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The efforts and talents that people bring to their work provide a primary input into an organisation’s ability to deliver its products and services. People provide a dynamic organisational ‘talent’ resource. However, due to the human factor inherent in human resources, leaders need to adopt specific HR or ‘people and culture’ strategies and processes to ensure that the processes used to gather people to work for the organisation occur in an ethical, sustainable, and responsible manner. At the same time, they must navigate the tension of also priming the talent-force for optimum performance as every organisation seeks to compete successfully in a competitive and turbulent world. This course is relevant to people who manage or oversee other people within an organisation, from line management through to senior leadership. The course lightly touches on functions related to the cultivation of talent and follows a strategic approach towards understanding the alignment between organisational strategy and human resource management.

The overarching focus of the introductory course is to examine how the people component (i.e., human resources) positively contribute to core business and how this function intersects and serves the needs of other functional areas and stakeholders within the organisation. People are continually impacted by the turbulent external and internal environments and technological change, and for HR leadership these challenges are particularly relevant. Therefore, you will explore and evaluate the impacts of digitisation on HR. You will identify the external and internal environmental forces shaping the organisation's people philosophy and talent strategy and analyse how these dynamics feed into the process and practices associated with building a talented workforce. You will also explore how the people responsible for delivering this expertise in the organisation need to reflect cultural competence, ethical and professional standards and the human capabilities required for being an effective contributor to the organisation's architecture. This course uses scenarios, case studies and reflective approaches to analyse and evaluate issues and challenges and to develop evaluation skills, professional skills and knowledge.

On completion of this course students should be able to:

1. analyse how the role and function of HRM specialists intersect with and serve other specialist functions and stakeholder interests in delivering their services;
2. evaluate the complex endeavours that HRM specialists undertake to ensure the organisation has an aptly talented and diverse workforce;
3. identify implications of external forces and broader stakeholder needs that HRM specialists should address and/or advise upon in delivering their services;
4. evaluate digital and technological availabilities that can support HRM professionals in delivering their services;
5. analyse the professional demands and challenges of being a HRM professional.