BUSINESS Strategic Human Resources Planning COURSE OUTLINE SA Instructor Office by Cappadona

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									                 BUSINESS 418
      Strategic Human Resources Planning

                       COURSE OUTLINE
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                         Fall 2007
                   Wednesday 7:00-9:50 pm
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Instructor:   John Janetos             Faculty Assistant:   Sandra Castellanos
Office:       P3000                    Office:              SBE 2201
Telephone:    519-884-0710 Ext. 2773   Telephone:           519-884-0710 x 2062
E-mail:       jjanetos@wlu.ca
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Office Hours: By Appointment
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Students with special learning needs are advised to contact Laurier’s
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Accessible Learning Centre for information regarding its services and
resources. Students are encouraged to review the WLU Calendar for
information regarding all services available on campus.
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                 Business 418 Strategic Human Resources Planning

Course Objectives


Leading organizations use their human resources plan to assure that they will have the "people
power" in place to achieve their strategic and business plans. They need a systematic planning
approach to assure that their organization will have the right people...in the right jobs...with the
right skills...at the right time. This course provides students with an understanding of the Human
Resource Planning process in order to attract and retain the best people for the organization.
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The objectives of the course are to:
i) Think strategically about human resources issues
ii) Implement and manage a human resources planning system
iii) Link human resources planning to corporate strategic and business planning
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iv) Identify the major human resources strategic issues and analyze their impact on the
organization
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Prerequisites:

Students are personally responsible to ensure that they have the required prerequisites as stated in
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the course calendar.
Text
Belcourt, M., & McBey, K.J. (2007). Strateqic Human Resources Planninq. 3rd Edition.
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Thomson Nelson.

Case Package
Available in Bookstore
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Evaluation Components
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1. Group Article Presentation (Worth 35%)

Your team will give a 30 minute presentation and discussion on a Strategic HR Issue written in
a recent Canadian newspaper or magazine article. The article should be a minimum of 250
words. Use of media technology is encouraged. In preparing for the presentation, your team will
be responsible for conducting research on the topic and preparing the talk. You must use the
library as a research resource (i.e., consult HR and other relevant journals).

In the presentation, you should summarize the article, give a synopsis of the Strategic HR issue
or problem involved, discuss the business and HR management implications of this issue, discuss
relevant research, and based on that research, recommend how the issue should be resolved. On
the day of presentation, teams must submit: 1. a copy of the newspaper article; 2. an annotated
bibliography containing the sources used when preparing for the presentation; 3. a copy of the
presentation. The purpose of an annotated bibliography is to inform the reader of the relevance
(i.e., why this source was useful), accuracy, and quality of the sources used.
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NOTE: Presentations that rely solely on information from Websites will receive a failing grade.
THIS DOES NOT INCLUDE USING THE WEB TO OBTAIN ARTICLES FROM
LEGITIMATE SOURCES.

Article Presentations will occur throughout the first half of the term. After week two, teams will
be assigned their presentation date on a first-come-first-served basis. Your article must be dated
within two weeks of your presentation date. This rule is imposed to minimize the likelihood that
more than one team will present the same article. A list of tentative presentation dates is
available in the course outline. Please review your selected article with the instructor prior to
your presentation.

Evaluation Breakdown:
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       50% Depth of research analysis and supporting evidence
       15% Appropriateness and thoroughness of references
       35% Presentation effectiveness (i.e., preparedness, professionalism, persuasiveness)
Attendance of all team members on the day of the presentation is required. Students who fail to
come to class on the day they are scheduled to present will receive a zero grade.
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2. Group Case Presentation (Worth 35%)
Your team will conduct an in-depth analysis for a case study assigned at the beginning of the
term. The team will assume the role of decision maker in the case (i.e., the person described in
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the case as the one making the decision). Team members will facilitate a 50 minute class
discussion using the assigned case questions and describe (a) the issues to be addressed, (b) the
alternatives and likely outcomes of these alternatives, and (c) your recommended course of
action.

Case Presentations will occur throughout the second half of the term. During week four, teams
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will be assigned their presentation date based on the Article Presentation Schedule. A list of
tentative presentation dates is available in the course outline.

Evaluation Breakdown:
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       40% Depth of strategic business & human resources analysis (Link Strategy with HR)
       25% Analysis of Alternatives and Recommend Course of Action (Useful & Practical)
       35% Presentation effectiveness and ability to facilitate useful class discussion
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Attendance of all team members on the day of the presentation is required. Students who fail to
come to class on the day they are scheduled to present will receive a zero grade.
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3. POP QUIZZES AND ATTENDANCE (Worth 30%)

Pop quizzes will be used throughout the course to test your understanding of important
information. To ensure that you do well on these quizzes, be certain to complete your readings
in advance of class and be sure to attend every class. PLEASE E-MAIL THE COURSE
INSTRUCTOR IN ADVANCE OF A MISSED CLASS.
The first week of class will be a grace period for the class attendance policy. Thereafter, each
student will be allowed one personal day that will not count against them for attendance
purposes. Students missing class for any reason whatsoever (e.g., illness, athletic participation,
co-op interviews, etc.) and, after exhaustion of this personal day, will receive zero on their Pop
Quiz. Extensive absence, more than two classes may result in a reduced mark for Evaluation
Component # 4.
LEARNING LESSONS: at the end of each class, each student will be asked to list one to
three lessons learned from the class content. What was the return on your tuition
investment?
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Academic Ethics
Students are reminded that they must adhere to the standards of Academic
Ethics of the university. See the current WLU calendar and/or the website (www.wlu.ca) for
information on guidelines, including plagiarism and documentation.
Please note that students involved in academic dishonesty may receive a zero grade on the
course, and a notation of academic dishonesty on their transcripts. In this course, academic
dishonesty includes copy or use of unauthorized aids in cases or examinations; plagiarism;
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submission of work that is not your own; submission of work generated for another course
without prior clearance by the instructor of this course; aiding and abetting another student's
dishonesty; and giving false information for the purpose of gaining credit.
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Course Schedule for Human Resources Planning: Date, Week, Chapter, Topic
Sept. 12
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          Course Introduction
Sept. 19
          Form Groups on a random basis and identify dates for Article Presentations
          Chapter 1: Strategic Management
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          Chapter 2: Aligning HR with Strategy
          Chapter 3: Environmental Influences on HRM
Sept. 26
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          Chapter 4: Job Analysis
          Chapter 5: Information Technology for HR Planning
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Oct. 3
          Assign Cases (See Readings Package) to Groups based on Article Presentation schedule
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          Chapter 6: HR Forecasting Process
          Chapter 7: HR Demand
Oct. 10
          Chapter 8: Ascertaining HR Supply
          Article Presentations (3)
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Oct. 17
          Chapter 9: Succession Management
          Case Discussion: Cisco Systems: Developing a Human Capital Strategy
          Article Presentations (3)
Oct. 24
          Article Presentations (3)

October 31
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          Case Presentations: 1. Starbucks: Delivering Customer Service; 2. Jet Blue Airways:
          Starting from Scratch
November 7
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          Chapter 10: Downsizing and Restructuring
          Case Presentations: 1. American Car Salaried Headcount Reduction; 2. Microsoft:
          Competing on Talent (A)
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November 14
          Chapter 11: Strategic International HRM
          Case Presentations: 1. Four Seasons Goes to Paris; 2. Cirque Du Soleil
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November 21
          Chapter 12: Mergers and Acquisitions
          Case Presentations: 1. China Kelon Group (B): Integration after Merger; 2. Harrah’s
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          Entertainment, Inc: Rewarding Our People
November 28
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          Chapter 13: Outsourcing
          Case Presentations: 1. CIBC: Outsourcing the HR Dept. (A)
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          Chapter 14: Evaluation of HR Programs and Policies
          Course Wrap Up

								
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