This module explores traditional and contemporary approaches to the strategic management of people both individually and in teams with emphasis on the achievement and development of an effective, efficient and sustainable workforce capable of delivering high levels of organisational performance. Consideration will be given to the managerial challenges of different organisational contexts, managing employees, and managerial ideologies and processes. The module will also seek to evaluate the implementation, application and various implications of managerial action while also taking account of internal and external business environments.

It is also designed to cover the following sections of the Apprenticeship Standard for Senior Leader Apprenticeship:

Duties:
Duty 6: Lead people development including talent management, succession planning, workforce design, and coaching, and mentoring arrangements for people within their area of responsibility
Duty 7: Promote an ethical, inclusive, innovative and supportive culture that generates continuous business improvement.

Mapped to KSBs:
K6: Ethics and values-based leadership theories and principles.
K10: Organisational/team dynamics and how to build engagement and develop high performance, agile and collaborative cultures.
K11: Approaches to strategic workforce planning, for example, talent management, learning organisations, group work, workforce design, succession planning, diversity and inclusion.
K12: Influencing and negotiating strategies both upwards and outwards.

Your work-based assignment should demonstrate your involvement in talent management activity within your organisation, including recruitment and selection, succession planning and developing talent (including the use of coaching and mentoring). It should also critically analyse your organisation’s culture in relation to its diversity and inclusion practices and identify how this contributes to organisational improvement. Finally, you should identify opportunities you have had to develop and maintain collaborative relationships in order to influence internal and external stakeholders. (Learning outcomes 1, 2, 3, 4)

Your portfolio of evidence should include a collection of evidence which directly links to your discussion in the work-based assignment. (Learning outcomes 1, 2, 3, 4)

Scheduled learning and teaching activities: 52 hours
To consist of:
Face-to-face which will include group-work, formal teaching, case study analysis, guest speakers and students will be encouraged to share their workplace experiences with others.

Online live webinars to take the form of tutorials involving opportunities for group discussion and presentation, flipped-classroom opportunities, further group-work and case study analysis.

Guided independent study: 148 hours
To consist of:
Accessing additional online content such as videos and presentations.
Independent reading to consolidate knowledge gained in the formal teaching.
Undertaking formative tasks set by the tutor to consolidate learning.
Assessment preparation and writing and gathering evidence.
Portfolio building.

Module Learning Outcome
1. Establish an understanding of traditional & contemporary approaches to people management within different organisational settings, systems & contexts and how these can be applied in your own organisation.

University Learning Outcome
Knowledge and Understanding Learning

Module Learning Outcome
2. Evaluate major theories relating to motivation, commitment and engagement at work and how these can contribute to enhancing your organisational performance.

University Learning Outcome
Enquiry Analysis

Module Learning Outcome
3. Establish key challenges related to diversity and inclusion which impact your organisation, and make recommendations to overcome these.

University Learning Outcome
Problem solving Application

Module Learning Outcome
4. Identify and assess some of the complex and uncertain contexts within which senior managers in your organisation operate.

University Learning Outcome
Reflection Communication

Journals: Human Resource Management Journal, International Journal of Human Resource Management, Human Relations, Work, Employment and Society
CIPD: www.cipd.co.uk
ACAS: www.acas.org.uk

Armstrong, M. and Taylor (2020). Armstrong’s Handbook of Human Resource Management Practice, (15th edition) London: Kogan Page. (E-book)
Bach, S and Edwards, M. (2013) Managing Human Resources: Human Resource Management in Transition (5th Edition), Wiley.
Redman, T. and Wilkinson, A (2017) Contemporary Human Resource Management: text and cases (5th edition) London: Prentice Hill.
Rees, G. and French, R (2016) Leading, Managing and Developing People (5th Edition) Kogan Page.
Schein, Edgar (2010) Organisational Culture and Leadership, (4th Edition). Jossey-Bass (E-book)
Buchanan, D, Huczynski, A (2019) Organisational Behaviour, (10th Edition), Pearson (E-book)

The module is only open to those enrolled on the Senior Leader Apprenticeship programme.

This module explores traditional and contemporary approaches to the strategic management of people both individually and in teams with emphasis on the achievement and development of an effective, efficient and sustainable workforce capable of delivering high levels of organisational performance. Consideration will be given to the managerial challenges of different organisational contexts, managing employees, and managerial ideologies and processes. The module will also seek to evaluate the implementation, application and various implications of managerial action while also taking account of internal and external business environments.