Strategic Human Resources Planning, Sixth edition equips students with the information and insights about how to plan and make decisions as Human Resources Managers. They are challenged to think about the allocation of resources, strategy formulation, and implementation, and the effective management of people in order to ensure the success of a. Test Bank for Strategic Human Resources Planning, 6th Edition Monica Belcourt. Shopping Cart 0 item(s) - $0.00. Strategic Human Resources Planning, 6th Edition by Monica Belcourt test bank., Human Resource, Strategic Human Resources Planning, Belcourt. Related Products. Test Bank for Labour Relations, 4th Edition Larry Suffield.
Integrating human resource management strategies and systems to achieve the overall mission, strategies, and success of the firm while meeting the needs of employees and other stakeholders.
Strategic HR planning is an important component of strategic HR management. It links HR management directly to the strategic plan of your organization. Most mid- to large sized organizations have a strategic plan that guides the organization in successfully meeting its mission. Organizations routinely complete financial plans to ensure they achieve organizational goals and while workforce plans are not as common, they are just as important.
Even a small organization with as few as 10 staff can develop a strategic plan to guide decisions about the future. Based on the strategic plan, an organization can develop a strategic HR plan that will allow to make HR management decisions to support the future direction of the organization. Strategic HR planning is also important from a budgetary point of view so that you can factor the costs of recruitment, training, etc. into your organizational budget.
The strategic HR planning process:
The strategic HR planning process has four steps:
- Assessing the current HR capacity
- Forecasting HR requirements
- Gap analysis
- Developing HR strategies to support organizational strategies
Assessing current HR capacity:
Based on the organization's strategic plan, the first step in the strategic HR planning process is to assess the current HR capacity of the organization. The knowledge, skills and abilities of your current staff need to be identified. This can be done by developing a skills inventory for each employee.
The skills inventory should go beyond the skills needed for the particular position. List all skills each employee has demonstrated. For example, recreational or volunteer activities may involve special skills that could be relevant to the organization. Education levels and certificates or additional training should also be included.
An employee's performance assessment form can be reviewed to determine if the person is ready and willing to take on more responsibility and to look at the employee's current development plans.
Forecasting HR requirements
The next step is to forecast HR needs for the future based on the strategic goals of the organization. Realistic forecasting of human resources involves estimating both demand and supply. Questions to be answered include:
- How many staff will be required to achieve the strategic goals of the organization?
- What jobs will need to be filled?
- What skill sets will people need?
When forecasting demands for HR, we must also assess the challenges that you will have in meeting your staffing need based on the external environment.
- How will the external environment impact on our HR needs?
Gap analysis
The next step is to determine the gap between where your organization wants to be in the future and where you are now. The gap analysis includes identifying the number of staff and the skills and abilities required in the future in comparison to the current situation. One should also look at all your organization's HR management practices to identify practices that could be improved or new practices needed to support the organization's capacity to move forward. Questions to be answered include:
- What new jobs will we need?
- What new skills will be required?
- Do our present employees have the required skills?
- Are employees currently in positions that use their strengths?
- Do we have enough managers/supervisors?
- Are current HR management practices adequate for future needs?
Developing HR strategies to support organizational strategies
There are five HR strategies for meeting your organization's needs in the future:
- Restructuring strategies
- Training and development strategies
- Recruitment strategies
- Outsourcing strategies
- Collaboration strategies
1. Restructuring strategies
This strategy includes:
- Reducing staff either by termination or attrition
- Regrouping tasks to create well designed jobs
- Reorganizing work units to be more efficient
Attrition - Not replacing employees when they leave - is another way to reduce staff. The viability of this option depends on how urgently you need to reduce staff. It will mean that jobs performed in the organization will have to be reorganized so that essential work of the departing employee is covered. Careful assessment of the reorganized workloads of remaining employees should include an analysis of whether or not their new workloads will result in improved outcomes.
It is important to consider current labour market trends (e.g., the looming skills shortage as baby boomers begin to retire) because there may be longer-term consequences if you let staff go.
Sometimes existing workers may be willing to voluntarily reduce their hours, especially if the situation is temporary. Job sharing may be another option. The key to success is to ensure that employees are satisfied with the arrangement, that they confirm agreement to the new arrangement in writing, and that it meets the needs of the employer. Excellent communication is a prerequisite for success.
2. Training and development strategies
This strategy includes:
- Providing staff with training to take on new roles
- Providing current staff with development opportunities to prepare them for future jobs in your organization
3. Recruitment strategies
This strategy includes:
- Recruiting new staff with the skill and abilities that your organization will need in the future
- Considering all the available options for strategically promoting job openings and encouraging suitable candidates to apply
For strategic HR planning, each time you recruit you should be looking at the requirements from a strategic perspective. Perhaps your organization has a need for a new fundraiser right now to plan special events as part of your fund raising plan. However, if your organization is considering moving from fund raising through special events to planned giving, your recruitment strategy should be to find someone who can do both to align with the change that you plan for the future.
4. Outsourcing strategies
This strategy includes:
- Using external individuals or organizations to do some tasks
Many organizations look outside their own staff pool and contract for certain skills. This is particularly helpful for accomplishing specific, specialized tasks that don't require ongoing full-time work.
Some organizations outsource HR activities, project work or bookkeeping. For example, payroll may be done by an external organization rather than a staff person, a short term project may be done using a consultant, or specific expertise such as legal advice may be purchase from an outside source.
Each outsourcing decision has implications for meeting the organization's goals and should therefore be carefully assessed.
5. Collaboration strategies
Finally, the strategic HR planning process may lead to indirect strategies that go beyond your organization. By collaborating with other organizations you may have better success at dealing with a shortage of certain skills.
Types of collaboration could include:
- Working together to influence the types of courses offered by educational institutions
- Working with other organizations to prepare future leaders by sharing in the development of promising individuals
- Sharing the costs of training for groups of employees
- Allowing employees to visit other organizations to gain skills and insight.
Documenting the strategic HR plan
Once the strategies for HR in your organization have been developed they should be documented in an HR plan. This is a brief document that states the key assumptions and the resulting strategies along with who has responsibility for the strategies and the timelines for implementation.
Implementing the strategic HR plan
Once the HR strategic plan is complete the next step is to implement it:
Agreement with the plan
Ensure that the board chair, CEO and senior managers agree with the strategic HR plan. It may seem like redundant step if everyone has been involved all the way along but it's always good to get final confirmation.
Communication
The strategic HR plan needs to be communicated throughout the organization. Your communication should include:
- How the plan ties to the organization's overall strategic plan
- What changes in HR management policies, practices, and activities will be made to support the strategic plan
- How any changes in HR management will impact on staff including a timeframe if appropriate
- How each individual member of staff can contribute to the plan
- How staff will be supported through any changes
- How the organization will be different in the future
It is impossible to communicate too much (but all too easy to communicate too little), especially when changes involve people. However, the amount of detail should vary depending upon the audience.
Legislation and mandate
Ensure that the actions you are considering are compliant with existing laws, regulations and the constitution and bylaws of your organization.
Organizational needs
Whether you are increasing or reducing the number of employees, there are implications for space and equipment, and on existing resources such as payroll and benefit plans.
Evaluation
HR plans need to be updated on a regular basis. You will need to establish the information necessary to evaluate the success of the new plan. Benchmarks need to be selected and measured over time to determine if the plan is successful in achieving the desired objectives.
UNIVERSITY OF WATERLOO HRM 301 - STRATEGIC HUMAN RESOURCES PLANNING FALL 2013 Lecturer:
Vince Di Ruzza Director, Human Resources Management Program/Lecturer
Email:
[email protected]
Office Hours:
By appointment
Text:
Strategic Human Resources Planning (Fifth Edition.) Monica Belcourt, Kenneth McBey, Ying Hong and Margaret Yap.
Teaching Assistant:
K. Yourie Kim [email protected] Samuel Hang [email protected]
Lecture Time/Location: 6:30 – 9:20 Thursday AL 124 Department Contact:
Theresa Bauer, HRM Advisor, Department of Psychology [email protected]
Course Web Page:
Postings on the course desire to learn page include: the course syllabus, office hours, lecture handouts and PowerPoint slides, announcements, and so forth. On your browser, type in: http://learn.uwaterloo.ca. Provide your Quest/UWdir userid and password, and then click on HRM-301.
HRM website:
http://www.psychology.uwaterloo.ca/hrm/index.html
INTRODUCTION: This course is of importance to those with interests in the field of human resources as well as to managers in all functional areas of an organization who need to build and develop the knowledge, skills and attitudes to effectively manage people. Organizations gain sustainable competitive advantage through people thus making Human Resources Management an important partner in the strategic planning and decision making process. Overall, you will gain an understanding of why effective human resource practices are critical to the success of any organization and be introduced to the strategic planning role that Human Resources Professionals now play in organizations. LEARNING OUTCOMES: Upon successful completion of this course, students will be able to: • Understand organizational strategies and the benefits of strategic planning • Understand how the “world around us” including the economy, competition, legislation and other environmental influences affect the importance of Human Resources Planning • Gain a better understanding and knowledge regarding various HR topics including; job analysis, HR forecasting, succession planning, downsizing and restructuring, international HRM to name a few. • Understand why the HR Professional is an important business partner • Understand how effective HRP can contribute to the overall success of the organization.
THE CLASS: Classes will be a combination of the following: 1) Lecture: You will be guided through the information representing the various chapters in the text. Not all text material will be covered in class however you will be responsible for this information for the mid term test and final exam. 2) Group exercises/Individual end of class wrap up assignments 3) Group Presentations APPRAISING STUDENT PERFORMANCE: 25% Midterm Test (Chapter 1 to Chapter 7 – Oct 17, 2013) 35% Final Exam (Total course content) 20% Group Assignment (Due: November 7, 2013) 10% Group Presentation See class agenda for group presentation dates 10% Participation NOTE: Your group will receive a “group mark” for the assignment and presentation. These marks will be individually adjusted (lowered) if a group member does not equally contribute to the success of the group. Peer evaluations will be posted on the second last class. You will be responsible to hand the peer evaluation form in on the last class. Failure to hand the peer evaluation in will result in a 0/10 participation mark. The peer evaluation will give you the opportunity to grade each member of your team. I will review this information and make adjustments. Poor attendance, lack of engagement, not participating in group work during class, working on other activities during class are a few examples of what will contribute to a 0/10 participation mark. After each class attendance will be taken or your individual or group exercise will be handed in. Group Assignment The group assignment serves a variety of purposes; foremost, you and your team will align yourselves with a Human Resources topic you find of interest. Your team has two options for the group assignment: Option 1: Human Resources Function Describe and critically evaluate a human resources management function of interest to the group. You will be responsible to identify your issue and provide relevant research. You will need to provide recommendations and strategies that will help organizations effectively manage the HR function chosen by the group. Option 2: Human Resources Challenge Describe and critically evaluate a human resources challenge which is of interest to the group. You will be responsible to identify the challenge and explain why with relevant research this is seen as a challenge in today’s organizations. You will need to provide recommendations and strategies that will help organizations effectively manage the challenge discussed. NOTE: Important – If your group is planning to conduct interviews with a particular organization it is imperative this is discussed with me first. For both options: • The assignment is worth 20% of your final grade. You will be required to present your assignment to the class which is worth an additional 10%. • Maximum length: 12 pages not including appendices • Due Date: see course schedule • Characteristics of excellent work: executive summary, table of contents, introductory paragraph which discusses the significance of your chosen topic, use of outside sources of information, thorough, practical and creative recommendations , logical summary.
•
To ensure your group is on track you will need to hand in a group assignment outline on October 3, 2013. This outline must also include a group photograph clearly identifying each member of the group.
Group Presentation Your group will prepare and deliver a 20 minute presentation on your assignment topic. Evaluation criteria will be discussed in class. Note: To be fair to everyone the dates for the assignments, tests, and final examination are final. In accordance with UW regulations, supportive documentation is required should you be faced with a medical or compassionate dilemma (see next section). Students who are requesting accommodation for course requirements (assignments, midterm tests, final exams, etc.) due to illness should do the following: • • •
seek medical treatment as soon as possible and obtain a completed UW Verification of Illness Form: http://www.healthservices.uwaterloo.ca/Health_Services/verification.html submit that form to the instructor within 48 hours. (preferably) inform the instructor by the due date for the course requirement that you will be unable to meet the deadline and that documentation will be forthcoming.
In the case of a missed final exam, the instructor and student will negotiate an extension for the final exam which will typically be written as soon as possible, but no later than the next offering of the course. In the case of a missed assignment deadline or midterm test, the instructor will either 1. waive the course component and re-weight remaining term work as he/she deems fit according to circumstances and the goals of the course, or 2. provide an extension. In the case of bereavement, the instructor will provide similar accommodations to those for illness. Appropriate documentation to support the request will be required. Students who are experiencing extenuating circumstances should also inform their academic advisors regarding their personal difficulties. The Official Version of the Course Outline The course outline on Learn will be deemed the official version. Outlines on Learn may change as instructors develop a course, but they become final as of the first class meeting for the term. Academic Integrity: Academic Integrity: In order to maintain a culture of academic integrity, members of the University of Waterloo are expected to promote honesty, trust, fairness, respect and responsibility. Discipline: A student is expected to know what constitutes academic integrity, to avoid committing academic offences, and to take responsibility for his/her actions. A student who is unsure whether an action constitutes an offence, or who needs help in learning how to avoid offences (e.g., plagiarism, cheating) or about “rules” for group work/collaboration should seek guidance from the course professor, academic advisor, or the Undergraduate Associate Dean. When misconduct has been found to have occurred, disciplinary penalties will be imposed under Policy 71 – Student Discipline. For information on categories of offenses and types of penalties, students should refer to Policy 71 - Student Discipline, http://uwaterloo.ca/secretariat/policies-procedures-guidelines/policy-71.
Grievance: A student who believes that a decision affecting some aspect of his/her university life has been unfair or unreasonable may have grounds for initiating a grievance. Read Policy 70 - Student Petitions and Grievances, Section 4, http://uwaterloo.ca/secretariat/policies-procedures-guidelines/policy70. In addition, consult http://arts.uwaterloo.ca/student-grievances-faculty-arts-processes for the Faculty of Arts’ grievance processes. Appeals: A student may appeal the finding and/or penalty in a decision made under Policy 70 - Student Petitions and Grievances (other than regarding a petition) or Policy 71 - Student Discipline if a ground for an appeal can be established. Read Policy 72 - Student Appeals, http://uwaterloo.ca/secretariat/policiesprocedures-guidelines/policy-72. Academic Integrity website (Arts): http://arts.uwaterloo.ca/arts/ugrad/academic_responsibility.html Academic Integrity Office (uWaterloo): http://uwaterloo.ca/academic-integrity/ Accommodation for Students with Disabilities: Note for students with disabilities: The AccessAbility Services (AS) Office, located in Needles Hall, Room 1132, collaborates with all academic departments to arrange appropriate accommodations for students with disabilities without compromising the academic integrity of the curriculum. If you require academic accommodations to lessen the impact of your disability, please register with the AS Office at the beginning of each academic term.
HRPA EDUCATION REQUIREMENT: Students taking this course for credit towards HRPA’s CHRP education requirement must achieve a minimum grade of 65% as required by the Human Resources Professionals Association (HRPA). See the HRPA website (http://www.hrpa.ca/OfficeOfTheRegistrar/Pages/certification.aspx) for further information.
HUMAN RESOURCES PLANNING – Fall 2013 Weekly Schedule Week Date 1 Sept 12
2
Chapters
Sept 19 Chapter 1 Chapter 2
3
Sept 26
Chapter 3 Chapter 4
4
Oct 3
Chapter 5 Chapter 6
5
Oct 10
Chapter 7
6 7
Oct 17 Oct 24
Chapter 8
8
Oct 31
Chapter 9 Chapter 10
9
Nov 7
Chapter 11
10
Nov 14
Chapter 12
11
Nov 21
Chapter 13
12
Nov 28
Chapter 14
Topic/Activity Introduction, Review course outline and expectations Assignment of groups & class administration Trends/Challenges in HR management Trends/Challenges discussion continue Review Chapter 1: Strategic Management Review Chapter 2: Aligning HR with Strategy * Group Exercise Review Chapter 3: Environmental Influences Review Chapter 4: Job Analysis Review Chapter 5: The HR Forecasting Process Review Chapter 6: Determining HR Demand *Group Exercise DUE: Group Assignment Outline (includes group photograph) Review Chapter 7: Ascertaining HR Supply NOTE: Test Review IN CLASS TEST Review Chapter 8: Succession Planning Career Development Review Chapter 9: Information Technology for HR Planning Review Chapter 10: Downsizing and Restructuring * Group Exercise Review Chapter 11: Strategic International HRM Group Paper Due for groups 1, 2, 3 Group Presentations 1, 2, 3 Review Chapter 12: Mergers and Acquisitions Group Paper Due for groups 4, 5, 6 Group Presentations 4, 5, 6 Review Chapter 13: Outsourcing Group Paper Due for groups 7,8,9 and 10 Group Presentations: Groups 7, 8, 9 and 10 Peer evaluation forms posted on LEARN Review Chapter 14: Evaluation of HR Programs and Policies Class Review Exam Review Peer Evaluations Due
Final Exam – total course content worth 35% of final grade will be held during the University’s Final Exam Period. Requests for early sittings and special consideration to accommodate travel plans are typically not granted. You are strongly advised not to make travel plans until the University has posted the final exam schedule. * Group Exercises will take place if time permits. Time is allocated for each class to participate in group and class discussions regarding the material being reviewed – this is an important aspect of HRM 301.
Vince Di Ruzza Director, Human Resources Management Program/Lecturer
Email:
[email protected]
Office Hours:
By appointment
Text:
Strategic Human Resources Planning (Fifth Edition.) Monica Belcourt, Kenneth McBey, Ying Hong and Margaret Yap.
Teaching Assistant:
K. Yourie Kim [email protected] Samuel Hang [email protected]
Lecture Time/Location: 6:30 – 9:20 Thursday AL 124 Department Contact:
Theresa Bauer, HRM Advisor, Department of Psychology [email protected]
Course Web Page:
Postings on the course desire to learn page include: the course syllabus, office hours, lecture handouts and PowerPoint slides, announcements, and so forth. On your browser, type in: http://learn.uwaterloo.ca. Provide your Quest/UWdir userid and password, and then click on HRM-301.
HRM website:
http://www.psychology.uwaterloo.ca/hrm/index.html
INTRODUCTION: This course is of importance to those with interests in the field of human resources as well as to managers in all functional areas of an organization who need to build and develop the knowledge, skills and attitudes to effectively manage people. Organizations gain sustainable competitive advantage through people thus making Human Resources Management an important partner in the strategic planning and decision making process. Overall, you will gain an understanding of why effective human resource practices are critical to the success of any organization and be introduced to the strategic planning role that Human Resources Professionals now play in organizations. LEARNING OUTCOMES: Upon successful completion of this course, students will be able to: • Understand organizational strategies and the benefits of strategic planning • Understand how the “world around us” including the economy, competition, legislation and other environmental influences affect the importance of Human Resources Planning • Gain a better understanding and knowledge regarding various HR topics including; job analysis, HR forecasting, succession planning, downsizing and restructuring, international HRM to name a few. • Understand why the HR Professional is an important business partner • Understand how effective HRP can contribute to the overall success of the organization.
THE CLASS: Classes will be a combination of the following: 1) Lecture: You will be guided through the information representing the various chapters in the text. Not all text material will be covered in class however you will be responsible for this information for the mid term test and final exam. 2) Group exercises/Individual end of class wrap up assignments 3) Group Presentations APPRAISING STUDENT PERFORMANCE: 25% Midterm Test (Chapter 1 to Chapter 7 – Oct 17, 2013) 35% Final Exam (Total course content) 20% Group Assignment (Due: November 7, 2013) 10% Group Presentation See class agenda for group presentation dates 10% Participation NOTE: Your group will receive a “group mark” for the assignment and presentation. These marks will be individually adjusted (lowered) if a group member does not equally contribute to the success of the group. Peer evaluations will be posted on the second last class. You will be responsible to hand the peer evaluation form in on the last class. Failure to hand the peer evaluation in will result in a 0/10 participation mark. The peer evaluation will give you the opportunity to grade each member of your team. I will review this information and make adjustments. Poor attendance, lack of engagement, not participating in group work during class, working on other activities during class are a few examples of what will contribute to a 0/10 participation mark. After each class attendance will be taken or your individual or group exercise will be handed in. Group Assignment The group assignment serves a variety of purposes; foremost, you and your team will align yourselves with a Human Resources topic you find of interest. Your team has two options for the group assignment: Option 1: Human Resources Function Describe and critically evaluate a human resources management function of interest to the group. You will be responsible to identify your issue and provide relevant research. You will need to provide recommendations and strategies that will help organizations effectively manage the HR function chosen by the group. Option 2: Human Resources Challenge Describe and critically evaluate a human resources challenge which is of interest to the group. You will be responsible to identify the challenge and explain why with relevant research this is seen as a challenge in today’s organizations. You will need to provide recommendations and strategies that will help organizations effectively manage the challenge discussed. NOTE: Important – If your group is planning to conduct interviews with a particular organization it is imperative this is discussed with me first. For both options: • The assignment is worth 20% of your final grade. You will be required to present your assignment to the class which is worth an additional 10%. • Maximum length: 12 pages not including appendices • Due Date: see course schedule • Characteristics of excellent work: executive summary, table of contents, introductory paragraph which discusses the significance of your chosen topic, use of outside sources of information, thorough, practical and creative recommendations , logical summary.
•
To ensure your group is on track you will need to hand in a group assignment outline on October 3, 2013. This outline must also include a group photograph clearly identifying each member of the group.
Group Presentation Your group will prepare and deliver a 20 minute presentation on your assignment topic. Evaluation criteria will be discussed in class. Note: To be fair to everyone the dates for the assignments, tests, and final examination are final. In accordance with UW regulations, supportive documentation is required should you be faced with a medical or compassionate dilemma (see next section). Students who are requesting accommodation for course requirements (assignments, midterm tests, final exams, etc.) due to illness should do the following: • • •
seek medical treatment as soon as possible and obtain a completed UW Verification of Illness Form: http://www.healthservices.uwaterloo.ca/Health_Services/verification.html submit that form to the instructor within 48 hours. (preferably) inform the instructor by the due date for the course requirement that you will be unable to meet the deadline and that documentation will be forthcoming.
In the case of a missed final exam, the instructor and student will negotiate an extension for the final exam which will typically be written as soon as possible, but no later than the next offering of the course. In the case of a missed assignment deadline or midterm test, the instructor will either 1. waive the course component and re-weight remaining term work as he/she deems fit according to circumstances and the goals of the course, or 2. provide an extension. In the case of bereavement, the instructor will provide similar accommodations to those for illness. Appropriate documentation to support the request will be required. Students who are experiencing extenuating circumstances should also inform their academic advisors regarding their personal difficulties. The Official Version of the Course Outline The course outline on Learn will be deemed the official version. Outlines on Learn may change as instructors develop a course, but they become final as of the first class meeting for the term. Academic Integrity: Academic Integrity: In order to maintain a culture of academic integrity, members of the University of Waterloo are expected to promote honesty, trust, fairness, respect and responsibility. Discipline: A student is expected to know what constitutes academic integrity, to avoid committing academic offences, and to take responsibility for his/her actions. A student who is unsure whether an action constitutes an offence, or who needs help in learning how to avoid offences (e.g., plagiarism, cheating) or about “rules” for group work/collaboration should seek guidance from the course professor, academic advisor, or the Undergraduate Associate Dean. When misconduct has been found to have occurred, disciplinary penalties will be imposed under Policy 71 – Student Discipline. For information on categories of offenses and types of penalties, students should refer to Policy 71 - Student Discipline, http://uwaterloo.ca/secretariat/policies-procedures-guidelines/policy-71.
Grievance: A student who believes that a decision affecting some aspect of his/her university life has been unfair or unreasonable may have grounds for initiating a grievance. Read Policy 70 - Student Petitions and Grievances, Section 4, http://uwaterloo.ca/secretariat/policies-procedures-guidelines/policy70. In addition, consult http://arts.uwaterloo.ca/student-grievances-faculty-arts-processes for the Faculty of Arts’ grievance processes. Appeals: A student may appeal the finding and/or penalty in a decision made under Policy 70 - Student Petitions and Grievances (other than regarding a petition) or Policy 71 - Student Discipline if a ground for an appeal can be established. Read Policy 72 - Student Appeals, http://uwaterloo.ca/secretariat/policiesprocedures-guidelines/policy-72. Academic Integrity website (Arts): http://arts.uwaterloo.ca/arts/ugrad/academic_responsibility.html Academic Integrity Office (uWaterloo): http://uwaterloo.ca/academic-integrity/ Accommodation for Students with Disabilities: Note for students with disabilities: The AccessAbility Services (AS) Office, located in Needles Hall, Room 1132, collaborates with all academic departments to arrange appropriate accommodations for students with disabilities without compromising the academic integrity of the curriculum. If you require academic accommodations to lessen the impact of your disability, please register with the AS Office at the beginning of each academic term.
HRPA EDUCATION REQUIREMENT: Students taking this course for credit towards HRPA’s CHRP education requirement must achieve a minimum grade of 65% as required by the Human Resources Professionals Association (HRPA). See the HRPA website (http://www.hrpa.ca/OfficeOfTheRegistrar/Pages/certification.aspx) for further information.
HUMAN RESOURCES PLANNING – Fall 2013 Weekly Schedule Week Date 1 Sept 12
2
Chapters
Sept 19 Chapter 1 Chapter 2
3
Sept 26
Chapter 3 Chapter 4
4
Oct 3
Chapter 5 Chapter 6
5
Oct 10
Chapter 7
6 7
Oct 17 Oct 24
Chapter 8
8
Oct 31
Chapter 9 Chapter 10
9
Nov 7
Chapter 11
10
Nov 14
Chapter 12
11
Nov 21
Chapter 13
12
Nov 28
Chapter 14
Topic/Activity Introduction, Review course outline and expectations Assignment of groups & class administration Trends/Challenges in HR management Trends/Challenges discussion continue Review Chapter 1: Strategic Management Review Chapter 2: Aligning HR with Strategy * Group Exercise Review Chapter 3: Environmental Influences Review Chapter 4: Job Analysis Review Chapter 5: The HR Forecasting Process Review Chapter 6: Determining HR Demand *Group Exercise DUE: Group Assignment Outline (includes group photograph) Review Chapter 7: Ascertaining HR Supply NOTE: Test Review IN CLASS TEST Review Chapter 8: Succession Planning Career Development Review Chapter 9: Information Technology for HR Planning Review Chapter 10: Downsizing and Restructuring * Group Exercise Review Chapter 11: Strategic International HRM Group Paper Due for groups 1, 2, 3 Group Presentations 1, 2, 3 Review Chapter 12: Mergers and Acquisitions Group Paper Due for groups 4, 5, 6 Group Presentations 4, 5, 6 Review Chapter 13: Outsourcing Group Paper Due for groups 7,8,9 and 10 Group Presentations: Groups 7, 8, 9 and 10 Peer evaluation forms posted on LEARN Review Chapter 14: Evaluation of HR Programs and Policies Class Review Exam Review Peer Evaluations Due
Final Exam – total course content worth 35% of final grade will be held during the University’s Final Exam Period. Requests for early sittings and special consideration to accommodate travel plans are typically not granted. You are strongly advised not to make travel plans until the University has posted the final exam schedule. * Group Exercises will take place if time permits. Time is allocated for each class to participate in group and class discussions regarding the material being reviewed – this is an important aspect of HRM 301.