1. Ways in which employment markets vary and the implications for organisations. Current and future demand and supply of skills. Identifying and assessing the role of employment market competitors. Key national and international employment market and demographic trends.
2. Ensuring that the organisation remains competitive in its major employment markets having regard to organisational objectives, resource constraints and the need to enhance flexibility. Positioning an organisation in the market. Work/life balance initiatives, employer branding exercises, setting terms and conditions, job design, flexible working. Managing skills shortages. Managing diversity.
3. Critical analysis of the major methods used in recruiting and selecting people. Overseas recruitment. Efficient recruitment administration. Design and delivery of timely and effective staff induction. Job advertising, employment agencies, education liaison. Validity of different selection methods. Psychometric testing, selection interviewing, assessment centres.
4. Reconciling demand for and supply of skills. Workforce planning, scenario planning, succession planning. Enhancing functional and numerical flexibility. Outsourcing, subcontracting and using external consultants.
5. Measuring, recording and analysing turnover data, diagnosing the principal drivers of unwanted turnover. Developing, operationalising and evaluating actions aimed at increasing employee retention.
6. Legal restraints and rights. Managing the release of employees efficiently and lawfully. Professional practice in disciplinary procedure, redundancy selection and severance compensation. Pre-retirement planning and training. Phased retirement.

Library
On line journals and websites ( eg ACAS) - CIPD website,
Blackboard

1. Taylor, S. (2010) Resourcing and Talent Management. 5th ed. London: CIPD.
2. Armstrong, M. (2012) Armstrong’s handbook of human resource management practice. 12th ed. London: Kogan Page.
3. Rees, G. & Smith, E. P. (2014) Strategic Human Resource Management; An International Perspective. London: Sage.
4. Wilkinson, A. & Redman, T. (2013) Contemporary Human Resource Management; Text and Cases. 4th ed. Harlow: Pearson.
5. Beardwell, J. & Thompson, A. (2014) Human Resource Management; A Contemporary Approach. 7th ed. Harlow: Pearson.
6. Marchington, M. & Wilkinson, A. (2012) Human Resource Management at Work. 5th ed. London: CIPD.

A 3000 word assignment, assessing all Learning Outcomes - 100%

Tutor lead learning support by recommended texts and articles. Student-centred learning will include case studies supported by background reading. Small group activity through which to practise application and develop wider discussion of issues and draw on student experience. Practical real play activities will also be included. Independent consolidation of understanding. Students will be expected to obtain supplementary information from a range of paper and electronic sources and key readings will be provided.

This module may be offered in block delivery, with concentrated learning sessions facilitated by an appropriate tutor. The use of action learning sets will be a major tool in enhancing the experience. Outside of this, time material will be available on the VLE (Blackboard) to support these contact sessions and to encourage deeper learning. Where appropriate, workplace mentors will support and encourage their learners with access to relevant company information and people.