Strategic Human Resource Management
Strategic human resource management for managers in Canada, including employment standards, human rights codes and the duty to accommodate, reasonable notice, pay equity and pay transparency laws, provincial and federal labour law, the replacement worker ban and section 107 referrals: people as a source of competitive advantage, high-performance work systems and the fit between HR practices and strategy, workforce planning with transition matrices and build, buy and borrow choices, recruiting with job analysis, employer branding, realistic job previews and funnel metrics, selection with structured interviews, work samples, validity, adverse impact checks and utility analysis, onboarding, training and development evaluated beyond reactions, performance management with goals, feedback, anchored ratings and calibration, compensation strategy with job evaluation, market pay lines, pay ranges, compa-ratios, pay equity and transparency, incentives, merit matrices, equity and benefits as total rewards, collective bargaining and the costing of settlements, and engagement, inclusion, well-being and retention, ending in a capstone people strategy and business case for Cedarline Outdoor, with runnable Python examples.
MBA-601 3 credits 12 lessons · 4 h 19 min ▶ Video lessons coming soon
Offered by HSM University · MBA Core
This is the Canadian version of this course. See the American version.
What you'll learn
- Explain how HR systems create competitive advantage through ability, motivation and opportunity, and assess the vertical and horizontal fit of a set of practices.
- Forecast workforce demand and supply using ratios, scenarios and transition matrices, and choose among building, buying, borrowing and redesigning work to close gaps.
- Apply the foundations of Canadian employment law, including employment standards, human rights, the duty to accommodate and reasonable notice, to everyday management decisions.
- Design recruiting based on job analysis, an employee value proposition, appropriate sources and realistic job previews, and diagnose a recruiting funnel with yield ratios and quality of hire.
- Select employees with valid, reliable methods such as structured interviews and work samples, check methods for adverse impact and estimate the value of better selection with utility analysis.
- Design onboarding, training and development that shorten time to proficiency and transfer to the job, and evaluate them beyond participant reactions.
- Build a performance management system with clear goals, frequent feedback, anchored ratings and calibration, and manage poor performance fairly and lawfully.
- Set a pay philosophy, value jobs with the point factor method, build a pay structure from market data, and use compa-ratios, pay equity audits and transparency rules in pay decisions.
- Design merit, incentive, equity and benefit programs that reward the right behaviour, avoid distorted incentives and are communicated as total rewards.
- Explain Canadian labour law, prepare for and cost a collective bargaining round, and manage grievances and the union relationship.
- Measure and improve engagement, inclusion, well-being and retention, using surveys, turnover analysis and evidence on what works.
- Develop and defend a people strategy that supports a business strategy, with priorities, a workforce plan, a business case, measures and an implementation plan.
Course content
12 lessons · 4 h 19 min total · final exam
- 1 HR as strategy: people as a source of competitive advantage 23 min · quiz
- 2 Workforce planning and talent strategy 22 min · quiz
- 3 Employment law foundations: human rights, standards and discrimination 20 min · quiz
- 4 Recruiting and employer branding 21 min · quiz
- 5 Selection: interviews, assessments and validity 22 min · quiz
- 6 Onboarding, learning and development 20 min · quiz
- 7 Performance management and feedback 22 min · quiz
- 8 Compensation strategy and job evaluation 22 min · quiz
- 9 Incentives, benefits and total rewards 21 min · quiz
- 10 Labour relations and collective bargaining 21 min · quiz
- 11 Culture, engagement, inclusion and retention 21 min · quiz
- 12 Capstone: a people strategy for Cedarline 24 min · quiz
- E Final exam 20 questions
Requirements
Recommended background. You can start any course at any time.
Description
Strategic human resource management for managers in Canada, including employment standards, human rights codes and the duty to accommodate, reasonable notice, pay equity and pay transparency laws, provincial and federal labour law, the replacement worker ban and section 107 referrals: people as a source of competitive advantage, high-performance work systems and the fit between HR practices and strategy, workforce planning with transition matrices and build, buy and borrow choices, recruiting with job analysis, employer branding, realistic job previews and funnel metrics, selection with structured interviews, work samples, validity, adverse impact checks and utility analysis, onboarding, training and development evaluated beyond reactions, performance management with goals, feedback, anchored ratings and calibration, compensation strategy with job evaluation, market pay lines, pay ranges, compa-ratios, pay equity and transparency, incentives, merit matrices, equity and benefits as total rewards, collective bargaining and the costing of settlements, and engagement, inclusion, well-being and retention, ending in a capstone people strategy and business case for Cedarline Outdoor, with runnable Python examples.