5 credits
30.0 h
Q2
Teacher(s)
Aust-Gronarz Ina; Bonny Gaëtan (compensates Aust-Gronarz Ina);
Language
English
Prerequisites
Practical aspects:
The course, the supporting material and the references will be in English, students' interactions and productions (written, oral) are expected to be in English - so it's a must have to have more than a basic
understanding of English.
The course will be delivered for 150+ students and will require to work in team - so ability to speak in public and to partner/contribute in team work will be key.
Functional prerequisites:
Basic understanding of:
- Human Resource - as a support function,
- Organization theory & management - Mintzberg configurations, Schein's cultural model,
- Convention theory
- Basics of Change Management - is a nice to have.
- Basic understanding of Process and Process design.
The course will provide a crash class on the previous items (either during the introduction or via some notes).
The course, the supporting material and the references will be in English, students' interactions and productions (written, oral) are expected to be in English - so it's a must have to have more than a basic
understanding of English.
The course will be delivered for 150+ students and will require to work in team - so ability to speak in public and to partner/contribute in team work will be key.
Functional prerequisites:
Basic understanding of:
- Human Resource - as a support function,
- Organization theory & management - Mintzberg configurations, Schein's cultural model,
- Convention theory
- Basics of Change Management - is a nice to have.
- Basic understanding of Process and Process design.
The course will provide a crash class on the previous items (either during the introduction or via some notes).
Main themes
Purpose and Philosophy of the course:
The course Advanced Human Resource & Organization Management (AHROM) has two targets: the future Operational (or line) managers, and the future Human Resource generalist practioner. To the future
line manager, the course will bring an understanding of the HR function and its interactions with the business - it will answer questions such as: "how does HR help me ; to the future HR practioner, it will
provide a framework and methodology to deliver value. To the future HR generalist or manager, the course will provide a strong framework and introduction in the core of the HR "business". It will answer
questions such as: "how does HR create value in an organization?", "how do i create an HR strategy aligned with the business?"; "what are the roles HR should organize?".... and much more.
The course is designed to confront students with real cases (incl. testimonials) where operations and HR/Organization specialists teams up to face organization transformation challenges.
The course is rooted in the contemporary managerial context where the following (non exhaustive) trends can be easily spotted:
- typical organizational lifecyle events: merger, acquisition, downsizing, restructuring, transformation, ...
- organizations are challenged: flat organizations, "entreprise libérée/liberated company" holocracy, ...,
- the role of manager is equally challenged: from a command-control perspective to a mentoring, coaching approach ...still delivering results;
- organization of the work is challenged: new ways of working, "happiness at work", remote working, outsourcing, ...
- leadership: new mandate for the leaders, ie to inspire, communicate, to impersonate the firm and not (only) "to tell" people...
and for which a theoretical framework will be provided, in the form of keys to understand the role and value-add of an "HR/Business manager".
Course assumptions:
In this program, we assume that:
- HR (and organization management) are in the business not side to the business; the strategic alignment between what is typically described as "supporting" functions is key to business success;
- HR processes and practices are not the preserve of HR professionals; the effective management of people and organization is a combined responsibility of line manager, HR and employee (in generic term);
- knowledge on HRM and Organisation Design and Development (how to organize work) are key to any manager, and learning how HR (must) create value and/or how to interact with HR Professionals is
essential to line manager and leaders;
Main topics covered:
- Formal components of organizations,
- Organization transformation,
- Business & HR Value Proposition,
The course Advanced Human Resource & Organization Management (AHROM) has two targets: the future Operational (or line) managers, and the future Human Resource generalist practioner. To the future
line manager, the course will bring an understanding of the HR function and its interactions with the business - it will answer questions such as: "how does HR help me ; to the future HR practioner, it will
provide a framework and methodology to deliver value. To the future HR generalist or manager, the course will provide a strong framework and introduction in the core of the HR "business". It will answer
questions such as: "how does HR create value in an organization?", "how do i create an HR strategy aligned with the business?"; "what are the roles HR should organize?".... and much more.
The course is designed to confront students with real cases (incl. testimonials) where operations and HR/Organization specialists teams up to face organization transformation challenges.
The course is rooted in the contemporary managerial context where the following (non exhaustive) trends can be easily spotted:
- typical organizational lifecyle events: merger, acquisition, downsizing, restructuring, transformation, ...
- organizations are challenged: flat organizations, "entreprise libérée/liberated company" holocracy, ...,
- the role of manager is equally challenged: from a command-control perspective to a mentoring, coaching approach ...still delivering results;
- organization of the work is challenged: new ways of working, "happiness at work", remote working, outsourcing, ...
- leadership: new mandate for the leaders, ie to inspire, communicate, to impersonate the firm and not (only) "to tell" people...
and for which a theoretical framework will be provided, in the form of keys to understand the role and value-add of an "HR/Business manager".
Course assumptions:
In this program, we assume that:
- HR (and organization management) are in the business not side to the business; the strategic alignment between what is typically described as "supporting" functions is key to business success;
- HR processes and practices are not the preserve of HR professionals; the effective management of people and organization is a combined responsibility of line manager, HR and employee (in generic term);
- knowledge on HRM and Organisation Design and Development (how to organize work) are key to any manager, and learning how HR (must) create value and/or how to interact with HR Professionals is
essential to line manager and leaders;
Main topics covered:
- Formal components of organizations,
- Organization transformation,
- Business & HR Value Proposition,
Aims
At the end of this learning unit, the student is able to : | |
| 1 | Upon successful completion of the course, each student must acquire the following knowledge, skills and aptitude:
|
The contribution of this Teaching Unit to the development and command of the skills and learning outcomes of the programme(s) can be accessed at the end of this sheet, in the section entitled “Programmes/courses offering this Teaching Unit”.
Content
The following elements are indicative of the backbone of the course, the details are provided in the course descriptif (see: XXXX)
- - Organization Analysis,
- - HR Strategy
- - HR service catalog,
- - Business Stakeholders,
- - HR Roles & Service Delivery model (Target operating model),
- - HR & Business governance,
- - HR Performance.
Teaching methods
- Interactive courses with preliminay readings - student will be given a short-case to prepare for the lesson (size A4, illustrative of the content discussed),
- Case-based discussions - where students are expected to enrich with their readings, research and to confront viewpoints,
- Guest speakers (to be confirmed) - where students will have the opportunity to hear testimonials on the topics covered, to enrich and confront their preparation,
- Group/team work and review - where students are asked to "solve" in group a case in an orginal way, using course materals, knowledge and research (and testimonials),
- Coaching session - where students can discuss the progress of their case either in peer review mode and/or with counseling from the faculty team.
- Case-based discussions - where students are expected to enrich with their readings, research and to confront viewpoints,
- Guest speakers (to be confirmed) - where students will have the opportunity to hear testimonials on the topics covered, to enrich and confront their preparation,
- Group/team work and review - where students are asked to "solve" in group a case in an orginal way, using course materals, knowledge and research (and testimonials),
- Coaching session - where students can discuss the progress of their case either in peer review mode and/or with counseling from the faculty team.
Evaluation methods
Assessment of learning outcomes combines individual and team performance:
- individual production (essay, critical report, ') and/or participation to specific activities;
- team project, including peer review on a given case and participation to coaching sessions;
Details of the scoring breakdown will be given in the course detailled structure and planning.
Students failing to succeed in first session (in April), will have to take an oral examination and solve a business case and answer questionnaire (open book).
- individual production (essay, critical report, ') and/or participation to specific activities;
- team project, including peer review on a given case and participation to coaching sessions;
Details of the scoring breakdown will be given in the course detailled structure and planning.
Students failing to succeed in first session (in April), will have to take an oral examination and solve a business case and answer questionnaire (open book).
Bibliography
Bibliography:
- Bratton, J., Gold, J., Human Resource Management, 6th edition: Theory and Practice Paperback ' 1. March 2017
- Leopold, J., Harris, L., The Strategic Managing of Human Resources, 2nd Edition, Prentice Hall (FT) - 2009.
- Texts from Dave Ulrich (e.g. Human Resource Champion, HR Value Proposition, HR from the outside in), Marie-Jo Hatch (Organization Theory), and other academic references.
- Bratton, J., Gold, J., Human Resource Management, 6th edition: Theory and Practice Paperback ' 1. March 2017
- Leopold, J., Harris, L., The Strategic Managing of Human Resources, 2nd Edition, Prentice Hall (FT) - 2009.
- Texts from Dave Ulrich (e.g. Human Resource Champion, HR Value Proposition, HR from the outside in), Marie-Jo Hatch (Organization Theory), and other academic references.
Faculty or entity
CLSM
