COURSE SYLLABUS & OUTLINE

Course Title:

Quarter: Fall 2010

September 20 – December 6

Instructor:

Linda Marcot

Meeting Times:

6:00– 9:00 p.m.

Location:

UCLA

2325 School of Public Affairs Bldg

Office Hours:

Human Capital Management

Course Description:

To be successful, Human Resources must build a strategic operation to meet the changing business environment and add value to the organization

through human capital. This class will teach students the what, why, and how of implementing programs and practices leading to human capital

management and personal success. The course focuses on understanding your organization’s key business issues that affect productivity,

influence human capital requirements and human resource services today and in the future. Coursework covers identification of key customer

needs, positioning HR to meet internal and external customer requirements, supporting tools such as process design, staff deployment and the use

of technology.

Goals & Objectives:

The “HR value proposition” will be examined through study of Ulrich’s and others works, course discussion, case studies, and guest speakers.

Participants will be taught a process for enhancing HR/human capital management effectiveness. Course assignments will involve practical

application of learning, including:

The connection between business, Human Capital, and HR strategy

Management’s expectations of HR and how it should shape HR’s direction

How to assess and measure the outcome orientation and perceived value of the HR department

What can be done to enhance personal and department effectiveness

How progressive HR departments are responding to the challenges.

Class projects will allow participants to use what they have learned to experience tow critical future oriented competencies:

Assess the HR department

Develop a strategic plan for change.

My Expectations and Perspectives:

Engagement – “you will get out proportionately what you put in”

External benchmarking is indicative but internal benchmarking is directive – thus our predominate internal focus

The learning that is of most impact is learned through direct experience and application.

Required Readings:

HR Transformation. Building Human Resources from the Outside In. by Dave Ulrich, Justin Allen, Wayne Brockbank,

Jon Younger and Mark Nyman.; 2009 McGraw Hill

Recommended Readings:

Grading:

Course grades will be based on participation and completion of assignments as follows: The grading system reflects the course and learning emphasis on application of certificate program knowledge with emerging trends to enhance

the HR department. 80% of the grade is based on the midterm and final application projects (35% midterm, 45% final). Class participation will

be worth 10% and a class presentation will be worth 10%.

Midterm Description:

Students will prepare a 4 – 6 page paper that is an assessment of their HR department. An outline will be provided to guide the paper’s content.

The exercise is to provide experience in objectively looking at the HR department, strengths and opportunities for improvement in light of the

organization’s strategy, human capital requirements, and principles of HR department effectiveness. Each class leading up to the midterm will

cover the topics that should be covered in the midterm assignment. An alternative midterm, for those not working in an HR department, is an

essay, open book exam that allows students to demonstrate their understanding of class work through practical application (case study work).

Final Description:

Based on the opportunities for improvement, as identified in the midterm assignment, students will develop a business case for change. The

assignment will provide practical experience in moving an idea for improvement to a business case for approval. Tools for creating a business

case and “selling” it to management will be covered in class. For those not currently working in HR, a case study, will be presented for analysis

and business case development.

Presentation:

Students will deliver an oral presentation of their business case for change, incorporating persuasive techniques that are discussed in class ss. The

assignment will provide students with the opportunity to practice their presentation skills to management – seeking support for their ideas.

%

35

45

10

10

Grade

Midterm

Final

Participation

Presentation

Please note that ALL COURSE GRADES ARE FINAL.

Incompletes: The interim grade Incomplete may be assigned when a student's work is of passing quality, but a small

portion of the course requirements is incomplete for good cause (e.g. illness or other serious problem). It is the student’s

responsibility to discuss with the instructor the possibility of receiving an “I” grade as opposed to a non-passing grade.

The student is entitled to replace this grade by a passing grade and to receive unit credit provided they complete the

remaining coursework satisfactorily, under the supervision of and in a time frame determined by the instructor in charge,

but in no case later than the end of the next academic quarter. At that time, the Registrar will cause all remaining

Incompletes to lapse to the grade "F". Note: Receiving an “I” does not entitle a student to retake all or any part of the

course at a later date.

Student Behavior involving cheating, copying other’s work, and plagiarism are not tolerated and will result in

disciplinary action. Students are responsible for being familiar with the information on Student Conduct in the General

Information Section of the UCLA Extension Catalog or on the website at www.uclaextension.edu

COURSE OUTLINE

Date/Topic Assignments Readings

Week One

Introduction and course

overview. Corporate

initiatives and trends driving

change. The shifting role of

the human resource manager

and department.

Identify the organization’s

business strategy, goals, and

how success is measured.

Bring findings to Week 2 class

Introduction

Week Two

Linking business strategy and

initiatives to human capital

requirements to HR strategy.

Be prepared to discuss the

current HR structure (staff,

process, and technology) in

class 3

Chapters 1 and 2

Week Three

Understanding the culture of

the organization and its

influence on achieving

corporate objectives. A

review of how rewards impact

human capital will be

discussed.

Chapter 3

Week Four

Understanding customer

expectations. How perceptions

and expectations provide a

baseline for transformation

Chapter 4

Week Five

HR operating structures,

options and how to assess

their fit.

Handouts

Week Six

Measuring Human Capital

management – focusing on

results. How to change to an

outcome-oriented department

Midterm Due

Handouts

Week Seven

“The Art of Persuasion” How

to “sell” concepts and ideas.

Handouts

Week Eight

Developing a plan for change.

Short and long term objective

Handouts, Chapter 8

setting – securing “buy in”.

Elements of an effective

strategic plan.

Week Nine

Employment branding for

internal and external human

capital acquisition and

motivation

Handouts

Week Ten

Communicating for results. A

review of effective written and

verbal communications.

Presentations

Handouts

Week Eleven

Marketing Human Resources.

Leveraging your employment

brand

Presentations

Handouts

Week Twelve

Wrap up

Final Due

Presentations

Chapters 7 and 8