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Every organisation needs people to do its work and how we perform work is constantly changing. For instance, external triggers such as pandemics, economic collapses, natural disasters, logistic and supply issues, changing societal expectations and legislation, not to mention the digital revolution, require organisations to be agile with where and how they secure workers, along with how work is performed and delivered. Collectively, workers provide an essential organisational ‘talent’ resource that is subject to labour market forces. Therefore, organisations are obligated to ensure that this unique, human resource is treated ethically and respectfully and in a sustainable manner. The role of People and Culture (HR) specialists’ role is to lead, strategise, advocate, and advise across the organisation, as well as administer systems, policies and processes that pertain to all aspects of managing the talent resource for the organisation. Typically, HRM specialists contribute to the crafting of inclusive and sustainable organisational strategy through its HRM/People and Culture strategy. In crafting this strategy, they are challenged to balance the competing tension between the needs and rights of the people who work for the organisation, and the goals and objectives of the organisation itself. In addition to leaders, managers and supervisors, everyday people with a job will find this course beneficial and relevant because every person who works is part of their organisation’s ‘talent’ resource.

This introductory course provides you with an overview of how a human resources framework provides a supportive culture for people working in the organisation, i.e., the `talent', to contribute to core business. You will be exposed to the methods for cultivating the organisation's competitive advantage and sustainable value via the people who work for and within the organisation. You will spend time exploring how the work of HRM specialists intersect with and serve other specialist functions and stakeholder interests. You will examine the strategic linkage between people, culture, and organisational strategy before overviewing the more typical processes and practices associated with building a talented workforce. Students will also examine how the people responsible for delivering this expertise in the organisation need to reflect ethical and professional standards and the human capabilities required for being an effective contributor to the organisation's architecture. This course uses real world scenarios, reflective practice and critical thinking to identify, solve and evaluate problems, develop evaluation skills and develop professional skills and knowledge.

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

1. explain how HRM strategies and functions can support other specialist functions across the organisation;
2. describe the process and benefits of HRM’s aim to cultivate diverse talent in its workforce;
3. discuss the external dynamics and broader stakeholder needs that HRM specialists should consider in delivering their services;
4. identify digital applications and/or technology that can support HRM functions;
5. discuss the human capabilities and professional standards expected of people practicing as HRM/People in culture professionals.