School of Continuing Studies

Post-Degree Certificate in Human Resources Management

Course Name: Human Resources Planning

Course Number: HRM 3430
Course Instructor: Dr. Eva Huang

Course Location:
Founders Annex North, Room 104

Dates and Times of Classes:

Jan 7, 10, 14, 17, 21, 24, 28, 31, Feb 4, 7, 11, 14, 21, 2019 (Altogether 13 classes)
Section 1: 8:30 am - 11:30 am
Section 2: 12:00 pm – 3:00 pm
Section 3: 3:30 pm – 6:30 pm

Course Description

This course provides you with an understanding of best practices and future trends in human resources
planning, together with knowledge of personnel planning processes and methods and skills related to job
analysis and effectiveness evaluation.

You will be expected to draw from many disciplines, including economics, business, management and
organizational behaviour in order to analyze complex issues faced in Human Resources Planning. The
course will empower you with solutions to address the challenges of human capital planning based on HR
data analysis and workforce trend analysis. You will learn about strategies to expand or downsize a
business, manage performance and employee engagement, and successfully operate in a global context.
You will examine the relationships between organizational strategy and the human resource management
processes required to successfully sell HR strategy to senior managers and C-suit executives.

Instructor Information

As a global minded researcher and educator, Dr. Eva Huang undertook her undergraduate education in
China, got MBA and MA degrees in England, and obtained a PhD in Australia. She has extensive
education and work experience globally, so far, China, England, Australia and Canada, with positions
including HR managers, assistant health and safety manager, research associate, and HR consultant. She
promotes evidenced- and scientific-based people management solutions, helping professionals and
organizations enhance their people management and leadership capacities to maximize organizational
gains. She has passion in teaching and research. She enjoys experiencing the differences and has insights
in multiculturalism.

Contract Information: eva.yorkuniversity@gmail.com

Office Hours: by appointment through email

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Learning Outcomes:

Upon successful completion of this course, you will reliably demonstrate the ability to:

HRPA competency Learning objective Technical expertise

STRATEGIC 1. Describe various 1.1. Explain the importance of examining
PERSPECTIVE, approaches human the human resource implications of
STRATEGIC resource professional organizational strategies and identify
ALIGNMENT use to link human how HR strategy can be aligned with
resources business strategy.
management strategy 1.2. Outline the features of an effective
with corporate strategic human resources planning
strategy. process.
1.3. Differentiate the key components and
steps of the strategic human
resources planning model.
1.4. List the environmental factors
influencing development and
implementation of organizational and
HR strategy.
1.5. Identify organizational stakeholders
who affect strategy formulation.

EXTERNAL 2. Forecast the supply of 2.1. Explain the role of job analysis in
TRENDS, and demand for staff in human resources planning and
JOB ANALYSIS, relation to activities.
WORKFORCE PLAN organizational goals 2.2. Apply selected techniques of job
DEVELOPMENT, analysis and analyze the advantages
PERFORMANCE and disadvantages of the most
MANAGEMENT common methods of job analysis.
SYSTEM 2.3. Demonstrate techniques to forecast
HR demand and supply.
2.4. Appraise the effectiveness of demand
forecasting techniques.

EMPLOYEE VALUE 3. Demonstrate how an 3.1. Explain the significance of diversity

PROPOSITION, organization can management and employment equity.
LEADERSHIP increase employee 3.2. Describe practices that facilitate the
DEVELOPMENT engagement by effective use of a diverse workforce.
maximizing the 3.3. Outline the succession management
benefits of diverse process and explain the significance
workforce and by of managing succession.
implementing effective 3.4. Compare management development
succession plan. approaches.

CHANGE 4. Explain organizational 4.1. Analyze risks and benefits of

MANAGEMENT, strategies and downsizing decisions and Human
RISK, implications aimed to Resources' role in managing the
WORKFORCE PLAN mitigate corporate and downsizing process.
EXECUTION human resources 4.2. Describe issues that arise with
risks. international recruitment and transfers.
4.3. Explain how a merger and an
acquisition affect HR planning,
selection, compensation, performance

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 appraisal, training and development,
and labor and employee relations.

PRODUCTIVITY, 5. Describe methods of 5.1. Explain the importance of measuring

PERFORMANCE measurement and the effectiveness of human resources
MANAGEMENT evaluation of HR policies, practices and procedures.
SYSTEM management policies 5.2. Describe challenges in measuring
and procedures. HRM effectiveness.
5.3. Outline three approaches to HR
analysis.

WORKFORCE PLAN 6. Explain emerging 6.1. Explain the changing nature of the ‘job'
EXECUTION, issues influencing and organizations' responses.
EMPLOYEE VALUE human resources 6.2. Describe pros and cons of outsourcing
PROPOSITION planning. the HR function or activities.
6.3. Examine the emerging career
management model and the roles of
the individual, the organization, and
others in career development.

Course Format and Methods of Learning

Teaching methods in the course are interactive and require learner input and involvement. The course will
include lectures and presentations, collaborative and team work, independent study, and problem-based
learning activities.  Learning objectives will be best met through active involvement and participation in
class and group activities.

Required Textbook

Belcourt, Monica and Kenneth J. McBey. Strategic Human Resources Planning. 7th Canadian ed. Nelson,
2019.

Additional readings will be assigned in class. 

Course Website

The Moodle website can be reached via learn.yorku.ca. This is a secure site that requires you to log in
using your York account. It contains the following information:
 This course outline
 Announcements by your Instructor
 Lecture slides
 Other material for reading
 Assignment information
 Exam information

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Marking Breakdown

Assessment Description: Outcome(s) % of Final

Tool: assessed Grades
In-Class Case studies and exercises 1-6 10
Exercises /
Discussions
Quiz CH 1-6,11: multiple-choice 1-6 20

Individual HR plan and essay 2,4,6 20

Assignment

Exam Multiple-choice and short- 1-6 25

answer questions

Case Study Organizational diagnosis: 1-6 25

Analysis written report and group
presentation
100%

Assignment Details

In-Class Exercises/ Discussions (10%):

You are expected to complete a series of exercises in class and/or online. This will include both graded
and non-graded assignments.

A (8-10) attended at least 90% of seminars and had high level activities in each.
B (6-7.9) attended at least 80% of seminars and had some high level and some medium level activities in
each.
C (4-5.9) attended at least 60% and had a mix of high, medium and low activities in
each.
D (0 -3.9) missed half or more of seminars and had mostly low activities in each.

High level participation activities

 Consistently volunteer as group spokesperson
 Shared relevant personal experiences with the class
 Answered professor’s question(s) directed to the whole class
 Contributed a personal example of the theory or concept under discussion
Medium level participation activities
 Volunteer as group note taker
 Offered questions, comments, answers, opinions in the open class
 Asked an insightful question that sparked full class discussion or debate
 Proactive role in supporting and encouraging other students in group exercises
Low level participation activities
 Fully engaged in role play exercise(s), by being a role player or observer
 Class Attendance

Note: participation mark also includes active learning and respectful behaviors in the
classroom. You are always welcome to raise questions during a lecturer or presentation.
However, if you keep talking during a lecture or a presentation without the instructor’s
permission, this behavior is against the rule to maintain an appropriate academic

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atmosphere in the classroom as stated in the Student Handbook. Under this circumstance,
the professor may reserve the right to deduct your participation mark and report to the
School of Continuing Studies.

Quiz (20%) Quiz will be a combination of multiple-choice and short-answer questions covering the material
discussed in chapters 1-6 and 11.

Exam (25%):
The exam will be a combination of multiple-choice and short-answer questions. The final exam includes
materials covered after quiz.

NOTE: Final passing grade of 70% is required in order for this course to go toward professional
certification by the Human Resources Professional Association.

Individual Assignment (20%)

The individual assignment is related to assessing workforce demand and supply for a specific organization.
It will include a step-by-step exercise to develop an HR plan and suggest solutions for balancing HR
demand and supply for successful achievement of organizational goals.

Case Study Analysis (Group project) (25%):

You are expected to analyze a given organization utilizing strategic HR planning models/ practices
discussed in class and in your readings, as well as incorporating the material from additional journals and
textbooks. You will be required to work on this assignment with a group. Students will work together to
provide insight and solutions into a case study increasing their understanding of business improvement
initiatives and strategies for their successful implementation.

The group assignment has three components: written report (15%), presentation (10%).

Course Schedule

Class/ day Topic Outco Content / Activities Chapter/

mes Reference
1. Mon Jan 7 Strategy and HR 1,3,4,6  Overview of course content, 1, 2
Planning Concepts instructional & evaluation
processes & schedule
 Business strategy & models
 HR Planning model

2. Thu Jan 10 HR Forecasting 2, 6  Business strategy & models 2, 3

Environmental  HR Planning model
influences  Understanding HR
forecasting and its major
benefits
 Organizational and
environmental factors

3. Mon Jan 14 HR Forecasting 2.6  Forecasting challenges & 4,5

issues
 Demand forecasting
techniques & tools

4. Thu Jan 17 HR Forecasting 2  Internal vs. external labour 5,6

markets
Balancing Supply &

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 Demand  Data sources
 Supply forecasting
Individual techniques & tools
assignment intro  Analyzing supply/demand
imbalances

5. Mon Jan 21 Global/International 1,4,6  Adaptive, extortive & 11

HR integrative approaches
 Managing ex-patriots
 HRM process issues with
multi-national organizations
 Information on the quiz

6. Thu Jan 24 Quiz (Ch. 1-6, 11) 1,2,4,6  Individual assignment 1-6,11
consultations

7. Mon Jan 28 Succession 3,4  Replacement planning 7

Management;  Employee, manager, HR
roles Individual
 Succession planning assignment
approaches & techniques due

8. Thu Jan 31 Mergers & 4,6  Downsizing & restructuring 10,13

Acquisitions  Short & long term
consequences Case study
Outsourcing  Approaches & methods
 Outsourcing & HRM

9. Mon Feb 4 Outsourcing cont’d 1,4,6  Relationship of M/A to HRM 12

Restructuring and  Organizational culture
Workforce issues Case
Reduction  Employee & labour relations studyM3430-
issues

10. Thu Feb 7 HR Assessment 5,6  HR planning and today’s 14 & 8

and Analytics; organizational ‘contract’
 Evaluating HR programs &
Information policies Case analysis
technology for HR  Identify specific IT paper due
planning applications for HR planning

11. Mon Feb 11 Case study 5,6  Case study Presentations Peer
presentations evaluations for
case study due

12. Thu Feb 14 Change 3.4  Open system model 9

Management  Learning in organizations
 Final Exam review

13. Thu Feb 21 Final exam 1,2,4,6 Final exam (Chapters 7, 9, 10

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 – 14)

Rules and Regulations

Grading, Assignment Submission and Missed Tests

Assignment Submission: Proper academic performance depends on students doing their work not only
well, but on time. Accordingly, assignments for this course must be received on the due date specified for
the assignment. Assignments are to be handed in as per the instructions provided to you by the instructor
of this course.

Examinations and other assignments must be completed at the times and dates identified in the Course
Outline.

There is a zero-tolerance policy for missed deadlines and missed exams. You should be making every
effort to meet York University’s General Academic Regulations, as well as the requirements in each of your
courses. This includes requirements relating to attendance, assignments, and tests/exams. We
understand, however, that unforeseen circumstances arise that may force you to miss an exam. If that’s
the case, you must contact your instructor before the scheduled exam date by email. Please include your
full name, student number, and the reason for your absence in the message. You must also provide valid
documentation (i.e., a doctor’s note, death certificate, court/legal documentation, etc.) immediately
following your return before alternative arrangements can be made. Please note that valid documentation
has to be applicable to the assessment date.

If you are unlikely to complete an assignment on time either for medical, personal or work related reasons,
please discuss directly with the Course Instructor as soon as possible, and before the noted deadline.

The completed assignments and examinations are the property of York University. You can make an
appointment with the SCS Office to review your assignments or examinations. Copies of these papers are
available for a fee of $15.00.

Course Evaluations: Once the course has been completed, course evaluation forms will be distributed in
class. The evaluation form will provide you with the opportunity to give us specific quantitative and
qualitative feedback on the instructor and the course content. In addition, we also welcome verbal
feedback. If you have particular comments, concerns or suggestions on the Program, please feel free to
contact the Program Manager at 416-650-8049.

Grading for Certificate Programs:

Students registered in Certificate Programs will be evaluated using the following categories of achievement
(based on York University’s official grading system):

Grade % Description
A+ 90 - 100% Thorough knowledge of concepts and/or techniques and exceptional skill or
A 80 - 89% great originality in the use of those concepts, techniques in satisfying the
requirements of an assignment or course.
B+ 75 - 79% Thorough knowledge of concepts and/or techniques with a fairly high degree
B 70 - 74% of skill in the use of those concepts, techniques in satisfying the
requirements of an assignment or course.

C+ 65 - 69% Good level of knowledge of concepts and/or techniques together with

C 60 - 64% considerable skill in using them to satisfy the requirements of an assignment

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D+ 55 - 59% or course.
D 50 - 54%
F Below 50% Insufficient knowledge of concepts and/or techniques needed to satisfy the
requirements of an assignment or course.
PASS Pass is awarded as a grade only to Courses that have an experiential
component. A student that has received a Pass has met the requirements of
the Course.
FAIL Fail is awarded as a grade only to Courses that have an experiential
component. A student that has received a Fail has not met the requirements
of the Course.
EXEMPT Exempt is awarded to those that have completed a comparable Course
elsewhere and have met all of the DCE requirements for completion of that
Course.
DNA Did Not Attend - The student did not attend, did not withdraw, and did not
submit course work.
DNC Did Not Complete - The student did not complete the course.

IMPORTANT COURSE INFORMATION FOR STUDENTS

The “Program Policies” tab on the following web page has important information regarding rules and
regulations about the Human Resources Certificate program specifically (e.g. missed classes, missed
exams, class conduct, etc.), as well as York University regulations generally (e.g. academic honesty,
accommodation, etc.):
http://continue.yorku.ca/human-resources-management/overview/