PART-TIME PROGRAMME AND CURRICULUM

This course introduces students to the key concepts in AI. The course will introduce key concepts and computing techniques in machine Learning and equip HR managers with the vocabulary and understanding to interact with the technology function in their organisations.

Management and human resource practitioners often need to use, or interpret data that result from, research methods tools and techniques for a variety of organisational issues, such as recruitment and selection, performance assessment and evaluation, identifying high potential candidates for promotion, assessing the effectiveness of training and development programmes, and so on. The course aims to provide students with the necessary knowledge and understanding needed to design sound research projects for internal organisational purposes and also to critically appraise published work in the areas of human resource management and organisational behaviour. Application of statistical methods to problems in human resources. Analysis and presentation of results using computer software. Covers statistical techniques through analysis of variance and multiple regression.

This course introduces students to the fundamentals of Talent Management (TM). It challenges students to critically think about, discuss, and evaluate the complexities of managing talents within and beyond organisations. It reviews cutting-edge TM models and frameworks, as well as current ideas and practices in attracting, developing, and retaining people. It seeks to deepen students’ ability and competency to apply TM knowledge to resolve real-life TM-related issues. It further considers human capital from a strategic perspective, as a means of creating a high-performance workforce for firms’ sustainable competitive advantage. At the end of the course, students should possess a better understanding of people, processes, and organisations and how they relate to each other in an open system.

Compensation and performance management are key components in the HR system. They are key contributors to organisational effectiveness. This course addresses how organisations use compensation and performance management practices to drive strategic business success. This course is designed to examine how recent theoretical and research developments inform compensation decisions and performance management in developing and maintaining a motivated, committed and competent workforce.

The aim of the course is for HR practitioners to be aware of the kinds of legal issues that can arise in the employment context. While, Singapore Law will be used as a basis, a significant portion of the contents as well as the assignments, will have a comparative/international focus. In addition to the law, the course hopes to highlight practical measures HR practitioners can/should take to reduce related risks (e.g. how to protect confidential information) regardless of the legal system in question.

Talent assessment and selection is a key component of human capital management. Managers with human capital management responsibilities must be proficient at talent assessment and selection because the continued infusion, upward promotions, and lateral/downward transfers of competent personnel into/within the organisation are key driving forces that will help ensure that the organisation remains agile, changes to fit with the internal & external environments, and pursues/attains its mission, vision, values, and objectives successfully.

In this course, we will bring you to the cutting edge of how people can be organised using analytics, the foundation of (re-)designing and improving organisations.

The suite of new ideas characterising People Analytics represents a significant departure from the traditional views of and stereotypes about human resource practices- those that treat incentive compensation and reporting as the primary decisions; that rely on long-standing traditions, hear-say, and gut-instincts; and that highlight “copy best practice” approach to building the boxes and arrows of organisational charts. The new approaches bring scientific understanding and methods into improving the management of people and are enabled by a combination of theoretical advances and the increased availability of computational power and data as a result of digitalisation.

This course introduces a diverse set of tools to facilitate your Perception (i.e. what is happening among people in the organisation now), Prediction (i.e. what is likely to happen in the future, based on sophisticated extrapolation of past data) and Prototyping (i.e. what is likely to work based on pilot tests).

We will rely on a combination of lecture, case discussion, and hands-on group exercises, as well as guest speakers to help bridge techniques and their application in practice.

This course provides students with a comprehensive exploration of how technology can enhance the effectiveness and efficiency of the Human Resources (HR) function, culminating in an optimal “Talent Experience”. By seamlessly integrating theoretical knowledge with practical insights, students will gain a profound understanding of the transformative impact of contemporary HR technologies. As a fundamental and mandatory component of this course, students will engage with case studies and receive presentations from esteemed subject matter experts specialising in HR Technology.

The goal for this experiential learning (EL) is to enable part-time students to apply HR management and analytics concepts and theories they have learned in the programme to real-world HR issues faced by the organisations. Students will participate in the EL course by identifying and analysing problems related to HR issues in their respective work environments. They are expected to provide feasible solutions to assist the organisation in progressing.

This course focuses on developing your ability to understand and manage ethical conduct and social responsibility in business organisations. Learning will take place through active student engagement in reading, writing, in-class exercises, short lectures and case analyses.

Becoming a strategic business partner requires HR leaders to play an active role in enabling business growth and transformation. This course introduces you to the importance of implementing business strategies through people strategies and builds on cross-disciplinary research across areas of strategic management, HR management, psychology, innovation, and entrepreneurship to help students form a more strategic perspective on the impact they can and must play in today’s complex and dynamic businesses. We will learn about Human Capital processes and practices that support the unique, longer-term goals of organisations, from both research and practice with a focus on application in the diverse countries that make up the Asia Pacific region.

The course will highlight the components of effective negotiation and will also teach students to analyse their own behaviour in negotiations. The course will be largely experiential, providing students with the opportunity to develop their skills by participating in negotiations and integrating their experiences with the principles presented in the assigned readings and course discussions.

This course is designed to foster learning through doing, and to explore your own talents, skills, and shortcomings as a negotiator. The negotiation exercises will provide you with an opportunity to attempt strategies and tactics in a low-risk environment, to learn about yourself and how you respond in specific negotiation situations. If you discover a tendency that you think needs correction, this is the place to try something new. The course is sequenced so that cumulative knowledge can be applied and practiced.