitions, and various strategic alliances. Explain the perceived reasons, advantages, disadvantages why organizations may choose one form and the methods used to achieve the relationship Examine the financial, human, and strategic / value-chain impacts of these relationships Identify and explain the issues involved in blending cultures Discuss how new organizational relationships affect HR functions 12 Outsourcing Chapter 13 Identify strategic reasons organizations outsource functions and programs Develop the criteria and processes necessary for managing the outsourcing relationship 13 Evaluation of HR Chapter 14 Programs and Policies Explain the importance of measuring the effectiveness of HRM activities Review/summarize five aspects of HRM that can be evaluated using the 5C model for measuring effectiveness Discuss methods of measurement, such as Assignment 3 Evaluation Date THIS COURSE ADHERES TO ALL COLLEGE POLICIES (See College Calendar) 9

10 Week Topics Readings/Materials Weekly Learning Outcome(s) Instructional Strategies Evaluation Name Evaluation Date cost-benefit, utility analysis, auditing techniques Identify methods for overcoming challenges in measuring HR activities 14 FINAL EXAM - all material covered, assigned, discussed, posted - all material covered, assigned, discussed, posted FINAL EXAM Week 14 THIS COURSE ADHERES TO ALL COLLEGE POLICIES (See College Calendar) 10