Curriculum & Courses

36 points for degree completion On-campus instruction
Part-time or full-time program* Fall intake
up to 6 terms  
Capstone Seminar

* Full-time option available starting fall 2019. For fall 2018, the program is available only on a part-time basis and students are required to take 6 credits per term. International students are responsible for ensuring they have read and understand the University’s student visa application eligibility and requirements. Please note that it is not permissible to enroll while in B-1/B-2 status.

The program is organized around 9 required core courses which bring together two main content areas: Foundations of Human Capital Management and Foundations of Business Partnership; a Capstone Seminar; and 2 elective courses that let students focus their study in an area of interest, such as Learning & Development or Global HCM.

To accommodate working professionals, most classes are scheduled from 6:10–8:00 p.m. or 8:10–10:00 p.m.

Core Courses: Foundations of Human Capital Management

Introduction to Human Capital Management. 3 pts.

In this foundations course, students will examine the impact of industry dynamics (i.e., external industry trends, shifting workforce and workplace challenges) on human capital management (HCM) solutions and the competencies required of human resources (HR) professionals. Students will learn about effective strategies for designing human capital solutions and people development programs, including business-aligned and integrated approaches to talent management and cross-functional collaboration with organizational leadership. Students will be introduced to the latest practices related to advancing human capital implications for high-impact organizational performance and have an opportunity to apply practices to current industry and organizational challenges. The course will also introduce foundational approaches to measuring the effectiveness of human capital investment.

After completing this course, students will be able to:

  • Identify the shifting contexts and evolving challenges in the field of HCM

  • Describe the changing competencies needed for world-class organizations and effective agile HR professionals

  • Analyze the organizational benefits of a business-aligned and integrated approach to talent management

  • Explain current and emerging human capital related-theories, constructs, and public policy

  • Describe current and emerging HCM quantitative and qualitative strategies and methods

Integrated Talent Management Strategies. 3 pts.

Increased globalization and multilayered talent and workforce management strategies across geographic and organizational boundaries require an integrated talent management approach that provides an organization a clearer understanding of its talent, the ability to make adjustments to its current approach, and the information necessary to plan for the future. Differentiated capabilities, such as connectivity between talent processes like career management and learning and leadership development, enables the organization to better prepare leaders and more efficiently use talent management investments.   In this course students will examine how connected organizational processes are designed to attract, manage, develop, motivate and retain key people. Through in-depth investigations of key talent processes—such as performance management, career management, succession management, leadership development, learning and capability development, total rewards, and talent acquisition—students will apply these insights in an industry-based exercise designed to demonstrate how an organization’s overall capabilities are more effective when integrated through a common interface, data platform, workflow, and cross-process reporting and analytics.

After completing this course, students will be able to:

  • Analyze how connected organizational processes are designed to attract, manage, develop, motivate, and retain key people

  • Evaluate best-practice processes for selecting, developing, and maintaining talent within an organization

  • Assess the role of technology in enabling integrated talent solutions

Foundations of Labor and Employment Law. 3 pts.

Students in this course will explore the legal framework governing labor relations, workplace ethics, and employee rights in the workplace. In addition to a review of current developments and best practices, the course will cover collective bargaining, union organizing, disability law, privacy, and employment litigation. Other subjects will include handling EEOC complaints and working with legal counsel on the resolution of those complaints. The overall goal of the course is to develop the knowledge necessary to minimize legal exposure and to communicate effectively with legal counsel on a variety of labor and employment law issues.

After completing this course, students will be able to:

  • Outline the legal framework for collective negotiations and labor communications

  • Discuss what comprises unfair labor practices

  • Differentiate between federal and state enforcement agencies in dealing with labor strikes and scope of bargaining

  • Articulate proactive and reactive strategies for dealing with organizational conflict

Transforming Total Rewards. 3 pts.

For organizations to be successful, human resources and human capital management leaders must be able to work across business lines and functions to effectively manage total reward programs and align these programs with both the strategic and financial needs of an organization. In this course, students will focus on how to (re)define total rewards programs—both tangible and intangible. That is, students will review and discuss transforming compensation and benefits across all levels of an organization to better align with organizational objectives and goals. Through rigorous and varied coursework, students will demonstrate the leadership competencies necessary to understand and communicate the advantages and costs of performance-based compensation and benefit programs for a variety of business and industries. Students will also apply integrated talent solution principles to the creation of innovative performance management solutions that combine industry-based people, process, and technology elements.

After completing this course, students will be able to:

  • Articulate the changing nature of compensation and benefits

  • Communicate evolving trends in total rewards across all levels of an organization

  • Identify ways to re-align total rewards programs to the strategic objectives and financial needs of an organization

  • Assess the opportunities and challenges of industry competitive integrated performance management solutions

Digital HR and the Digital Workplace. 3 pts.

The digital capabilities of the organization and the digital acumen of its leader are constant game changers in the changing world of work. Data-driven insights and management of human capital is essential to the success of the enterprise. Systems and tools—such as a human resource information system (HRIS)—allow professionals to more readily understand the organization’s operations in real time. The emergence of the digital enterprise provides intelligence from non-human resources (HR) systems that enable multivariant analyses of people-related issues, opportunities, and solutions. This course provides students with an overview of this landscape, building their ability to develop a strategic, interdisciplinary, and integrative approach to using technology to measure and manage human capital. Students will also explore specific systems and frameworks for investigating and selecting technology solutions. Through class discussion, case exploration, and group activities, this course will provide opportunities to apply tools and information in order to understand the advantages of using technology to enhance the contributions of the human resource function across an organization.

After completing this course, students will be able to:

  • Describe the use of technology systems in serving human capital management (HCM) functions, such as HR information systems, online recruiting, performance management systems, and HR service centers

  • Discuss the role technology plays in automating HR services and in supporting the strategic aspects of HCM, such as recruiting, talent management, and training

  • Evaluate internal and vendor selection in terms of product capabilities, roadmaps, implementation plans, and technology strategies

  • Describe the new competencies and capabilities required of the digital leader, the digital workforce, and the digital workplace

Core Courses: Foundations of Business Partnership

Business Partnership. 3 pts.

As strategic business partners, HR professionals must be able to align business objectives with employees and senior management across an organization’s business units. In this foundations course, students will review the various approaches to corporate strategy and development that companies use with an emphasis on business partnership. That is, students will look closely at a range of complex business scenarios while working to developing the knowledge, competencies, and communication skills necessary to take on the role of strategic business partner/consultant. Working in project groups, students will participate in a semester-long consulting simulation that will challenge them to manage and resolve complex employee relations issues; conduct thorough and objective business unit investigations; offer guidance and solutions; and communicate effectively through each stage of the simulation. Students will receive peer and instructor feedback throughout the semester and will use course texts to ground their practical group work in theoretical best practices.

After completing this course, students will be able to:

  • Demonstrate leadership and communication skills necessary to build support and buy-in for human capital management initiatives

  • Partner with organizational leadership to leverage Human Capital Management initiatives for competitive advantage

People Analytics & Decision Making. 3 pts.

Successful organizational leaders are increasingly turning towards human capital analytics (HCA) for workforce reporting to help make better, more informed, decisions about their human capital in terms of current needs and future goals. Helping to drive organization performance, HCA linked with decision making can deliver competitive advantage throughout an organization. This course provides students with skills necessary to take a strategic view of HCA and form effective hypotheses for the development of organizational insight. Students will review in depth systematic data collection techniques, analysis methods, and ways that data can be effectively presented. Looking closely at performance measures, students will practice planning, interpreting, and clearly articulating an organization’s “people metrics” with the goal of improving decision-making about talent, financial measures, and the organization as a whole.

After completing this course, students will be able to:

  • Articulate the value that analytics bring to an organization, including basic data reporting, benchmarking and advanced reporting, survey analytics, and predictive analytics

  • Describe the affordances and drawbacks of common analysis techniques

  • Craft stories resulting from solid hypothesis and data analysis that communicate organizational insights in a clear and compelling manner

  • Leverage analytics to support more informed, evidence-based decision making throughout an organization

Finance for Effective Human Capital Management. 3 pts.

Effective human resources (HR) leaders and leading human capital management (HCM) strategists rely on financial acumen to use financial data to make decisions, allocate resources, and justify budget expenses. Through a rigorous combination of theory and practice, students will explore the basics of financial management and measurement and their connection to efficient, effective, and operationally sound HCM strategies and solutions.

After completing this course, students will be able to:

  • Describe key operating assumptions and dependencies behind financial data

  • Use organizational income statements, balance sheets, and cash flow statements to identify implications for HCM insights

  • Analyze the connection between fiscal implications and human capital strategy

  • Predict the return on investment on people strategies and solutions

  • Tell stories with financial information to better support people and organizational goals

  • Develop financial acumen for HR functions (e.g., leaders, teams)

BUSI PS5012. Organizational Strategy and Learning. 3 pts.

capital development. This course focuses on the critical ability to evaluate, champion, and implement an integrated approach to organization-wide development programs that links strategic planning with learning initiatives in today’s fast-evolving business landscape.

This face-to-face, intensive block week course will explore the connections between organizational strategy and learning as a core catalyst for competitive advantage and fiscal survival. In addition to a variety of case studies, conceptual texts, and real world examples used to illustrate the strategic approaches of successful learning organizations, students will interact in meaningful ways with invited guest executives. They will also collaboratively discuss, develop, design, and present learning strategies and implementation plans that address the fundamental challenges of the modern global business world. Students will gain a fuller understanding of how to continuously integrate strategy and learning as a powerful and effective tool to building agile and resilient learning organizations that are able to achieve accurate self-assessments, support change and innovation, attract and retain top talent, and maximize manager effectiveness.

After completing this course, students will be able to:

  • Discern the global market forces and environmental conditions that are influencing a shift in the competitive business landscape and the necessary strategic approach of organizations

  • Identify the characteristics and models of a successful learning organization and understand how to leverage innovative best practices to build competitive advantage

  • Engage in a “new era” process of organizational strategy development that includes mapping and presenting a plan for continuous learning integration

  • Recognize the barriers inherent in shifting to a strategic learning culture within an organization and identify options for addressing these barriers with proven solutions

  • Measure and articulate the “return on learning” that justifies organizational investment and results in optimal change, growth, and success

Capstone Seminar. 3 pts.

Guided by the capstone instructor, students will work to develop a thesis-level capstone project that pulls from required and elective coursework to offer a targeted solution to a real-world human capital management (HCM) problem. At the beginning of the course, students will be assigned a partner organization that will provide the real-world context for this experiential capstone. Similar in weight to a thesis, but more flexible, the capstone project allows students to synthesize and theoretically apply core concepts acquired from across the program. The capstone seminar is structured to support students through the individual work of consulting to better understand the situation; analyzing the internal and external contexts; designing and writing a proposal; and presenting their capstone projects at the end of the semester. Engaged in iterative inquiry throughout the semester, students will draft sections of their capstone projects for peer and instructor feedback. In addition to an individually written 7000-8000 word paper, students will create a presentation of their capstone projects that they will presented in a cohort showcase at the end of the semester.

After completing this course, students will be able to:

  • Design and articulate a solution to a context-specific, student-defined HCM problem

  • Develop and evaluate programs and initiatives that address HCM problems within an organization

  • Demonstrate leadership and communication skills necessary to build support and buy-in for HCM initiatives

Elective Courses

Leading (High Performing) Cross-Cultural Global Organizations. 3 pts.

Strategic Workforce Planning. 3 pts.

Professional Consulting Approach to Business Transformation. 3 pts.

The University reserves the right to withdraw or modify the courses of instruction or to change the instructors as may become necessary.