Workforce Leadership and Strategy

Unit Code:HBH582

Credit Points	Duration	Contact Hours	Campus	Prerequisite	Corequisite
12.5 Credit Points	One teaching period.	36 hours	Hawthorn	HBO480 Leading	Nil

Credit Points

Duration

Contact Hours

Campus

Prerequisite

Corequisite

12.5 Credit Points

One teaching period.

36 hours

Hawthorn

HBO480 Leading

Nil

Related Course/s:

A core unit in the Master of Business Administration (CMBA640) and Master of Business Administration / Master of Strategic Foresight (CMBF680).

Aims & Objectives:

The focus of this unit is the development of an understanding of the design and implementation of workforce strategies. The unit adopts a general management perspective and recognises the importance of the leadership/management role in partnering with those responsible for the human resource management and business strategy functions. In addition, the unit encourages students to consider the strategic workforce challenges that confront managers in contributing to sustainable competitive advantage in turbulent times. This unit also encourages students to reflect on their leadership capacity, think strategically, and to consider how workforce plans and measures of effectiveness might be designed and implemented. There is no intention in this unit to teach functional human resource management skills.

On completion of this unit, students will be able to:

Be familiar with some of the theoretical perspectives that inform the human resources function and be able to apply the perspectives to the analysis of workplace practices.
Be able to analyse and appreciate the need to forge links between workforce, human resources and organisational strategies
Demonstrate familiarity with some of the latest trends and external developments that can have a major impact on the human resources of an organisation thereby influencing its ability to compete and survive within their environment whether commercial or not-for-profit.
Be able to analyse some of the challenges around acquisition, retention, and development of talent.
Develop their ability identify measures and action opportunities which will contribute to overcoming the challenges associated with improving organisationally sustainable competitive advantage.
Further develop their capacity in workforce leadership and be able to identify areas for further development.

Teaching Methods:

Students normally attend three (3) hours per week for contact activities per unit.
Case studies, mini lectures, in-class activities

Assessment:

Class engagement and contribution (Individual) 10%
Workplace strategy report (Individual) 45-55%
Strategic workforce issues learning activity (Group) 25-35%

Leadership reflections paper (Individual) 15-25%

Generic Skills Outcomes:

Swinburne Skills
1. Teamwork skills 2. Analysis skills 3. Problem solving skills 4. Communication 5. Ability to tackle unfamiliar problems 6. Ability to work independently

Master of Business Administration skills
1. Leadership skills 2. Project management skills 3. Strategic thinking skills 4. Ability to engage in critical enquiry and discussion 5. Ability to behave ethically and sustainably

Content:

Theoretical foundations of workforce strategy.
People as a source of competitive advantage (the resource-based view).
Internal and external environmental influences.
Change and the influence of organisational dynamics.
Links between workforce, human resources and organisational strategy.
Workforce challenges and opportunities such as work-life balance aspirations, ageing workforce and technology.
Workforce issues such as attraction, retention, performance management, and building, harnessing and measuring
organisational capability.
Workforce strategy development and implementation.
Measures of effectiveness of workforce strategy and plans.
Leadership capacity building.

Reading Materials:

To be advised.