Curriculum & Courses

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

* 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. In addition, if studying on a student visa, you must enroll full-time (12 credits per term) and study on campus.

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.

This pathway represents a sample course of study for successful completion of the program.

Core Courses: Foundations of Human Capital Management

Introduction to Human Capital Management. 3 pts.

In this foundations course, students will examine trends and shifting challenges effecting Human Capital Management in all types of organizations (private enterprise, government, nonprofit, academia). Exploring these trends through the programmatic lenses, students will develop the skills to analyze internal and external issues; leverage best-practices; and design organizational solutions. Through class discussions, case explorations, group activities, and simulations, students will develop the skills to identify, analyze, and design HCM initiatives that address the current challenges in the field while strategically fitting the needs and culture of an organization.

After completing this course, students will be able to:

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

  • Analyze the organizational benefits of strategy-driven talent management

  • Synthesize workforce change management programs to enhance productivity and effectively implement organization strategy

Introduction to Finance. 3 pts.

Students will be introduced to the fundamental financial issues of the modern corporation. By the end of this course, students will understand the basic concepts of financial planning, managing growth; debt and equity sources of financing and valuation; capital budgeting methods; and risk analysis, cost of capital, and the process of securities issuance.

Acquiring, Developing, and Retaining a Diverse Workforce. 3 pts.

Across industries, strategic leaders seek effective ways to attract and retain top talent and place highly skilled people in the right position. Talented employees seek out and thrive in organizations that provide ample opportunities for continued growth. Students in this course will explore the connection between organizational success and managing diverse talent that includes acquiring, developing, and retaining employees from diverse backgrounds. Through a review of theory, case studies, and best-practice scenarios, students work to understand, evaluate, and design talent management plans that seek to continuously cultivate and leverage a diverse workforce. At the heart of this course is the notion that programs which strive to advance diversity and inclusion result in higher productivity and organization-wide innovation.

After completing this course, students will be able to:

  • Design and evaluate strategic HCM initiatives across diverse talent needs

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

Introduction to HR Systems and Technology. 3 pts.

The management of human capital is essential to the success of the enterprise. Systems and tools—such as HRIS—allow professionals to more readily understand the organization’s operations in real-time. This course helps students 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 provides students with the tools and information 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:

  • Facilitate the use of technology systems in serving 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 human capital management, such as recruiting, talent management, and training

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

Foundations of Labor and Employment Law. 3 pts.

Students in this course will explore the legal framework governing labor relations 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 educate students to develop the understanding and knowledge necessary to minimize legal exposure and 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

Core Courses: Foundations of Business Partnership

Transforming Total Rewards. 3 pts.

To be successful organization partners, HR professionals must be able to effectively understand and manage total reward programs, aligning these programs with both the strategic and financial needs of an organization. In this course, students 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 business objectives and goals. Through rigorous and varied coursework, students will demonstrate the managerial skills necessary to understand and communicate the advantages and costs of performance-based compensation and benefit programs for a variety of business and industries.

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 realign total rewards programs to the strategic objectives and financial needs of an organization

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

Analytics and 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 to understand and take a strategic view of HCA and measurement systems. Students will review 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 continuum of 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 and data management tools

  • Communicate the results of data collection and analysis in a clear and compelling manner

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

BUSI PS5330. Leading People. 3 pts

The ability to lead people is dependent on your capacity to recognize and develop in yourself a set of skills and behaviors that all leaders exercise, including decision-making, negotiation, motivation, persuasion and influence, and conflict management. This course will help you identify these critical leadership skills and behaviors, and will provide ideas and tools for improving them. A central theme of the course is self-awareness: the ability to think about leadership behaviors and other people’s perceptions of your behaviors, and then leverage this awareness to improve in areas that matter to you. Leadership effectiveness is also determined by the larger social systems in which leaders are embedded, including their organizations. This course will explore different contexts and the effects that certain organizational factors have on our ability to lead others effectively.

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 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 a 7,000–8,000 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 human capital management initiatives

Elective Courses

BUSI PS5012. Organizational Strategy and Learning. 3 pts.

An executive-style seminar that explores the intersection of strategy, operational planning, and human 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.

Leadership Development. 3 pts.

This course explores leadership as a dynamic relationship within an organizational environment that includes internal stakeholders and teams, and external forces across public, private, and non-profit organizations. How can organizational leaders be better prepared to respond quickly and efficiently to new market opportunities, new competitors, acquisitions, shifting market demographics, new technology, and changes in government regulations? In this course, students strive to answer these questions through a review of research and case studies that critically evaluate leadership strategies used in a variety of organizations. In addition to a review of fundamental perspectives on leadership, students will review various aspects of the relationship between leaders and teams, and leaderships’ impact on transformation and other organization-wide activities. Students will work to assess their own leadership attributes, characteristics, and skills. Through an in-depth review of modern leadership and management strategies, students will define what supports are necessary to help continuously develop as leaders and promote leadership development throughout an organization.

After completing this course, students should be able to:

  • Articulate effective leadership attributes, including leader-team relations and successful implementation of organizational transformation

  • Evaluate leadership and management strategies in terms of impact on transformational and other organizational activities

  • Assess their own leadership attributes, characteristics, and skills

  • Define what supports are necessary to help continuously develop as leaders and promote leadership development throughout an organization

Managing Diversity and Inclusion in the Global Workplace. 3 pts.

This course provides a broad theoretical and practical perspective on the topic of diversity and inclusion in the global workplace. Diversity is often equated with affirmative action rooted in social justice. Multiple strands of research on diversity demonstrate that organizations with a diverse employee base perform better and tend to be more innovative. This course will explore diversity and inclusion from a multi-disciplinary and global perspective. In this review, we will critically examine some popular misconceptions on this topic. The course will provide practical orientation towards optimizing global workplace diversity to achieve superior results.

After completing this course, students will be able to:

  • Articulate the value of a diverse and inclusive organization

  • Facilitate constructive dialogue about diversity and inclusion in the workplace

  • Articulate the changing role of diversity in a global context

  • Leverage research and practice in support of broad diversity and inclusion in a global context

International Human Capital Management. 3 pts.

As the global market increasingly offers `boundary-less’ (transnational) opportunities, organizational leaders are seeking out ways to link global opportunities with human capital strategies. This course explores major international Human Capital Management topics, including outsourcing/off-shoring, the role of a core competency approach to organizational development; staff planning and learning and development in multinational organizations; expatriate issues for employees and their families; international implications of total compensation/benefits strategies; and international governance. Through case studies, simulations, and highly interactive assignments students will examine global human capital challenges from various strategic perspectives as change leaders, allowing them to creatively design solutions across a broad spectrum of HCM functionalities.

After completing this course, students should be able to:

  • Articulate operational models for different types of International Human Capital Management approaches across multinational organizations

  • Acquire a definitive knowledge of the effective International HR competencies required to succeed in global HCM roles

  • Design strategic solutions to a range of global HCM challenges across a broad spectrum of HCM functionalities

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