assignment human resource management

Faculty Resources

Assignments.

The Human Resources Management course includes a series of openly licensed written assignments and discussions aligned to specific learning outcomes and chapters. If you import this course into your learning management system (Blackboard, Canvas, etc.), all of the assignments and discussions (listed in the table, below,) will automatically be loaded into your LMS assignment and discussion-board tools. They can be used as is, modified, combined with your own assignments, or removed altogether.

The assignments in this course align with the following scenario:

You are a college senior who has been selected to participate in a hybrid internship/onboarding program with an elite HR research and advisory firm. Your training consists of a combination of formal education—specifically, enrollment in this Human Resource Management course—and a rotation in support of the principals of the firm. In your rotations, you will synthesize what you’ve learned in the relevant modules to address firm or client issues, conducting additional research as necessary and developing draft deliverables as instructed by the principal consultant. The quality of your deliverables – that is, your ability to convert learning into practical insight – will largely determine whether, at the end of the internship period, you are offered a position with the firm or simply thanked for your participation.

You can view them below or throughout the course.

Rubric for Assignments

There is also a sample rubric to assist you in grading. Instructors may modify these guidelines or use their own.

Discussions

The following discussion assignments will also be preloaded (into the discussion-board tool) in your learning management system if you import the course. They can be used as is, modified, or removed. You can view them below or throughout the course.

Rubric for Discussion Posts

Answer keys for the discussion posts are available to faculty who adopt Waymaker, OHM, or Candela courses with paid support from Lumen Learning. This approach helps us protect the academic integrity of these materials by ensuring they are shared only with authorized and institution-affiliated faculty and staff.

Candela Citations

• Assignments. Provided by : Lumen Learning. License : CC BY: Attribution
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Browse Course Material

Course info, instructors.

• Prof. Diane Burton
• Prof. Paul Osterman

Departments

• Sloan School of Management

As Taught In

• Industrial Relations and Human Resource Management

Learning Resource Types

Strategic hr management, assignments, course schedule.

Session 1: The Strategic Importance of HR Case: Southwest Airlines: Using Human Resources for Competitive Advantage (A), Stanford Case #HR-1.

Reading: Pfeffer, Jeffrey. The Human Equation: Building Profits by Putting People First . Boston, MA: Harvard Business School Press, 1998, chapters 1 and 2.

Assignment Questions

• What is Southwest’s competitive strategy? What are the sources of its success? How does it make money?
• What are the foundations of Southwest’s competitive advantage?
• How are these sources of competitive advantage produced and sustained by what the organization does and how it does it?
• To what extent are Southwest’s sources of advantage difficult to imitate and likely to persist over time?
• To what extent is Southwest’s success based on Herb Kelleher?
• How serious is the competitive threat? To what extent can United and/or Continental duplicate Southwest’s business model? Why or why not?

Session 2: Strategic Execution and Economic Value: Internal and External Alignment Case: Portman Hotel, HBS 9-489-104.

• What is Portman’s strategy for competing successfully in its chosen market?
• What behaviors, skills, and attitudes will it need from its people, particularly the personal valets, to execute its strategy?
• How do Portman’s human resource management practices (recruitment, selection, compensation, training, career development, performance appraisal, staffing and organizational design, management and supervision) help or hinder the development of the skills and behaviors listed in Question 2.
• Is Portman having problems? What are the symptoms? What are the causes of the problems Portman is experiencing?
• What should Portman do?
• How much should Portman be willing to invest to address its difficulties? Or alternatively, what is the successful implementation of Portman’s strategy worth? Some operating figures are given in the case. FYI: the capital costs of the hotel work out to $310,000 per room.

Session 3: Work Systems Cases: New United Motors Manufacturing, Inc (NUMMI), Stanford Case #HR-11.

Optional Reading: Rubinstein, Saul R., and Thomas A. Kochan. Learning from Saturn: Possibilities for Corporate Governance and Employee Relations . Ithaca, NY: Cornell University/ILR Press, 2001.

• What is motivating the workers at NUMMI?
• What are the design elements of the Toyota team-based manufacturing system?
• Why has General Motors had so much trouble learning from NUMMI and Saturn?
• Jamie Hresko is now running one of GM’s largest assembly plants. What advice would you give him for how he might introduce some of the NUMMI methods to this facility?

Session 4: The Role of the HR Function

Reading: Ulrich, Dave. Human Resource Champions: The Next Agenda for Adding Value and Delivering Results . Boston, MA: Harvard Business School Press, 1998, pp. 23-31 and 231-254.

Session 5: Self-Managed Teams Case: Slade Plating Department, HBS #9-496-018

Reading: Wageman, Ruth. “Critical Success Factors for Creating Superb Self-Managing Teams.” Organizational Dynamics . Summer 1997, pp. 49-61.

• How would you describe the culture of the Sarto group? Be specific. How has it evolved? What impact has it had on the effectiveness of the group?
• What are the determinants of social status and influence within the plating department? The Sarto group? The Clark group?
• What do you learn by analyzing the data provided in the exhibits? How does this influence your interpretations of what is going on?
• Why did management previously ignored the illegal “punch-out” system?
• What actions would you take if you were Porter? What are the risks associated with these actions?

Important supplemental information: The 1996 starting salary in the Plating Department was $8.00; Tony Sarto’s hourly wage was $12.00. The average wage for semi-skilled workers in the U.S. was $12.00. Firms similar to Slade in the Michigan area, such as suppliers to the auto industry, paid an average hourly wage of $14.70. United Auto Workers working at the ‘Big Three (General Motors, Chrysler and Ford), had starting salaries around $13.00 an hour and earned on average $19.00 an hour. The minimum wage in 1996 was $4.25, raised to $4.75 on October 1, 1996.

Session 6: Participation and Involvement Film: Breakdown at Eastern Airlines

Reading: Pfeffer, Jeffrey. “Can You Manage With Unions.” Chap. 8 in The Human Equation: Building Profits by Putting People First . 2000, pp. 225-251.

Session 7: Training and Development Case: ServiceMaster Industries, Inc., HBS #9-388-064.

• What role have ServiceMaster’s values and goals played in the firm’s success?
• Why haven’t other companies successfully copied the ServiceMaster approach?
• How important are training and development in the ServiceMaster system? How does ServiceMaster socialize its employees? How does training and development affect the organization’s continued growth?
• Why has ServiceMaster been willing to spend the resources it has on training and development for a set of jobs that many might see as comparatively low-skilled and for positions that typically experience high turnover?
• There have been proposals (particularly by former U.S. Secretary of Labor, Robert Reich) that the U.S. follow the lead of some other countries (e.g., France, Singapore) and mandate a certain level of training–for instance, as a percentage of the firm’s payroll. What do you think of this policy? Why and when might organizations spend less than a socially optimal amount on training? What else might be done if one believes that too little training and skill development are occurring in the economy?

Session 8: Culture Case: Morgan Stanley: Becoming a One-Firm Firm, HBS #9-400-043.

Reading: Kaplan, R. S., and D. P. Norton. “Linking the Balanced Scorecard to Strategy.” California Management Review 39, no.1 (Fall 1996).

• What do you think of Mack’s strategy for increased integration? Is this compelling to you? Why or why not?
• Given his strategy, what do you think of his emphasis on revamping the performance management system? What are the pros and cons of implementing a new system of the type being discussed?
• If Mack is to be successful at changing the strategy and culture at Morgan Stanley, what other actions would you recommend he take? What other HR levers should he be thinking about using?
• Given your answer to question #3, what recommendations do you have for how he should proceed? How should he implement these changes?

Session 9: Performance Appraisal Case: The Firmwide 360 Performance Evaluation Process at Morgan Stanley, HBS #9-498053 and Rob Parson at Morgan Stanley (A), HBS #9-498-054.

• What is your assessment of Parson’s performance? Should he be promoted?
• Using the data in the case, please complete the Evaluation and Development Summary presented in Exhibit 3 of the Rob Parson (A) case.
• If you were Paul Nasr, how would you plan to conduct the performance appraisal conversation? What would your goals be? What issues would you raise and why, and how would you raise them?
• If you were Rob Parson, how would you conduct yourself in the performance evaluation meeting? What are your goals? Be prepared to role-play the appraisal conversation in class as either Nasr or Parson.

Cases to be distributed in class: Rob Parson at Morgan Stanley (B), HBS #9-498-055, (C), HBS #9-498-056, and (D), HBS #9-498-058.

Session 10: Diversity Case: The Case of the Part-time Partner.

Reading: Thomas, David A., and Robin J. Ely. “Making Differences Matter: A New Paradigm for Managing Diversity.” Harvard Business Review (September-October 1996): 80-90.

• Would you vote to make Julie a partner? Why or why not?
• What are the pros and cons from the firm’s viewpoint and from the society’s viewpoint of this decision?
• What is your assessment of how the firm handled the situation?
• How might they have proceeded differently?

Session 11: Information Sharing Case: Jack Stack (A) and (B), HBS #9-993-009 and #9-993-010.

Reading: Case, John. “Opening the Books.” Harvard Business Review (March-April 1997): 118-127. (Reprint 97201)

• What does it take to succeed in the engine remanufacturing business? What are the critical skills and organizational competencies?
• What is it like to work in such a plant?
• What are the major risks of a leveraged buy-out such as this?
• What do you think of Stack’s ideas about management?
• What are the key elements of the program Stack put in place?
• Can this approach be used elsewhere? Under which circumstances would it be more (less) appropriate? How could it be implemented?

Session 12: Benefits Case: The SAS Institute: A Different Approach to Incentives and People Management Practices in the Software Industry, Stanford Case #HR-6.

Reading: Pfeffer, Jeffrey. “Six Dangerous Myths About Pay.” Harvard Business Review (May-June 1998): 109-119.

• What are the complementary elements of the SAS HR system that make the compensation system effective?
• Why has SAS been able to get away with a compensation system that seems to violate industry conventions?
• Could the SAS approach work in other high technology organizations?
• What would happen if VDS tried to emulate the SAS approach? Why?

Session 13: Compensation Systems Case: Visionary Design Systems, HBS #9-495-011.

• What is the basic philosophy and values of VDS?
• How would you characterize the VDS compensation (base, bonus, and stock) system? On what principles is it based?
• Why has VDS had problems with its Product Data Management effort? To what extent do you see incentive issues as important? What other issues are important?
• What should VDS do about the Product Data Management (PDM) problems?
• Would you make any changes to VDS’ compensation systems? What? Why?

Session 14: Pay for Performance Case: Performance Pay at Safelite Autoglass (A) HBS #9-800-291.

• What are the pros and cons of switching from wage rates to piece rate pay?
• Is Safelite a good candidate for switching from wage rates to piece rates?
• Should there be a guaranteed wage? If so, how should it be set?
• What are the likely consequences of a switch from wage to piece rates for turnover, recruitment, productivity, and product quality?

Session 15: Non-Profit Management Case: The John Snow Institute.

• How successful is JSI?
• How effective is their current human resource management system?
• What should Joel Lamstein do?

Session 16: Managing Service Workers Case: Harrah’s Entertainment, Inc.: Rewarding Our People HBS #9-403-008.

• What were the challenges facing Gary Loveman when he took charge?
• What were the key changes he undertook?
• What were the consequences for employees?

Session 17: Alignment and Motivation Case: Nordstrom Department Store. Center for Human Resources, Wharton School of the University of Pennsylvania.

Reading: Simons, Robert. “Control in an Age of Empowerment.” Harvard Business Review . Reprint #95211.

• How effective is Nordstom’s human resource management system? In what ways does it contribute to the firm’s success?
• Do you have any concerns about the practices described in the case?
• Would you change management systems at Nordstrom? Why? Which systems?

Session 18: Review & Wrap-up

Assignment Question

• Reflecting on the companies we have studied in this course, as well as your own work experience, what lessons do you draw about the respective roles that general managers and the HR function in organizations should play in the management of human resources?

Summary of Class Sessions and Assignment Due Dates ( PDF )

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HRM Assignment 1 Introduction to HRM

Human resource management (hrm10003), swinburne university of technology malaysia.

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Human resource management, assignment 1: individual essay, james goh wei li.

Human resource management (HRM) is recruiting, hiring, deploying, and managing employees in a business. A corporation's or organization's human resources department is typically in charge of establishing, implementing, and overseeing regulations that govern workers and their interactions with coworkers. It is also employee management, with an emphasis on that personnel as corporate assets (Chai, 2021). Besides, employee recruitment refers to the whole process of attracting, shortlisting, selecting, and assigning suitable candidates for employment inside an organization (PeopleHum, 2021). Recruitment is the duty of a variety of personnel depending on the size of a business. Larger businesses may have whole teams of recruiters, while smaller organizations may have a single recruiter. The hiring manager in a small firm may be in charge of recruitment (SmartRecruiters, 2021). Employee selection is the process of selecting workers who possess the essential characteristics to fill jobs in a firm. It also refers to the process of aligning organizational requirements with people's talents and credentials (whatishrm, 2019).

Due to severe pandemics all around the world, therefore most countries are being locked down. Many adults are forced to work from home. It means that companies can only recruit employees online. One of the online recruitments is video recruitment. According to Schultz (2021), the use of video interviews at any point during the recruiting process is referred to as video recruitment. It basically divides into two types which are pre-recorded and live video interview. Some software is provided for live video interviews, such as Microsoft Team, Zoom and Skype. It is an interactive conversation between at least two individuals via the internet utilizing video technology. Using a desktop or mobile device with an internet connection, a camera, and a microphone, both the recruiter and the candidate may participate in the interview from anywhere on the globe (CASIRJ 2021, p435). The process of selecting any individual for employment based on their qualifications is referred to as selection (whatishrm, 2019). Video recruitment is more efficient and timesaving because of the improvement in screening possible applicants and scanning information across various sources to decide the candidate who would be the most excellent match with the business (BBC News, 2020). The systematic use of video as an HR tool may reduce costs and enhance productivity associated with efficiently recruiting individuals using video, providing an outstanding return on investment to the business (yello, 2020). For example, CIMB bank is one among the firms that use JobStreet, an online business and employment services

promotes a proper fit between employees and vocations while reducing workforce shortages or surpluses (Hayes, 2021). E-recruiting and selection platforms like Human Recourse Information Management Systems (HRIMS) includes a complex interface that allows it to be used by internal workers and external job candidates. Candidates seeking vacant openings can use an HRIMS system to send their resumes and contact information to a potential employer from a distant computer. The system then gathers and stores the information so that the recruiting manager may quickly retrieve it (Clinton & Christopher 2016, p64). In addition, HRIMS benefits refer to the software program's capacity to increase the productivity of human resources personnel. These systems are pretty comprehensive, and they are intended to improve and accelerate the work of HR employees in a variety of ways. They can help in the recruitment process, for example, by making it easier to gather resumes, assess candidate information, and more (Rani & Katyayani, 2018). For example, GlaxoSmithKline (GSK), the world leading pharmaceutical company implemented HRIMS to manage their employees. They allow workers to update essential information and develop deeper profiles to connect with others in the company and get work done more simply and efficiently. Discussion groups and group workspaces enable key business ideas to be shared in real-time and allow coworkers to assemble around a project to communicate virtually, exchange information, and complete tasks together, which has resulted in much cost and time reduction (Navarro, 2018).

In conclusion, employee engagement, recruiting, communication, selection, and development were all enhanced by video technology in organizations. The company should normalize video technologies to bring them into the application because it brings many benefits and convenience for them. If the company knows how to use video technologies, it can manage the company to become better.

List of References

‘applyforcimb’, cimb group, viewed 23 september 2021, <careers.cimb>..

Barcelos, K 2019, ‘Internal vs External Recruitment: Weighing the Pros and Cons’, Jobsoid, 22 January, viewed 3 October 2021, <jobsoid/pros-and-cons-internal-vs- external-recruitment/>.

Chai, W 2021, ‘human resource management’, searchsoftware, viewed 24 September 2021, <searchhrsoftware.techtarget/definition/human-resource-management-HRM>.

Christopher, K & Clinton A 2016, ‘Improved analysis of explosives samples with electrospray ionization-high resolution ion mobility spectrometry’, ScienceDirect, Vol, No, pp 64-71.

Clarke, I 2020, ‘Employee Selection-Purpose of selection process’, whatishumanresource, viewed 23 September 2021, <whatishumanresource/employee-selection skeeled/blog/5-benefits-of-including-video-interview-in-your-recruitment- process>.

Harper, J 2020, ‘Coronavirus: Job interviews go online as candidates stuck at home’, BBC News, 16 March, viewed 24 September 2021, <bbc/news/business- 51847888>.

Hayes, A 2021, ‘Human Resource Planning’, invertopedia, 17 May, viewed 23 September 2021, <investopedia/terms/h/human-resource-planning.asp>.

Katyayani, J 2018, ‘Benefits of human resource information systems for modern organizations’, IJERT, Vol, No.

Kumar, S 2014, ‘E-Recruitment and Selection Process’, HimalayanUniversity, Vol, No, pp435-439.

Macdonald & Company 2021, ‘Real Estate Marketing’, PrimePeoplePlc, viewed 23 September 2021, <macdonaldandcompany>.

• Multiple Choice

Course : Human Resource management (HRM10003)

University : swinburne university of technology malaysia.

• More from: Human Resource management HRM10003 Swinburne University of Technology Malaysia 20   Documents Go to course

10 Assignments For Human Resource Managers To Develop Future Skills

• By Simon Carvi
• No Comments

The Covid-19 pandemic has put tremendous pressure on organizations to change the way they operate: from sales and marketing, to finance and customer service. CEOs know that resilience and capacity to innovate are deeply rooted in the company’s human resources. 

To kickstart skilling efforts in the organization, what better place to start than to make sure the Human Resources department is properly equipped. Otherwise, who else should you empower to upskill the rest of your organization? As a matter of fact, the HR function is at the forefront of digital disruption. Your ability to build a skilled HR department is instrumental to make your organization future-ready. 

Remember that when it comes to training, individual Active Learning (classroom, eLearning, reading, etc.) accounts for roughly 10% of the job only! Around 20% of the learning journey to retain a skill is done through others (mentoring, peer interactions, etc.) and 70% by actually doing things! Of course the right blend depends on you and other parameters, such as your company’s business, industry and individual themselves.  

In this short article we will explore 10 SMART ways C-Level and Directors can make sure their HR Managers are being stretched in a good way, exploring projects that will strategically fit the company’s long-term growth and resilience to change. 

Let’s get started!

Table of Contents

1. Present a digital transformation strategy to top management

Competency developed: Digital transformation.

Objective: Own the topic of digital transformation within your company. 

Explanation: Yes, strategy! Ultimately digital transformation is about people skills and the ability to evolve in a digital environment. HR managers should be at the center of the conversation to understand future needs, analyze current gaps, and design a plan.

Tips: Read the literature on the topic. Collect feedback from experts or peers leading the same topic within their organizations. WORK WITH IT. 

2. Create and present new dashboard to CHRO including key metrics and qualitative analysis

Competency developed: People Analytics.

Objective: Analyse your company’s HR performance and contribute to business success. 

Explanation: Has your company a clear vision of its HR performance? Take advantage of the latest HR systems and Business Intelligence tools available to connect the dots. Measure actionable indicators and present them to management.

Tips: Collect expectations from CHRO and top management. Does your company already have a dashboard in place? Start collecting feedback from the current dashboard and try to connect new data points to provide new insights Collaborate with IT to learn how to structure and visualize data!

3. Make 5-year manpower plan aligned to business targets and present to top management 

Competency developed: Strategic workforce planning.

Objective : Plan the Human side of your company strategy so it can meet its turnover, profitability, or sustainability targets.

Explanation : How workforce will be utilized in the future? How to attract and develop the necessary skills. You’ll need more than one meeting to produce such a plan.

Tips: Make sure you collect the most relevant business targets to get a clear vision of the 5-year objectives and gaps. Meet with business line manager, top management, and collect market data to validate assumptions.

4. Highlight company’s top 5 turnover reasons with action plan to top management. 

Competency developed: Business partnering.

Objective: Develop your HR Managers to become real Business partner.

Explanation: From back seat to the front seat. HR managers are not only responsible for collecting data, but also to strategize an action plan. 

Tips: This stretch assignment is better utilized during the yearly budgeting period where managers are expected to summarize data and action plans. 

5. Ask HR Manager to personally train all managers on how to make Individual development plans 

Competency developed: Career development planning .

Objective: Boost your organization career development culture and processes. 

Explanation: It is true that HR managers do not own the career development paths of all employees, Line Managers do. On the other hand, HR Managers are responsible for the talent management process , making sure high potential employees are identified and that provided career paths match the organization’s long-term goals. This assignment will boost the HR Manager’s influencing skills while putting employee retention clearly at the center of the conversation.

Tips: This stretch assignment is better implemented with different workshops 5-7 managers maximum. Ultimately, the HR Manager shall control the quality of each Individual Development Plan (IDP) formalized. It is possible to imagine one on one sessions with managers failing to pass the IDP quality control. 

6. Rethink your company’s benefit package and implement one innovative benefit in line with the new workplace reality 

Competency developed : Compensation & Benefits management.

Objective : Make your company compatible with 2020 new workplace expectations. 

Explanation : Disrupted times call for bold measures and flexibility has just become every employee’s number one priority. HR managers must be creative and offer to top management solutions that will guarantee performance while fitting the employee’s expectation of the new normal.

Tips : You do not need to think money when thinking benefit. A good place to start to ensure creativity would be to run a survey. For example, what does work from home implies for your employees, or top management? Try to know more about those changes, and how does the company can help. 

7. Apply reverse mentoring within your team during monthly one on one sessions 

Competency developed : People Management.

Objective : Become a more balanced leader, get a deeper understanding of the motivations of younger employees and get up-to-date with digital tools.

Explanation : The odds are your HR Manager is a bit older than the team he/she manages. Organize ways to collect constructive feedback about your leadership and use them to improve. Subordinates can offer a wealth of feedback and guidance (digital tools!).

Tips : Reverse mentoring is hard, but the benefits on leadership skills can be huge. Do come with an open mind. During the meeting, let subordinate talk most of the time. Receive their feedback with a smile and spare some time to study their deeper meaning. 

8. Redesign performance management system to make it a continuous process. 

Competency developed : Continuous performance management.

Objective : Retain and develop talents.

Explanation : Spoiler alert! Feedback is not a “twice-a-year” thing anymore and one should not wait 6 months to get a meaningful conversation about performance with its boss. To cope with new expectations of the workforce, it is critical companies rethink the way they manage and record employee’s performance. 

Advice : Implement a culture of feedback by enforcing regular one-on-ones once per month. Turn to automated dashboards to measure competency development progress, KPIs and deviations.

9. Link learning and development activities to OKRs and competencies listed in your performance management system 

Objective : Get ROI from learning activities offered to employees. 

Explanation : Whether your organization use OKRs (Objectives and Key Results) or KPIs & competencies, make sure learning activities are linked with performance outputs. Follow up implementation on a monthly basis using one on ones. 

Advice : Diversify learning and apply the 70/20/10 approach: Active Learning, Social Learning and Stretch assignments. 

10. Implement monthly change management committees with top management

Objective : Put HR at the centre of change in your organization.

Explanation : HR Managers will not change organizations by themselves. They must collect voices from business line managers and must proceed to risk analysis before launching propositions. 

Advice : Change needs buy-in at the highest level. Get your CEO buy-in and offer him a seat at your committee. 

Do you agree with those suggestions? Do they sound challenging enough to develop long-term skills? Or at the contrary too difficult? Are you an HR Manager willing to develop future-proof skills or a CEO that want to impulse change in the organization? Let us know in the comments below. If you want to get more ideas to develop your teams, you can browse different development plans with 70/20/10 activities on  Huneety.com . New positions are added every week. 

This article has been written by our guest writer Simon Carvi who is an HR expert professional presenting over 7 years of experience gained through roles in Talent Acquisition and Employee Retention globally and in APAC. Simon is passionate about how people learn and the future of work. He helps organizations find practical ways to upskill their workforce as Huneety top learning contributors.

You can reach him on Li n kedIN :

Simon Carvi

Simon Carvi is an HR expert professional presenting over 7 years of experience gained through roles in Talent Acquisition an Employee Retention globally and in APAC. Simon is passionate about how people learn and future of work. He helps organizations find practical ways to upskill their workforce as Huneety top learning contributor.

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