Gain the organizational development skills you need to secure a competitive advantage for your company. Your future as a strategic HR leader is waiting.
As a student in Track I, you can tailor your program even further by choosing to add a specialization.
If you are an experienced HR professional with industry certification, choose Track II to customize your program to align with your professional needs and interests.
Please note that a course cannot count toward both a specialization and your elective requirements—make sure your electives differ from the courses in your chosen specialization.
This sequence represents the minimum time to completion. Time to completion will vary by student, depending on individual progress and credits transferred, if applicable. For a personalized estimate of your time to completion, call an enrollment advisor at 1-866-492-5336.
|Course Code||MHRM 6100||Course||Foundations of Human Capital Development||Credits||(3 sem. cr.)|
|Course Code||MHRM 6110||Course||Talent Management||Credits||(3 sem. cr.)|
|Course Code||MHRM 6120||Course||Human Resource Metrics||Credits||(3 sem. cr.)|
|Course Code||MHRM 6600||Course||Performance Management||Credits||(3 sem. cr.)|
|Course Code||MHRM 6130||Course||Negotiation and Conflict Resolution||Credits||(3 sem. cr.)|
|Course Code||MHRM 6140||Course||Budgeting and Resource Allocation||Credits||(3 sem. cr.)|
|Course Code||MHRM 6605||Course||Strategic Human Resource Management||Credits||(3 sem. cr.)|
|Course Code||MHRM 6635||Course||Managing Business Partner Relationships||Credits||(3 sem. cr.)|
|Course Code||MHRM 6645||Course||Building Organizational Capacity Through Succession Planning||Credits||(3 sem. cr.)|
|Course Code||MHRM 6900||Course||Capstone: Human Resource Planning in Action||Credits||(3 sem. cr.)|
The field of human resource (HR) management continues to evolve and is becoming central to the strategic health of organizations. Students in this course establish a foundation of knowledge centered on the exploration of a framework of human capital development that students can use as a baseline for enhancing the practice of human resource management. Students explore keys to success in the program, including goal setting and priority establishment, time management, the basics of effective communication, the use of feedback and reflection, and effective work in group or virtual settings. Students are also provided with a brief introduction to Walden University, graduate studies at Walden and related processes and policies, the MS in Human Resource Management program, and the essentials of scholarly writing.
One of the most important assets of an organization is its talent, in other words, its human capital. However, too often there is little planning or strategy applied to the creation and management of this huge asset. In this course, students have the opportunity to develop the skills and knowledge to create and work effectively within a talent management and planning process. They explore recruiting strategies within a human capital development context and focus on building specific skills in managing an organization's talent through position planning, talent selection and placement, and retention. Using industry best practices, students also engage in applications and group projects to practice developing initiatives that align with organizational strategies.
Understanding the specific value of the human resource (HR) capital of an organization is crucial. Metrics for HR management provide the tools for both measuring human capital value and for overseeing and managing an organization’s human resources. Students in this course explore HR metrics as tools for organizational and individual performance improvement. They work toward establishing a foundation for the effective deployment of performance metrics as part of the recruitment, training and development, and retention of human resources. Students learn which metrics to employ and how to manage the results—a pivotal responsibility of HR managers. Students in this course are provided with the tools to make informed decisions required to create, apply, interpret, and manage results of appropriate metrics as an HR professional.
Performance management is a set of practices and processes that creates career opportunities to attract appropriate resources, establishes an environment that nurtures individual productivity and development, and smoothly transitions individuals to their next position or organization. Students in this course are provided with the opportunity to address these three key sets of processes. They practice writing job descriptions, selecting the right employees, developing skill-based performance standards, effecting relevant onboarding programs, and implementing educational and training programs intended to drive the success of employees and the organization as a whole. They explore how to maximize employee productivity through structured feedback, coaching, reflective performance development conversations, effective compensation models, employee recognition programs, and career development paths. Students also examine ways to improve performance management systems by integrating feedback from the exit interviews of valued employees.
Effective business practice requires the ability to handle important negotiations, from internal disputes to international mergers, as well as the knowledge of methods and tools to prevent, manage, and break inherent conflict. Students in this course explore the challenges of managing people in times of perceived conflict and dispute, and they work toward developing skills to identify different types of conflict situations. They engage in hands-on, practical exercises in general contingency thinking and action approaches, negotiation and bargaining strategies, and communication styles designed to help them resolve conflicts and move toward win-win outcomes.
Students in this course explore the role of budgeting and resource allocation along with related processes within the organizational context. Students examine processes related to managing budgets and strategies to effectively read, interpret, and communicate the often complex financial information related to both unit and organizational performance. Students also explore the implications of resource availability as well as methods to plan for and prioritize the use of resources, while considering ethical issues related to sustainability and resource scarcity.
In today’s organization, human resource management plays an important strategic role and increasingly contributes to its competitiveness. Students will explore how a more proactive and systemic approach to human resources addresses strategic business challenges throughout the organization---market positioning, talent acquisition, innovation, product development, quality, customer service, and operating functions. Students will see how results-based performance management is tied to the organization’s strategic agenda. Students will compare different theoretical perspectives of strategic human resource management and see the value of preparing employees of the future today to create sustainable competitive advantage.
Human resource departments are increasingly becoming networked organizations. Students in this course will learn the skills needed to evaluate build-or-buy alternatives for meeting human resource needs, negotiate contracts with service providers, develop service-level agreements, and track progress of ongoing contracts. Students will examine how the human resource professional can leverage systems to integrate vendor-supplied services, such as training, consulting, recruiting, assessment, coaching, and information systems.
Organizations need to identify strategic talent today for their future success. In this course, students explore the processes that define an organization’s future human resource needs, identify the gaps between today’s resource requirements and future needs of the organization, and develop strategies to meet these needs. Through interactive discussion and practical exercises, students learn how to develop internal talent profiles, define career management tracks, conduct internal recruiting, develop comprehensive succession planning strategies, and use information technology to support these activities.
Students in this integrative course synthesize knowledge gained through the program to examine how a human resource professional can direct individual and organizational performance to build an organization that delivers on its value proposition, builds sustainability, and impacts positive social change. The course is built on the fundamental idea that individual people can effect great change in organizations and communities of all sizes by changing themselves. Students will build upon this to develop an evidence-based, formally researched, annual human resources operating plan for an organization or not-for-profit with which they are familiar.