STRATEGIC HUMAN RESOURCES MANAGEMENT
Année du cours : 1 année(s)
Etablissement : IÉSEG School of Management
Langue : English
Formation(s) dans laquelle/lesquelles le cours apparait :
Période : S2
It is strongly recommended that students:
– Have basic knoledge of business strategy and strategic management;
are proficent in:
– Human Resource Management key concepts
– Human Resource Management processes;
– People Management scope, concepts, and processes.
At the end of the course, the student should be able to :
– Know the purpose of Strategic Human Resource Management (SHRM);
– Know the main characteristics of Strategic HRM, especially those which differentiate it from Human Resource Management approach;
– Once in a company, the students who have attented this course should be capable of proactively supporting SHRM approach through:
1 – both, spotting the impact and understanding the practical implication that the continual evolution of company strategy generates on people;
2 – cooperating with HR department in defining actions to help people cope with the evolution of strategy
3 – supporting HR Business Partners in daily delivering HRM processes;
4 – applying basic skills in Strategic HRM to define and deploy effective SHRM processes, as the students will have learnt:
– how to set performance;
– the methods to tune (eu-)stress to manage performance;
– the concrete meaning of engagement and the differences between control, engagement and commitment;
– how to measure the performance of hr activites and policies by SHRM Assessment Tool;
– the implementation of SHRM through Human Resource Business Partners
– the SHRM in the Digital Tide: highlights and implications
– The evolution of people management and the modern meaning of HR management;
– The systemic approach to company management and the concept of “Strategic Human Resource Management”;
– The psychological models of human behavior and learning: performance classification, eustress and distress, learning and cultural factors in innovation processes, the role of instructions and procedures in operations, the “exploration/exploitation” managerial paradox, the concept of emotions and their impact of human behavior, management and leadership;
– The relation between Strategic HRM and formal structure in organizations: cooperation, coordination, individual and collective results, “no blame” and just culture;
– The engagement: the role of SHRM approach to raise people awareness of individual contribution, duty, results
– SHRM into practice: understanding and applying the Human Resource Business Partner approach
– Measuring SHRM effectiveness: the SRHM Assessment tool.
