RESOURCING AND TALENT MANAGEMENT

SHE Level 5
SCQF Credit Points 15.00
ECTS Credit Points 7.50
Module Code MMN624104
Module Leader Samantha MacLean
School Glasgow School for Business and Society
Subject Human Resource Management
Trimesters
  • A (September start)
  • B (January start)

Summary of Content

As the mobilisation, utilisation and retention of key skills and knowledge in an organisation becomes increasingly complex and competitive so organisations require human resource professionals and managers to develop a strategic global perspective of employee resourcing. The aim of this module is to develop a critical understanding of resourcing and talent management issues to promote fair and effective decision making in key aspects of human resource management. This module will consider a range of approaches to resourcing and talent management at operational and strategic levels and critically analyse their impact from multiple organisational, cultural and societal perspectives. Considering the professional and ethical aspects of these approaches and the evaluation criteria of different stakeholders in the process the module equips students with an appreciation of global employment issues which may impact on resourcing and talent management strategy across a variety of sectors and locales. It will also contribute significantly to a deeper understanding of organisational, environmental and societal drivers and how they influence resourcing and talent management policies and practices. Key PRME themes of sustainability, ethics and lawful professional practice underpin the syllabus.

Syllabus

Theme 1: Resourcing and Talent in contemporary national and international contexts -360 - Introduction to Talent Management principles -360 - Cultural, demographic, organisational and global impacts on employee resourcing e.g. investigating and analysing flexibility and diversity - Talent and Succession Planning for sustainable organisational performance Theme 2: Context of and approaches to Recruitment and Selection. -360 - Assessing the influence of job analysis, person specifications and competency approaches to resourcing -360 - Critical evaluation of recruitment processes - Critical analysis of selection methods - Analysis and development of the skills of selection interviewing Theme 3: Retaining and Releasing Talent -360 - Investigating and analysing the role of retention policies and practices -360 - Managing retirement, redundancy and dismissal in a professional, legal and ethical context

Learning Outcomes

On successful completion of the module students should be able to:1. Critically assess global trends and potential implications for resourcing and talent management strategy and practice 2. Discuss the major features of national and international employment markets and their evolution 3. Critically evaluate a range of recruitment and selection strategies and their relevance to different roles, sectors and cultures 4. Critically evaluate the use of diversity management in resourcing decisions and practices 5. Critically discuss issues regarding strategy and practice in talent succession planning and retention 6. Evidence the practical application of professional interviewing skills

Teaching / Learning Strategy

The approach to learning and teaching aims to build a critical evaluation of key concepts, principles and professional practice, from different stakeholder and cultural perspectives. Lecture input will provide key principles and underpinning concepts, supplemented by directed reading on each part of the syllabus. Employability will be enhanced by participation in work related practical activities, such as defining a person specification, practicing questioning techniques used in interviews, assessing competency profiles. Video and text case studies will illustrate examples of organisation practice in different countries and industry speakers will provide insights on leading practice on specific issues. Group discussions will focus on issues of professional practice from organisational case studies and students own experiences, providing opportunities for peer to peer knowledge exchange. The use of a skills activity in relation to selection interviewing will not only provide professional skills development but also increase employability by providing experience of a competency based interview. Extensive use will be made of GCULearn. This will be primarily used to house electronic media such as appropriate video clips and podcasts. These materials will be used to supplement the taught material and strengthen the bridge between theory and practice in support of the GCU Strategy for Learning. Optional formative development will be available to students by the provision of themed discussion boards related to the syllabus and linked to directed and supplementary reading. These self selecting and self managing groups will encourage student discussion and reflection on their experiences and future expectations of talent management and assist in the preparation of summative coursework. The summative assessment will be a 3,000 word essay (100% of total) which involves the investigation and discussion of a particular aspect of people resourcing, including critical review of research and contextualised practice. For IHRM students there is a specific requirement to include an aspect of internationalisation in addition to the generic assessment question. Submission and grading will be electronic with full annotated feedback given via Gradema rk to support the feedback principles outlined in the GCU Strategy for Learning.

Indicative Reading

Core/Essential Text: Brewster, C., Sparrow, P., Vernon, G. and Houldsworth, E., (2016). International human resource management , 3 rd Edition, London: Chartered Institute of Personnel and Development. Sparrow, P., Scullion, H. and Tarique, I. Eds., (2014). Strategic talent management: Contemporary issues in international context . Cambridge University Press. Taylor, S., (2014). Resourcing and talent management , 6 th Edition, London: Chartered Institute of Personnel and Development. Recommended Text: Brooks, S., (2014). Strategic, future-proof succession planning connects Teleff3nica with success: How HR was able to move the process on. Human Resource Management International Digest , 22 (2), pp.28-30. CIPD (2011) Talent Forward: A 6 Part Series . London: Chartered Institute of Personnel and Development. Dowling, P., Festing, M., & Engle, A.D. (2013) International Human Resource Management: managing people in a multi-national context , 6th edition, London: Thomson Learning Festing, M., Budhwar, P.S., Cascio, W., Dowling, P.J. & Scullion, H. (2013), "Current issues in International HRM: Alternative forms of assignments, careers and talent management in a global context", German Journal of Research in Human Resource Management , vol. 27, no. 3, pp. 161. Harzing, A.W. and Pinnington, A. Eds,. (2010) International Human Resource Management . London: Sage. Latukha, M. (2015), "Talent management in Russian companies: domestic challenges and international experience", The International Journal of Human Resource Management, vol. 26, no. 8, pp. 1051-10 Me4kele4,K. Bjf6rkman, I, & Ehrnrooth , M. (2010) How do MNCs establish their talent pools? Influences on individuals' likelihood of being labelled as talent. Journal of World Business. Vol. 45, Iss. 2, p. 134 Maxwell, G. & MacLean, S,. (2008) Talent Management in Hospitality and Tourism in Scotland: Operational Implications and Strategic Actions. International Journal of Contemporary Hospitality Management , vol. 20 (7), pp 820-830 Morley, M.J., Scullion, H., Collings, D.G. and Schuler, R.S., (2015). Talent management: a capital question. European Journal of International Management , 9 (1), pp.1-8. Nobarieidishe, S., Chamanifard, R. & Nikpour, A. (2014), The Relationship between Talent Management and Organizational Commitment in International Division of Tejarat Bank, Iran, European Online Journal of Natural and Social Scienc es, vol. 3, no. 4, pp. 1116. Preece, D., Iles, P. and Chuai, X., (2011). Talent management and management fashion in Chinese enterprises: Exploring case studies in Beijing. The International Journal of Human Resource Management , 22 (16), pp.3413-3428. Stephens, N. (2013), Opening the door to tomorrow's top talent, Human Resource Management International Digest , vol. 21, no. 5, pp. 40-42. Thunnissen, M., Fruytier, B.G.M. & Boselie, P. (2013), A review of talent management: 'infancy or adolescence?', International Journal of Human Resource Management , vol. 24, no. 9, pp. 1744-1761. Journals: -270 Academy of Management Journal Academy of Management Review European Management Journal Harvard Business Review Human Resource Development International Human Resource Development Quarterly Human Resource Management Journal International Journal of Human Resource Management -270 Weblinks: <http://www.cipd.co.uk/> CHARTERED INSTITUTE OF PERSONNEL AND DEVELOPMENT <http://www.acas.org.uk> ADVISORY, CONCILIATION AND ARBITRATION SERVICE <http://www.theworkfoundation.com> FORMERLY THE INDUSTRIAL SOCIETY <http://www.tuc.org.uk/> TRADES UNION CONGRESS <http://www.equalitydirect.org.uk/> EQUALITY DIRECT - ADVICE TO BUSINESS ON EQUALITY ISSUES Within the module handbook, relevant websites, journals and further reading texts are indicated.

Transferrable Skills

By the end of this module students will have gained competence in the following key areas: Critical thinking and problem solving Knowledge and understanding in the context of the topic Time Management Independent working Information retrieval and research skills Information sourcing, analysis and evaluation Group working IT skills Learning style and orientation to learning Professional/Employability Skills Providing advice and guidance to managers Personal drive and effectiveness Professional and ethical competence Questioning techniques Listening & providing feedback

Module Structure

Activity Total Hours
Practicals (FT) 4.00
Assessment (PT) 40.00
Assessment (FT) 40.00
Independent Learning (PT) 70.00
Independent Learning (FT) 70.00
Lectures (PT) 36.00
Lectures (FT) 36.00
Practicals (PT) 4.00

Assessment Methods

Component Duration Weighting Threshold Description
Coursework 2 3.00 0.00 45% Interviewing workshop with assessed interviews
Coursework 1 n/a 100.00 50% 3,000 word essay (Submit week 13)