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In recent years, work has become more cognitively complex and novel and the environment within which commerce is conducted has become more dynamic as external forces such as, technological advances and new economic structures, emerge to reshape traditional markets and the nature of work. As these forces evolve, both public and private sector organisations will come under increasing pressure to review the currency of business strategies, structures and systems to avoid a decline in performance and loss of competitive advantage. The role of HRM and HRM strategy is also changing and becoming increasingly central to the ongoing success of the organisation. Through the development of workforce capacity and capabilities, strategic HRM will be essential to enable innovation and adaptation in economic markets characterised by uncertainty and unpredictability.

This course is an advanced study of strategic human resource management (SHRM). The course is designed to not only provide students with knowledge but to relate knowledge to practice specifically relating to the diagnosis and development of contemporary HRM strategy. HRM strategy influences the emergence of workplace culture aligned to the corporate plan. Emphasis is also directed to exploring a range of strategies to build the dynamic capability and the adaptive capacity of the workforce. Accordingly, this course adopts a resource-based view of strategy as a basis to formulate complementary HRM policies, programs and practices such as HR planning, job design, talent management, and managing diversity, inclusion and well-being. The application of HRM analytics to identify emerging workforce trends and to measure the effectiveness of strategy is also examined. As the course navigates its way through various HR theoretical frameworks students are encouraged to view SHRM in an international context. The course is designed to develop problem solving and critical reflection skills to help students solve complex organisational problems across different contexts.

On successful completion of this course students should be able to:

1. use a strategic human resource management framework that contributes to organisational strategies for competitive advantage within rapidly changing business environments;
2. critically discuss the essential competencies and ethical obligations required by HRM professionals;
3. analyse processes and practices that build the capacity and capability of the organisation鈥檚 human resources via emergent human resource planning, job design, and talent management strategies to attract, develop and retain high performing workers;
4. apply and influence the emergence of organisational culture through HRM strategies, policies and activities;
5. evaluate and apply an analytical framework to measure the impact of HRM strategy and programs;
6. coherently communicate a sustained argument using appropriate means, including technology, to engage and communicate in ways that are effective, appropriate and persuasive (both orally and in writing) to diverse audiences including top management teams and senior executives to achieve targeted outcomes.