Integrating and Aligning Human Capital (11196.2)

This unit enables students to demonstrate knowledge of the strategy alignment and practice integration model of strategic human resource management and to use this model in analysing its presence and contribution to business and corporate level strategy and organisational performance in a given dynamic organisational context. This unit also focuses on the evolution of thinking about strategic human resource management, the role of the HR professional in the strategy formulation and implementation process, and the challenge of integrating and aligning HR practice and strategy with business and corporate level strategy.

Learning outcomes

After successful completion of this unit, students will be able to:
1. Understand the theory and concepts associated with strategic human resource management including the developments in this evolving field of study;

2. Understand the role and competencies of an HR professional in HRM strategy, reflect on the learning and development relevant to the student's professional life, and curate evidence for a learning portfolio;
3. Analyse interpret and extend the research on human and social capital and strategic HRM in relation to change and improvement in employee wellbeing, operational and corporate performance;
4. Understand, apply and advocate sound ethical principles in context and the use of more complex HR metrics in evidence-based decision-making relating to investment in or the evaluation of HRM practice;
5. Analyse the key factors driving organisational change, changes in the future of work and the workforce (including inclusion, ICT and internationalisation) in a given context in response to a dynamic organisational environment;
6. Understand and apply industry research on strategic HRM in a given organisational context and identifying the scope for improvements in HRM practices and HRM strategy formulation and implementation; and
7. Demonstrate clearly in writing the results of research and analysis of organisational HRM capability in a dynamic organisational content.

Graduate attributes

1. UC graduates are professional - employ up-to-date and relevant knowledge and skills
1. UC graduates are professional - communicate effectively
1. UC graduates are professional - use creativity, critical thinking, analysis and research skills to solve theoretical and real-world problems
1. UC graduates are professional - work collaboratively as part of a team, negotiate, and resolve conflict
1. UC graduates are professional - display initiative and drive, and use their organisation skills to plan and manage their workload
1. UC graduates are professional - take pride in their professional and personal integrity
2. UC graduates are global citizens - think globally about issues in their profession
2. UC graduates are global citizens - behave ethically and sustainably in their professional and personal lives
3. UC graduates are lifelong learners - reflect on their own practice, updating and adapting their knowledge and skills for continual professional and academic development
3. UC graduates are lifelong learners - be self-aware
3. UC graduates are lifelong learners - reflect on their own practice, updating and adapting their knowledge and skills for continual professional and academic development
4. UC graduates are able to demonstrate Aboriginal and Torres Strait Islander ways of knowing, being and doing - apply their knowledge to working with Indigenous Australians in socially just ways

Prerequisites

11191 Managing Human Capital.

Corequisites

None.

Assumed knowledge

Understanding of theory and practice in human capital and human resource management.