Gain the organizational development skills you need to secure a competitive advantage for your company. Your future as a strategic HR leader is waiting.
Choose this track if you do not have a recognized human resource professional certification.
|Course Code||MHRM 6101||Course||Foundations of Human Resource Management||Credits||(3 sem. cr.)|
|Course Code||MHRM 6201||Course||Individual and Organizational Performance Management||Credits||(3 sem. cr.)|
|Course Code||MHRM 6301||Course||Legal and Regulatory Environment||Credits||(3 sem. cr.)|
|Course Code||MHRM 6401||Course||Human Resource Analytics||Credits||(3 sem. cr.)|
|Course Code||MHRM 6501||Course||Conflict Management and Negotiation||Credits||(3 sem. cr.)|
|Course Code||MHRM 6601||Course||Benefits, Compensation, and Resource Allocation||Credits||(3 sem. cr.)|
|Course Code||MHRM 6701||Course||Strategic Positioning and Social Change||Credits||(3 sem. cr.)|
|Course Code||MHRM 6751||Course||Global and Cultural Effectiveness||Credits||(3 sem. cr.)|
|Course Code||MHRM 6801||Course||Organizational Effectiveness and Leadership||Credits||(3 sem. cr.)|
Students are offered a comprehensive overview of human resource management (HRM) as a strategic function, laying a foundation for the detailed course study that follows. Students explore the role of human resource professionals as strategic partners who focus on the mission and goals of an organization. Students examine traditional topics, such as organizational effectiveness and development, workforce management, employee and labor relations, and technology management. They also explore transformational topics such as HRM in a global context, diversity and inclusion, risk management, corporate social responsibility, and U.S. employment law. The course also includes an examination of talent acquisition, employee engagement and retention, learning and development, and total rewards in the context of the employee life cycle.
Performance management involves the ongoing activities of employee evaluation and development focused on achieving the organization's short- and long-term goals. Performance management also is required to meet ethical and statuary requirements. Looking at the continuous nature of performance management underscores the importance of identifying and supporting talent development. Students assess performance management systems within the context of the defined system metrics supporting the organization's goals, and they assess the role of performance management in strengthening the organization through diversity and inclusion.
Successful organizations leverage the unique understanding of the legal and regulatory environments held by the human resource (HR) department to guide and advise the organization. In this course, students explore the laws that define and regulate multiple dimensions of the employer-employee relationship and the compliance requirements of the organization. This includes ethical behavior, employment agreements, pay structures, personnel policies, equity, access, dispute resolution protocol, hiring practices, and discrimination policies.
Understanding the value of an organization's human capital is crucial to its continuing success. Human resource (HR) management metrics provide the tools both for measuring value and for managing an organization's human resources. Students in this course explore HR analytics and metrics as tools for organizational and individual performance improvement. These tools establish a foundation for the effective deployment of performance metrics as part of the recruitment, talent development, and retention of human resources. They also facilitate alignment of the HR strategy with the business strategy. Students examine the power of analytics and an HR metrics dashboard. In addition, students investigate the role of human resource information systems (HRIS) and the importance of working with internal business partners from areas such as information technology, finance, and the executive team.
Negotiation and conflict management are core responsibilities of human resource (HR) professionals and having the HR function as the conflict resolution facilitator is critical to employee/employer relationships. Taking a leadership role in facilitating conflict is critical to assuring employment law and regulatory compliance. In organizations with unionized workforces, the HR role in conflict resolution tactics may be constrained by collective bargaining agreements. Students in this course explore the challenges of conflict and dispute and work toward developing skills to identify different types of conflict solutions. Students engage in hands-on, practical exercises in negotiation and bargaining strategies as well as communication styles.
An organization deploys compensation and benefits as part of its total rewards strategy to build relationships with employees and increase their engagement, which can help the organization to sustain a competitive advantage. At the same time, competitive pressures may result in the total rewards strategy becoming a cost issue for the organization. In this course, students explore both the technical and strategic aspects of overall compensation. Students examine legally required and discretionary benefits at the individual and group level as well as the societal implications of the total rewards strategy. With compensation and benefits representing the largest components of the human resource (HR) budget, students also explore the role of budgeting and resource allocation along with related processes within an organizational context.
In today's organizations, human resource management (HRM) plays an important strategic role and increasingly contributes to organizations' competitiveness and global presence. Students explore how more proactive and systemic human resource practices address strategic business challenges and opportunities throughout an organization. This may include talent acquisition and retention, innovation, and social change. Students build theory-based but strategic perspectives of HRM's organizational role and impact in creating a sustainable competitive advantage in a global economy.
The global landscape touches every organization in some manner, either directly through its employees and products or indirectly through its suppliers and strategic partners. The reality of a global workforce strengthens yet challenges an organization because of its diversity in areas such as cultures, social norms, practices, and beliefs. The human resource (HR) function works on behalf of the organization, its employees, and its leadership to achieve a unified and inclusive work environment by understanding and addressing the unique challenges of a globally diverse workforce, including legal and regulatory constraints. Students in this course analyze the potential for building an integrated, globally-diverse workforce that will effectively improve the organization's capacity and ability to thrive within this unique global landscape.
Achieving measurable progress toward the organization's goals, or the degree to which the outcomes are achieved, is the meaning of organizational effectiveness. It is a key responsibility of human resource (HR) departments to plan for and support the organization's ability (both in terms of capacity and agility) to achieve the goals. HR has a leadership position in building organizational effectiveness, since capacity is directly proportionate to people and talent, and agility is directly related to how well a team responds to the need for change. Having the right people in the right positions and anticipating and filling gaps in key talent areas collectively lead to an organization's success. This course prepares the student with the skills to design and lead key organizational initiatives that both build its capacity and competitively position it for success.
Capstone: Strategic Human Resource Management
Capstone: Meeting SHRM Competencies
(3 sem. cr.)
(3 sem. cr.)
The human resource (HR) management function has evolved into a strategic-partner role due to its broad organizational impact and potential for strategically advancing the organization's business agenda. As a strategic partner, the HR function is a part of the executive strategic planning team and can drive elements of the strategic plan. In this course students can develop a strong understanding of strategic planning as a key process and have the opportunity to develop critical knowledge and tools for understanding the organizational challenges for which the HR function can develop support. Students also explore how to align ethics and values with the strategy formulation process, align human resource strategies to the organization's strategies, and drive organizational success by helping create a competitive advantage.
In this capstone course, students evaluate the human resource (HR) content outlined in the SHRM Body of Competency and Knowledge (BoCK)®. The capstone challenges students to demonstrate proficiency in all SHRM competencies within the four SHRM Certified Professional modules: HR Competencies, People, Organization, and Workplace. Within each of these four professional modules, students critically examine issues related to HR's strategic role and responsibilities in a global environment. Specifically, students focus on laws and regulations, talent recruitment, management, retention, and rewards, as well as corporate social responsibility in the context of Walden's positive social change commitment. The capstone course content covers all of the SHRM competencies. Assessments include discussions, written assignments, and sample exams reflecting actual SHRM certification examinations.