Chapter 1:
}Discuss why managers need to examine the human resources implications
of their organizational strategies
}Discuss why human resources managers need to understand strategy
}Understand the various terms used to define strategy and its processes
}Describe organizational strategies, including restructuring, growth, and
maintenance
}Define business strategy and discuss how it differs from corporate strategy
} Discuss the steps used in strategic planning
} List the benefits of strategic planning
Chapter 2:
}Understand the importance of strategic HR planning
}Identify the risks associated with not planning
}Discuss approaches to linking strategy and HR, including the barriers to
becoming a strategic partner
}List the characteristics of an effective HR strategy
Chapter 3:
}Identify the sources that HR planners use to keep current with business and
HR trends
}Understand how environmental scanning is practised
}Discuss the challenges in scanning the environment
}Explain the environmental factors, such as the economic climate, the
political and regulatory context, and the social and cultural climate, that
influence the practice of HRM
}Describe the role of the stakeholder, and list several examples
Chapter 4:
}Understand what HR forecasting is, and its strategic importance to the firm
}Understand the value of human capital to the firm, and discuss the
difference between generic human capital and firm-specific human capital
}Discuss the differences between stocks and flows of human capital, and
comprehend the implications that stocks and flows have for HR planning
•Understand the rationale for giving special attention to specialist/technical
workers, managers, recruits, and designated groups in the HR forecasting
process
•Comprehend the forecasting process in general, and the categories of
forecasting methods
•Outline the environmental and organizational factors affecting HR
forecasting
Chapter 5:
}Understand the importance of demand forecasting in the HR planning
process
}Recognize the linkages between the HR plan, labour demand forecasting
techniques, and the subsequent supply stage
}Compare and contrast the advantages and disadvantages of various
demand forecasting techniques, including quantitative, qualitative, and
blended techniques
Chapter 6:
}Understand the relationship between demand and supply forecasting
techniques in the HR planning process
}Recognize the importance of effectively managing the supply of human
capital
}Comprehend the importance of segmenting human capital to better
understand where human capital plays a critical role in implementing
strategy and how to manage the supply of that human capital
}Discuss and evaluate the advantages and disadvantages of the following
specific methods of determining external and internal supply:
1.Skills and management inventories
2.Human capital segmentation
3.Markov models
4.Linear programming and simulation
5.Movement analysis
6.Vacancy/renewal models
​}Recognize when an HR gap may be filled through substitution strategies
such as automation, or when the gap may be attributable mostly to the
bullwhip effect
Chapter 7 Succession Management
}Understand why succession management is important
}Trace the evolution of succession management from its roots in replacement planning,
comparing the two models concerning focus, time, and talent pools
}List the steps in the succession management process
}Compare and contrast the job-based and competency-based approaches to aligning future
needs with strategic objectives
}Discuss the four approaches to the identification of managerial talent
}Describe several ways to identify high-potential employees
}Evaluate the advantages and disadvantages of the five management development methods:
promotions, job rotations, special assignments, formal training, and mentoring and coaching
}Recognize the difficulties in measuring the success of a management succession plan
}Outline the employee’s role in the succession management process
}Describe the role of HR in succession management
Chapter 8 Information Technology for
HR Planning
}Describe the benefits of information technology (IT) solutions for human resource planning
(HRP)
}Explain how different IT solutions can be leveraged to improve HR planning
}Identify specific IT applications for HR planning
}Understand what is meant by Big data, and it implications for HRM
}Differentiate between HR metrics and HR analytics
}Understand how to use HR metrics and HR analytics to help solve business challenges
Chapter 9 Metamorphosis Management
}Understand the importance of organizational change
}Discuss the role of change as part of organizational planning
}Discuss the steps of a generic change project
}Define and discuss the process of planned change
}Understand how emergent change occurs
}Understand the principles of a learning organization
}Discuss how the principles of a learning organization are important to both planned and
emergent change
}HR professionals should possess this set of competencies to lead change:
• Strategic positioner
• Credible activist
• Paradox navigator
• Communicator
Systems Thinker
The Increasing Pace of Change
Chapter 10 Downsizing and Restructuring
Defining “downsizing” and understand why organizations may decide to downsize
}Be familiar with issues relating to artificial intelligence and job loss
}Recognize the need to address concerns of both the victims and survivors of downsizing
}Know the ethical issues and consequences of downsizing
}Understand what downsizing strategies are effective in enhancing organizational performance
}Comprehend the concept of the “psychological contract”
}Develop an awareness of the importance of HRM in managing the downsizing process
Chapter 11 Strategic International HRM
}Identify key challenges influencing human resources (HR) practices and processes
}Identify key characteristics of strategic international HRM
}Understand the relationship between different approaches of SIHRM and corporate business
strategy options
}Understand the impact of globalization and internationalization on HR planning
}Workforce diversity
} Employment legislation
} Security
}Organizations seeking to expand their businesses globally should:
•Recognize the strategic decision issues inherent in managing the HR function in an
international context
•Strive to make these decisions in ways that take into account the firm’s strategic objectives and
recognize the added complexity that the international context brings
•Arrange the continuous career development of global managers starting from the point of
expatriate selection, followed by ongoing training, and career arrangement after repatriation
•Overall, SIHRM practices and issues should be implemented in line with the firm’s strategy
Chapter 12 Mergers and Acquisitions
}Understand the various types of mergers and acquisitions
}Explain why organizations merge and the methods used to achieve a merger
}Identify the financial and human impacts of mergers
}Describe the issues involved in blending cultures
}Discuss how a merger affects HR planning, selection, compensation, performance appraisal,
training and development, and labour relations
}Merger:
•The merging of two competitors
•Types: Horizontal/Vertical/Conglomerate
}Mergers are undertaken to provide a strategic benefit, a financial benefit, or to fulfill the
psychological needs of the managers
}The financial and employee effects can be devastating
}The culture is the most important predictor of merger success
}The merger has an impact on each of the functional areas of HR
Chapter 13 Outsourcing
}Define outsourcing
}List the reasons organizations outsource functions and programs
}Identify the advantages of outsourcing
}Cite the risks and limitations of outsourcing
}Develop the criteria necessary for managing the outsourcing relationship
}Outsourcing is the contractual arrangement wherein one organization provides services or
products to another
}There is a growing trend to outsource HR functions
}There are numerous advantages and disadvantages of outsourcing
}Managing the contractual arrangement with the service provider is the key to optimizing the
benefits and minimizing the risks
Chapter 14 HR Assessment and Analytics
}Understand the importance of measuring the effectiveness of HRM activities through
workforce analytics
}Outline five aspects of HRM that can be evaluated using the 5C model for measuring
effectiveness: compliance with laws and regulations, client satisfaction, culture management to
influence employee attitudes, cost control of the labour component of the budget, and the
contribution of HR programs
}Discuss methods of assessment, such as cost–benefit analysis, utility analysis, and auditing
techniques
}Identify the challenges in measuring HR activities and determine the metrics that are important
to the stakeholders in organizations
}Workforce analytics:
•How HR metrics, such as turnover and employee engagement, are used to describe the
workforce
} HR analytics:
•An evidence-based approach for making better decisions about employees and HR policies,
using a variety of tools to report HR metrics and to predict outcomes of HR programs
}The 5C model for measuring HR effectiveness has five areas: compliance with laws and
regulations, client satisfaction, culture management, cost control, and contribution
}Methods to measure the impact of HRM include cost–benefit analysis, utility analysis, and
audits
}There are challenges in measuring HR effectiveness