Human Capital Analytics
Overview
This unit introduces students to the theory, practices and skills utilised to strategically manage human capital within the context of high performance cultures. Students will learn how to develop and utilise human capital metrics to evaluate the effectiveness of an organisation’s human capital management system. The subject explores both the theory and practice of Human Capital Management (HCM) in the context of the relevant legislation; the application of skills and competencies required in establishing an effective HCM; the management of high performance work cultures; and the integration of Human Resources (HR) management with strategic decision making processes. This subject provides students with the practical and analytical tools to be both proactive and innovative in the management of intellectual capital and in their support of knowledge management.
Requisites
26-May-2024
27-October-2024
Learning outcomes
Students who successfully complete this unit will be able to:
- Critically analyse the relevance of Human Capital Management (HCM) in the strategic management of an organisation’s workforce
- Apply advanced and coherent knowledge of the relationship between HCM and organisational performance, including the evaluation of HCM effectiveness and the barriers that can impede organisational performance
- Critically evaluate the contemporary challenges faced by managers in utilising HCM to resolve contemporary organisational challenges
- Demonstrate professionalism, integrity, ethical conduct, professional accountability and a deep awareness of professional practices in a global and sustainable context
- Communicate proficiently in professional practice to a variety of audiences, and function as an effective member or leader of a team
Teaching methods
Hawthorn
| Type | Hours per week | Number of weeks | Total (number of hours) |
|---|---|---|---|
| On-campus Class | 2.00 | 12 weeks | 24 |
| Online Lecture | 1.00 | 12 weeks | 12 |
| Unspecified Activities Independent Learning | 9.50 | 12 weeks | 114 |
| TOTAL | 150 |
Assessment
| Type | Task | Weighting | ULO's |
|---|---|---|---|
| Assignment | Individual | 30 - 40% | 1,2,3,4 |
| Presentation | Individual | 20 - 30% | 1,2,3 |
| Report | Group | 30 - 50% | 1,2,3,4,5 |
Content
- High performance culture; strategic orientation; leadership and role of line managers in an HCM system
- Creating alliance and partnership between line managers and Human Resource Management (HRM) in Human Capital Management (HCM)
- The Human Resources (HR) value proposition in knowledge creation practices
- Human capital and social capital as analytics
- A Balanced Scorecard approach to workforce management
- Human Capital Metrics
- Strategic Employee Relations and Human Capital Analytics (HCA)
- Contemporary Issues in HCA (such as organisational change and restructuring, corporate social responsibility, ethical corporate governance, impact of technology on HCM, sustainability management, job redesign, and the implementation of new organisational forms such as cross border alliances
- Barriers to HCA effectiveness
Study resources
Reading materials
A list of reading materials and/or required textbooks will be available in the Unit Outline on Canvas.