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The relentless speed and intensity of societal, technological, legislative and economic forces on HR issues that impact how we manage and lead people will never cease. Leaders, managers and HRM professionals alike, must engage in continuous development and knowledge updates in order to provide precise, value-added service to their organisation(s), regardless of which level of organisational engagement in which they operate. Being able to acquire new insights, forecast potential impacts and develop ethical solutions and plans to address new and emerging challenges and opportunities in managing and leading people, is an essential and non-negotiable aspect of agile, effective professional practice. Professional bodies expect their professionals to be able to interpret the external and internal environment of their organisations and design and deliver value-added solutions and strategies to organisational stakeholders. Leaders, managers and HRM practitioners alike are expected to act with professional integrity in guiding and influencing organisational decisions. This course aims to provide students with a level of heightened awareness and practice at forward-thinking and developing appropriate solutions to dynamic HRM tensions, issues and opportunities that they confront when managing people in modern day organisations.

This course has relevance to students enrolled in any program of study leading to employment in roles where they are expected to lead, manage, and/or supervise people, or who are already performing such roles in their careers. The aim of this course is to develop the student's inquiry and problem-solving skills and improve their use of persuasive written and oral communication techniques. Students will engage in self-directed learning and independent desktop-based research in order to distinguish and examine, in detail, a contemporary or emergent HRM issue or issues relevant to their current role, or future role, in managing people. The selected issue(s) will be evaluated in relation to current HRM approaches and for their ethical implications for the organisation and/or on their professional ethics as a HRM practitioner or manager/leader generally. Students can expect to analyse and persuasively recommend solutions to identified HRM issues through the submission of written and oral presentations. Students with prior knowledge and/or experience in dealing with HRM-related issues in their work are assumed to have the foundation knowledge for this course. Students without prior HRM exposure, or those who wish to refresh their HRM knowledge, will be provided the option to pursue further reading about HRM practice as an additional aspect of their self-directed learning in this course.

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

1. distinguish and discuss contemporary or emergent HRM issues that influence – or are expected to influence – how management should engage with or manage its worker(s), and/or other organisational stakeholders, and/or organisational policy or strategy;
2. critically evaluate current HRM theory and/or practice in relation to its approach to managing contemporary or emergent HRM issues;
3. design ethical solutions (such as policies, processes, practices, strategies, initiatives) to contemporary or emergent HRM issues;
4. communicate through written and oral presentations that inform, recommend, and/or persuade others in relation to solutions to address contemporary or emergent issues.