PEOPLE RESOURCING LEVEL M Credits 10
Optional module- semi-distance learning
AIM
· To develop awareness of and competence in the major tools and techniques of People Resourcing;
· To develop a critical appreciation of underlying theories and concepts;
· To advise on, develop, advocate, implement and evaluate the use of suitable tools and techniques in order to add value to corporate strategic goals in a range of sectors and current and developing legal and ethical frameworks.
LEARNING OUTCOMES: From CIPD Professional Standards
Operational indicators
Students must be able to:
1. Make constructive contributions to the development or enhancement of People Resourcing (PR) policies
2. Evaluate existing PR processes, systems and procedures, and propose cost-effective improvements
3. Optimise the use of available tools and techniques in the field of IT (including the Internet) for all aspects of PR
4. Assist with the design, development, implementation and review of PR methods to resolve specific corporate scenarios, (representative examples are: geographical relocation, new business development, management of acquisition, corporate restructuring, graduate/expatriate appointments, delayering, devolution, decentralisation, retrenchment, using an outsourcing partner such as a recruitment agency)
5. Undertake the full range of day to day functions for which a PR professional generally is accountable (eg recruitment, performance, reward, retention, release)
6. Contribute to the development of human resource plans that relate to and help achieve business/corporate goals
7. Critically evaluate existing PR systems and new approaches or methodologies
8. Co-operate positively with executive/managerial stakeholders – “customers” – in the design and implementation of resourcing processes
9. Advocate and secure compliance with all appropriate ethical and legal obligations associated with People Resourcing
10. Apply the principles and practice of Continuing Professional Development for their own personal development.
Knowledge indicators
Students must understand and be able to explain:
1. The underpinning rationale for People Resourcing as a means for accomplishing corporate purposes, strategies and goals through people
2. The environmental context in which PR is designed, operated, reviewed and improved
3. The benefits, limitations and potential of existing and emerging methodologies in the generic field of PR
4. The legal obligations governing the creation and use of all PR strategies, policies, procedures and systems
5. Ethicality criteria for all key aspects of PR, including the benefits of compliance and the risks associated with its neglect
6. The systematic approach to People Resourcing, from the creation of a cost-effective human resource plan, through recruitment, retention and review, to eventual employee release
7. The nature, purposes, features, applications, benefits and disadvantages of the principal techniques for human resource planning, recruitment, selection, corporate socialisation, and people performance
8. The operational need for pragmatic PR programmes, in circumstances of organisational turbulence, crisis, closure or apocalyptic change
9. New developments in People Resourcing and their application potential
10. Contingency factors which influence the principles and practice of People Resourcing across and within various employment sectors.
SYLLABUS CONTENT
1. People Resourcing in context – external environment of work organisations
Contextual themes, corporate expectations and trends, social and employment trends affecting People Resourcing
2. The strategic significance of People Resourcing
Organisational fit of PR, stakeholders of PR and management of stakeholder demands
3. Approaches to People Resourcing
Traditional and new paradigms of PR, contingency based PR
4. Human resource planning
Rationale, Contextual trends and factors, Design, metrics, implementation and evaluation of HR plans.
5/6. Recruitment and selection
Preparation for recruitment and selection, Recruitment process, Selection process, Monitoring and evaluating the recruitment and selection processes
7/8 People and performance management: optimising commitment and performance
Socialisation and induction, Developing and improving performance, Dealing with performance issues, Motivating people, Keeping people, Releasing people
9. Special case scenarios
Including expatriate and graduate recruitment, choosing and managing outsourcing agencies and recruitment consultants, creating new shiftwork teams and patterns, dealing with acute labour scarcity, PR in relation to mergers and acquisitions
10. Support tools for effective PR
ICT in relation to PR, using external sources of information
11/12. Compliance and ethicality obligations in PR
Legal, professional and ethical frameworks – compliance as “critical failure factor” for PR practitioners and their employers, impact of legal and quasi-legal directives from EU and elsewhere, ethicality expectations within each major dimension of PR including diversity management, equal opportunities and discrimination, CIPD codes of conduct
13. People Resourcing: the future
Emerging PR issues and research, Relating emerging issues back to contextual trends affecting PR
TEACHING STRATEGY
The teaching strategy is designed to reinforce the “thinking performer” perspective and encourage students to explore and question People Resourcing practice in a wide variety of sectors and contexts. Delivery methods will include some lecture input, much discussion – in plenary and in syndicate groups, case study work, student presentations and relevant videos, guest speakers. Students also have access to online materials and links on studentcentral, plus a discussion board moderated on–line by the course tutor, for queries and regular discussion.
Students are required to keep reading of the course texts up to date through the module. This module has been designed with the option to be studied in a semi-distance learning mode if student access issues make this constructive and viable.
ASSESSMENT
Assessment is by unseen 2 hour examination and a coursework assignment.
An assignment is set at the start of the course, with submission due mid-course. Students choose an academic article for critique and analysis. The length of the assignment is approximately 2500 words and must be presented in appropriate academic format and to a professional, business-like standard.
Indicative Reading
Taylor, S (latest edition). People Resourcing London CIPD
Corbridge M & Pilbeam S 1998 Employment Resourcing. London Financial Times/Pitman Publishing
Storey, J 2000 HRM: a critical text 2nd edition. London Thomson Learning
Armstrong M & Baron A 1998 Performance Management: The New Realities London CIPD
Beardwell I & Holden L 2001 HRM: A contemporary approach. 3rd edition Harlow: FT/Prentice-Hall
Bach S and Sisson K 2000 Personnel Management 3rd edition Oxford, Blackwell
Bramham, J 1990 Practical Manpower Planning London CIPD
Evans M 2001 Employing People with Disabilities London CIPD
Kandola R and Fullerton J 1998 Diversity in Action 2nd edition London CIPD
Leighton P and Proctor G 2001 Recruiting within the Law London CIPD
Millward N, Bryson A and Forth J 2000 All Change at work? 2nd edition London CIPD
Sparrow P and Marchington M 1998 HRM: The New Agenda. London FT Management
Storey J and Sisson K 2000 The Realities of HRM Buckingham, Open University Press
Stredwick J and Ellis S 1998 Flexible Working Practices London CIPD
Thompson P & Warhurst C 1998 Workplaces of the future. Basingstoke, Macmillan
Journals
People Management, Personnel Review, Human Resource Management Journal
IRS Employment Review, Incomes Data Services (IDS), International Journal of HRM
Lectures: 21 Group work: 10
Seminars: 21 Self Study: 38
Workshops: 0 Assessment: 10
TOTAL 100
Module descriptor matrix – People Resourcing
Weekly syllabus content and assessment is linked to learning outcomes (operational and knowledge indicators) as shown in the matrix below.
IndicatorO Operational K knowledge / Week / Indicative content / Assessment / Soft skills
O1 Make constructive contributions to the development or enhancement of People Resourcing (PR) policies / 3 / Approaches to PR / Any operational or knowledge indicators may be chosen for assignment/examination / Group work
2 / The strategic significance of PR
O2 Evaluate existing PR processes, systems and procedures, and propose cost-effective improvements / 4 / Human Resource planning / Any operational indicator may be chosen for assignment/examination / Group work,
Case study analysis
5/6 / Recruitment and selection
7/8 / People and performance management
10 / Support tools for effective PR
O3 Optimise the use of available tools and techniques in the field of IT (including the Internet) for all aspects of PR / 10 / Support tools for effective PR / Any operational indicator may be chosen for assignment/examination / IT use
O4 Assist with the design, development, implementation and review of PR methods to resolve specific corporate scenarios / 9 / Special case scenarios / Any operational indicator may be chosen for assignment/examination / Case study analysis
O5 Undertake the full range of day to day functions for which a PR professional generally is accountable (eg recruitment, performance, reward, retention, release) / 5/6 / Recruitment and selection / Any operational indicator may be chosen for assignment/examination / Presentations, Group work
7/8 / People and performance management
O6 Contribute to the development of human resource plans that relate to and help achieve business/corporate goals / 4 / Human resource planning / Any operational indicator may be chosen for assignment/examination / Group work, research techniques
1 / PR in context
O7 Critically evaluate existing PR systems and new approaches or methodologies / 11/12 / Compliance and ethicality obligations in PR / Any operational indicator may be chosen for assignment/examination / Group work, critical analysis
13 / People Resourcing: the future
O8 Co-operate positively with executive/managerial stakeholders – “customers” – in the design and implementation of resourcing processes / 2 / The strategic significance of PR / Any operational indicator may be chosen for assignment/examination / Group work, information gathering, advocacy skills
O9 Advocate and secure compliance with all appropriate ethical and legal obligations associated with People Resourcing / 11/12 / Compliance and ethicality obligations in PR / Any operational indicator may be chosen for assignment/examination / Presentation skills, report writing, advocacy skills, research technique
13 / PR : the future
O10 Apply the principles and practice of Continuing Professional Development for their own personal development. / All weeks and Fourth Field / {Management Report and evidence of CPD will formally assess this indicator} / Balanced ongoing learning habits
K1 The underpinning rationale for People Resourcing as a means for accomplishing corporate purposes, strategies and goals through people / 2 / The Strategic significance of PR / Yes / Group work, advocacy skills
3 / Approaches to PR
K2 The environmental context in which PR is designed, operated, reviewed and improved / 1 / PR in context / Yes / Research technique
13 / PR: the future
K3 The benefits, limitations and potential of existing and emerging methodologies in the generic field of PR / 10 / Support tools for effective PR / This indicator may be relevant to chosen assignment/examination / Critical analysis, Group work
13 / PR: the future
K4 The legal obligations governing the creation and use of all PR strategies, policies, procedures and systems / 11/12 / Compliance and ethicality obligations in PR / This indicator may be relevant to chosen assignment/examination / Research technique
K5 Ethicality criteria for all key aspects of PR, including the benefits of compliance and the risks associated with its neglect / 11/12 / Compliance and ethicality obligations in PR / This indicator may be relevant to chosen assignment/examination / Critical analysis, case study analysis
K6 The systematic approach to People Resourcing, from the creation of a cost-effective human resource plan, through recruitment, retention and review, to eventual employee release / 4 / Human Resource planning
(plus other sessions) / This indicator may be relevant to chosen assignment/examination / Planning, group work, IT
K7 The nature, purposes, features, applications, benefits and disadvantages of the principal techniques for human resource planning, recruitment, selection, corporate socialisation, and people performance / 4 / Human resource planning / This indicator may be relevant to chosen assignment/examination / Critical analysis, Group work, Presentation skills
5/6 / Recruitment and selection
7/8 / People and performance management
K8 The operational need for pragmatic PR programmes, in circumstances of organisational turbulence, crisis, closure or apocalyptic change / 1 / PR in context / This indicator may be relevant to chosen assignment/examination / Research technique, decision making skills, advocacy skills
9 / Special case scenarios
K9 New developments in People Resourcing and their application potential / 13 / PR: the future / This indicator may be relevant to chosen assignment/examination / Research technique, critical analysis
K10 Contingency factors which influence the principles and practice of People Resourcing across and within various employment sectors. / 1 / PR in context / Yes / Research technique, Group work, presentation skills, case study analysis
9 / Special case scenarios
All indicators / 14/15 / Active revision, case studies and review / Case study analysis