MODULE SPECIFICATION FORM
Module Title:
People and Talent Management
Module code:
BUS740
Existing/New:
Semester(s) in which to
be offered:
New
Originating Subject:
Module duration
(contact hours/
directed/directed
private study:
Level:
M
Credit Value:
1&2
With effect
from:
20
Sept 2010
Title of module being
replaced (if any):
Business/ Human
Resource Mgt
75/125
Module
Leader:
Status: core/option/elective
(identify programme where
appropriate):
Christopher Burgess
Core
Percentage taught by Subjects other than
originating Subject (please name other
Subjects):
Programme(s) in which to be
offered:
Pre-requisites per
programme (between levels):
Co-requisites per programme
(within a level):
MA HRM, PG Diploma in
HRM, PG Certificate in HRM
Module Aims:
The main focus of the module is to explore the strategic aspects for people resourcing and
talent management within a global context. It will provide information and critical appreciation
of how organisations are developing a strategic approach to the attraction, selection,
deployment, retention and discharge of people and talent to gain ‘sustainable’ competitive
advantage. In addition it will consider organisations’ increasingly sophisticated and strategic
approach to outsourcing work, proactive diversity management, employer branding ,
innovative approaches to job design and work life balance initiatives.
To ensure adherence to the CIPD standards the content and assessment of this module, as
with the other modules on the postgraduate certificate stage, incorporates the learning
outcomes and content of the ‘Developing Skills for Business Leadership’ (CIPD standard
module). Therefore the content and assessment of the module reflect these needs and this
is shown in both the learning outcomes and the portfolio assessment that straddles the
three modules at this level.
Expected Learning Outcomes
At the end of this module, students should be able to:
Knowledge and Understanding:
1. Display capability and critical awareness of resourcing strategies based on an
evaluation of national and international employment markets, and justify effective
recruitment, selection and induction activities .
2. Evaluate and develop talent and succession planning, turnover and retention
strategies, and managing retirement, redundancy and dismissal practices.
3. Manage interpersonal relationships at work and develop essential people
management skills sets.
Transferable/Key Skills and other attributes:
1. think critically and creatively: analysing, synthesising and critically appraising current
and predicted changes in the external environment as they relate to attitudinal,
behavioural, and skill requirements of people/ talent. Thus students will be enabled to
investigate cutting-edge, innovative approaches to people resourcing and to take
account of a turbulence business environment.
2. communicate effectively: listening using oral and written communication to convey
complex ideas and arguments, using a range of media including business reports.
Students will learn practical skills associated with people resourcing, such as
selection interviewing, and the ability to marshal arguments based on the assessment
of a range of candidates for organisational employment or redundancy.
This module maps against the CIPD modules 7RTM Resourcing and Talent Management
and 7SBL Developing Skills for Business Leadership
Assessment: please indicate the type(s) of assessment (eg examination, oral, coursework,
project) and the weighting of each (%). Details of indicative assessment tasks must be
included.
The main assessment will require the learner to produce a report that is a critical review of
resourcing strategies based on evaluation of employment markets, and incorporating one or
more critical people and talent management issues( recruitment and selection, succession
planning, retention and /or exit strategies) in the light of current research and thinking.
Assessment 2 Portfolio of evidence including learning plans, records and reflections that
demonstrate how critical business skills have been developed. The Portfolio will be compiled
to meet a mix of learning outcomes across the Context of HRM, Leading and Managing
People and People and Talent Management modules. The portfolio will have a maximum
word count of 4,000. In addition to the other assessment associated with the individual
modules, the portfolio will require to be completed successfully in its entirety in order for the
student to receive credit for each of the three modules.
Assessment
Learning
Outcomes
to be met
Type of assessment
Weighting
Duration
(if exam)
Word count
or equivalent
if appropriate
1
1
100%
3,000
2
2
Report
Portfolio involving
personal SWOT
analysis, personal
development plan,
personal
development
records and
reflective statements
Pass/refer
4,000
Learning and Teaching Strategies:
The teaching and learning strategy aims to support independent learning and develop
professionals who are not only able to perform effectively in a functional role but can also
appreciate the strategic significance of people and talent management within a changing
organisational context.
To achieve this ‘thinking performer’ approach the strategy is to focus on enhancing the
learners knowledge and their capacity to be reflective on how people resourcing practices
can contribute to the sustainable competitive advantage of an organisation.
Owing to the eclectic range of perspectives on organisations and consequent people
resourcing strategies the learners are encouraged to take a collaborative approach to
learning with peers from a wide range of backgrounds to enable them to benefit from their
varied perspectives.
Therefore teaching and learning involves both the introduction of knowledge, concepts and
issues by the tutor or student but also an evaluation of suitability and limitations of such
ideas. These activities are intended to ‘stretch’ students by encouraging them to tolerate the
complexity and ambiguity that must exist in real situations.
The range of teaching practices deployed includes: lectures, case studies, discussions and
guided reading to allow for dissemination of knowledge which can be explored in a safe
environment. Having a variety of ages, skills, experience and background means that the
students learn to help themselves and each other, thus enhancing their collaborative and
interpersonal skills. Similarly having to voice opinions and put their case helps to develop
their presentational and persuasive skills, as do the assignments.
Syllabus outline:
The major features of national and international employment markets from which
organisations source people/ talent and how these markets evolve or change. Ways in which
employment markets vary and the implications for organisations. Current and future demand
and supply of skills. Identifying and assessing the role of employment market competitors.
Key national and international employment market and demographic trends.
The development and evaluation of resourcing and talent management strategies, diversity
management and flexible working initiatives. Ensuring that the organisation remains
competitive in his major employment markets having regard to organisational objectives,
resource constraints and the need to enhance flexibility. Positioning an organisation in the
market. Work life balance initiatives, employer branding exercises, setting terms and
conditions, job design, flexible working. Managing skills shortages and diversity. Managing
interpersonal skills, and developing a people management skill set.
Recruitment, selection and induction activities. Critical analysis of the major methods used in
recruiting and selecting people. Overseas recruitment. Efficient recruitment administration.
Design and delivery of timely and effective staff induction. Job advertising, employment
agencies, education liaison. Validity of different selection methods. Psychometric testing,
selection interviewing, assessment centres.
Human resource/ talent planning and succession planning. Reconciling demand for and
supply of skills. Workforce planning, scenario planning, succession planning. Enhancing
functional and numerical flexibility. Outsourcing, subcontracting and using external
consultants.
Retention strategies, people /employee ‘churn’, redeployment, discharge and redundancy
handling . Measuring, recording and analysing turnover data, and diagnosing the principal
drivers of unwanted turnover. Developing, operationalising and evaluating actions aimed at
increasing employee retention. Legal restraints and rights. Managing the release of
employees efficiently and lawfully. Professional practice in disciplinary procedure,
redundancy selection and severance compensation. Pre-retirement planning and training.
Phased retirement.
Bibliography
(please submit in Harvard referencing format)
Essential reading
TAYLOR, S. (2008) People resourcing. 4th ed. Chartered Institute of Personnel and
Development. (New edition: Resourcing and talent management, due August 2010).
Other indicative reading:
1. ARMSTRONG, M. (2009) A handbook of human resource management practice. 11th ed.
London: Kogan Page.
2. BACH, S. (ed). (2005) Managing human resources: personnel management in transition.
4th ed. Maldon, MA: Blackwell.
3. BARBER, A. E. (1998) Recruiting employees: individual and organizational perspectives.
Thousand Oaks, CA: Sage.
Key journals
1.
2.
3.
4.
5.
6.
Human Resource Management Journal
International Journal of Human Resource Management
International Journal of Selection and Assessment
People Management
Personnel Review
Work, Employment and Society
Online resources
1. CHARTERED INSTITUTE OF PERSONNEL AND DEVELOPMENT. (2009) Recruitment,
retention and turnover: annual survey report 2009 [online]. Survey report. London:
Chartered Institute of Personnel and Development.