Module Code: |
H9PLRES |
Long Title
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People Resourcing
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Title
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People Resourcing
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Module Level: |
LEVEL 9 |
EQF Level: |
7 |
EHEA Level: |
Second Cycle |
Module Coordinator: |
COLETTE DARCY |
Module Author: |
BRONWYN MCFARLANE |
Departments: |
School of Business
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Specifications of the qualifications and experience required of staff |
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Learning Outcomes |
On successful completion of this module the learner will be able to: |
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Learning Outcome Description |
LO1 |
Critically analyse and evaluate the significant features of national and international employment markets in the context of resourcing and with particular reference to how these markets change |
LO2 |
Produce a strategic resourcing plan which closely aligns with the business strategy, takes account of key stakeholders in resourcing activities and is consistent with the standards of ethical practice and relevant legislation |
LO3 |
Establish appropriate measures of employee turnover and, using relevant diagnostic tools, develop comprehensive retention strategies |
LO4 |
Develop resourcing strategies in line with evolving practice such as diversity & inclusion, flexible working and employer branding |
Dependencies |
Module Recommendations
This is prior learning (or a practical skill) that is required before enrolment on this module. While the prior learning is expressed as named NCI module(s) it also allows for learning (in another module or modules) which is equivalent to the learning specified in the named module(s).
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No recommendations listed |
Co-requisite Modules
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No Co-requisite modules listed |
Entry requirements |
There are no additional entry requirements for this module. The programme entry requirements apply. No pre-requisites or co-requisites apply.
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Module Content & Assessment
Indicative Content |
Employment markets
Employment market conditions and contemporary trends in the Irish Labour Market and internationally
Concept and significance of tight and loose labour markets
Role of government, employers and trade unions in meeting future skills needs
Attitudes to work
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Flexibility
Defining flexibility
Reasons for increased flexible working
Functional / Numerical / Temporal/Spatial flexibility
Outsourcing
Criticisms of flexibility
Employability and mutual flexibility debate
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Fairness and diversity in resourcing
Discrimination at work
Tacking inequality and promoting diversity
Equal opportunities vs managing diversity
Employer initiatives & developing approaches to Diversity & Inclusion
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Selection – evaluation of the classic trio and advanced selection methods
Research in employee selection
Problems with interviews
Biodata
Assessment centres, Ability and Personality testing
Professional issues in the use of selection tests
Evaluating selection methods - reliability, validity and efficacy
Develop a business case which shows return on investment for selection methods chosen
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Employer Brand
Defining employer branding
The Benefits of employer branding
Establishing an employer brand
Rebranding
Debates about employer branding
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Turnover and Retention
Measuring and analysing turnover – voluntary, involuntary, costing & benchmarking
Reasons for leaving & exit routes
Employee retention and reward
Employee retention and development opportunities
Employee retention and effective line management
Measuring effectiveness of retention of talent initiatives
Develop a business case which shows return on investment for retention strategy
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Strategic Resourcing
Taking a strategic approach
Aligning HR with strategy
Alternative views of the HR business strategy link
Resourcing and Talent management strategies
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Assessment Breakdown | % |
Coursework | 100.00% |
AssessmentsFull Time
Coursework |
Assessment Type: |
Continuous Assessment |
% of total: |
100 |
Assessment Date: |
n/a |
Outcome addressed: |
1,2,3,4 |
Non-Marked: |
No |
Assessment Description: this is an individual task. Students will be asked to critically analyse a case study and make recommendations as part of formulating a people resourcing strategy. This will require them to critically explore topical people resourcing issues in depth.
The case study will require learners to demonstrate their ability to develop solutions, research and academically argue on the issues raised within the case study. Learners will be marked on their demonstration of subject specific knowledge, application of relevant theory and demonstrated breath of reading.
While a case study may be used, assessment is not restricted to this approach e.g.: alternatives could include in-class tests, group-based preparation and discussion of specific people resourcing topics together and/or in–class presentation. Formative assessment of this nature will be integrated into the teaching and learning strategy for this module and will support learners to build the skills necessary to complete the assignment. |
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Assessment Type: |
Formative Assessment |
% of total: |
Non-Marked |
Assessment Date: |
n/a |
Outcome addressed: |
1,2,3,4 |
Non-Marked: |
Yes |
Assessment Description: Formative assessment is given in class and this will include group presentations. Marks are not assigned for this, although it it is part of required course work. Articles and/or case studies will be assigned to groups to review and present on. Groups will be required to make recommendations and generate solutions where case studies are used. Feedback on the presentations and understanding of the key topics in the article/case will be given. |
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No End of Module Assessment |
Reassessment Requirement |
Coursework Only
This module is reassessed solely on the basis of re-submitted coursework. There is no repeat written examination.
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Reassessment Description Repeat assessment strategy for this module will consist of a case study. Learner will be required to repeat the original assessment, or an alternative (new) assessment may be set. The repeat will assess all the learning outcomes of the module
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NCIRL reserves the right to alter the nature and timings of assessment
Module Workload
Module Target Workload Hours 0 Hours |
Workload: Full Time |
Workload Type |
Workload Description |
Hours |
Frequency |
Average Weekly Learner Workload |
Lecture |
Classroom and demonstrations |
24 |
Per Semester |
2.00 |
Directed Learning |
Directed e-learning |
24 |
Per Semester |
2.00 |
Independent Learning |
Independent learning |
77 |
Per Semester |
6.42 |
Total Weekly Contact Hours |
4.00 |
Module Resources
Recommended Book Resources |
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Taylor, S. (2021), Resourcing and Talent Management, 8th Edition. CIPD, London.
| Supplementary Book Resources |
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Torrington, D. Hall, L. & Taylor, S. & Atkinson, C. (2020), Human Resource Management, 11th Edition Ed. Pearson Harlow.
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Armstrong, M. & Taylor, S. (2020), Armstrong’s Handbook of Human Resource Management Practice, 15th Edition Ed. Pearson Harlow.
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COOK, M. (2016), ) Personnel Selection: adding Value through People – a changing picture, 6th edition. Wiley Blackwell.
| This module does not have any article/paper resources |
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Other Resources |
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[Website], CIPD Resourcing and Talent Planning
Survey Report (2020),
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[Website], HR practices in Ireland Survey 2019
(CIPD),
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[Website], The Deloitte Global Millennials survey
2019 available at,
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[Website], Sparrow, P. & Otaye,L (2015),
Employer Brand -From attraction to core
HR strategy, Centre for Performance led
HR, University of Lancaster,
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[Website], Gender pay gap in Ireland 2016 (Morgan
McKinley report),
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[Website], Tailoring Organisational Practices to
Achieve Gender Equality – A Best
Practice Guide, GEM (2016),
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[Journal], Discrimination in Recruitment: Evidence
from a Field Experiment by McGinnity,
Frances, Nelson, Jacqueline , Lunn, Pete
& Quinn, Emma ; The Equality
Authority and ESRI (2009).
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[Website], CIPD overview of employer branding,
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[Journal], Sparrow, P. & Otaye,L (2015),
Employer Brand -From attraction to core
HR strategy.
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[Website], Centre for Performance led HR,
University of Lancaster,
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[Journal], KUCHEROV, D. and SAMOKISH, V. (2016)
Employer brand equity
measurement. Strategic HR Review. Vol
15, Issue 1, pp29-33.
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[Journal], KISSEL, P. and BÜTTGEN, M. (2015) Using
social media to communicate employer
brand identity: the impact on corporate
image and employer
attractiveness. Journal of Brand
Management. December, Vol 22, Issue 9.
pp755-777.
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CIPD Chartered Institute Personnel
Development Website: www.cipd.ie and
www.cipd.co.uk.
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Economic and Social Research Institute:
www.esri.ie.
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Irish Business Employers Confederation
www.ibec.ie.
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SHRM Society for Human Resource
Management website: www.shrm.org.
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Organisation for economic cooperation
& development (OECD):
http://www.oecd.org/.
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Eurostat:
http://epp.eurostat.ec.europa.eu/portal/
page/portal/eurostat/home/.
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Gender Equality in Ireland website (the
website of the gender equality division
of the Department of Justice and
Equality) http://www.genderequality.ie/.
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The International Journal of Human
Resource Management.
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Harvard Business Review.
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International Journal of Management
Reviews.
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Human Resource Management Journal.
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Equal Opportunities Review.
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Human Resource Management Review.
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