Syllabus for HRM-550
STRATEGIC RECRUITMENT AND SELECTION
Regardless of industry, business unit, or department, people are every organization's key source of competitive advantage. In the war for talent, organizations have two choices: (1) develop strategic HR systems that support the recruitment and selection of highly qualified employees, or (2) hire employees with a poor fit, draining organizational resources and resulting in poor outcomes. Not only is recruiting the right people a difficult and daunting task, but selecting the best organizational fit is a significant challenge. Organizations must design a recruitment and selection process from a strategic perspective to successfully win the talent war. This course will focus on the best practices of strategic HR planning. Throughout the course you will be introduced to successful recruitment and selection programs and methods that can be adapted to any organization.
After completing this course, you should be able to:
CO1 Analyze the value of integrating a systems approach in developing a recruitment and selection
CO2 Analyze the role, importance, and principal uses of job and work analysis in the context of
CO3 Create a staffing strategy to meet organizational objectives using job analysis data to meet
specific strategic needs.
CO4 Assess and clearly articulate the uses and value of quantitative and qualitative methods of
testing in selecting the best-fit candidate for the organization.
CO5 Develop an argument for a specific recruitment strategy to increase the effectiveness of an
organization and the best-fit selection of candidates.
CO6 Formulate a selection checklist to increase the effectiveness of the evaluation and interview
process resulting in the selection of the best candidate.
CO7 Support an approach to continuous improvement of the strategic recruitment and selection
CO8 Evaluate how financial results are used to support the costs of a strategic approach to
recruitment and selection.
You will need the following materials to do the work of the course. The required textbook is available from the University's textbook supplier, MBS Direct.
systems approach. United Kingdom: Emerald Group Publishing Limited.
Boston, MA: Nicholas Brealey Publishing.
Strategic Recruitment and Selection is a three-credit, online graduate course consisting of eight modules. Modules include an overview, topics, learning objectives, study materials, and activities. Module titles are listed below.
Your formal work in the course will include discussion forums, written assignments, a midterm assignment, and a final project.
Consult the Course Calendar for assignment due dates.
One or more of your course activities may utilize a tool designed to promote original work and evaluate your submissions for plagiarism. More information about this tool is available in this document.
You are required to participate in seven graded discussion forums. Discussion forums are on a variety of topics associated with the courses modules. There is also an ungraded but required introduction forum in Module 1.
You are required to complete two written assignments.
You will participate in a Synchronous Event that focuses on preparation for your final paper and presentation.
The final paper will involve using the strategy developed throughout the course to create a business case for a strategic systems-based approach to recruitment and selection with an included budget for implementation of the plan. The project will also include a video presentation.
Your grade in the course will be determined as follows:
All activities will receive a numerical grade of 0–100. You will receive a score of 0 for any work not submitted. Your final grade in the course will be a letter grade. Letter grade equivalents for numerical grades are as follows:
To receive credit for the course, you must earn a letter grade of C or higher on the weighted average of all assigned course work (e.g., assignments, discussion postings, projects). Graduate students must maintain a B average overall to remain in good academic standing.
To succeed in this course, take the following first steps:
Consider the following study tips for success:
Thomas Edison State University is committed to maintaining academic quality, excellence, and honesty. The University expects all members of its community to share the commitment to academic integrity, an essential component of a quality academic experience.
Students at Thomas Edison State University are expected to exhibit the highest level of academic citizenship. In particular, students are expected to read and follow all policies, procedures, and program information guidelines contained in publications; pursue their learning goals with honesty and integrity; demonstrate that they are progressing satisfactorily and in a timely fashion by meeting course deadlines and following outlined procedures; observe a code of mutual respect in dealing with mentors, staff, and other students; behave in a manner consistent with the standards and codes of the profession in which they are practicing; keep official records updated regarding changes in name, address, telephone number, or e-mail address; and meet financial obligations in a timely manner. Students not practicing good academic citizenship may be subject to disciplinary action including suspension, dismissal, or financial holds on records.
All members of the University community are responsible for reviewing the Academic Code of Conduct Policy in the University Catalog and online at www.tesu.edu.
Thomas Edison State University expects all of its students to approach their education with academic integrity—the pursuit of scholarly activity free from fraud and deception. All mentors and administrative staff members at the University insist on strict standards of academic honesty in all courses. Academic dishonesty undermines this objective. Academic dishonesty can take the following forms:
Thomas Edison State University is committed to helping students understand the seriousness of plagiarism, which is defined as using the work and ideas of others without proper citation. The University takes a strong stance against plagiarism, and students found to be plagiarizing are subject to discipline under the academic code of conduct policy.
If you copy phrases, sentences, paragraphs, or whole documents word-for-word—or if you paraphrase by changing a word here and there—without identifying the author, or without identifying it as a direct quote, then you are plagiarizing. Please keep in mind that this type of identification applies to Internet sources as well as to print-based sources. Copying and pasting from the Internet, without using quotation marks and without acknowledging sources, constitutes plagiarism. (For information about how to cite Internet sources, see Online Student Handbook > Academic Standards > Citing Sources.)
Accidentally copying the words and ideas of another writer does not excuse the charge of plagiarism. It is easy to jot down notes and ideas from many sources and then write your own paper without knowing which words are your own and which are someone else’s. It is more difficult to keep track of each and every source. However, the conscientious writer who wishes to avoid plagiarizing never fails to keep careful track of sources.
Always be aware that if you write without acknowledging the sources of your ideas, you run the risk of being charged with plagiarism.
Clearly, plagiarism, no matter the degree of intent to deceive, defeats the purpose of education. If you plagiarize deliberately, you are not educating yourself, and you are wasting your time on courses meant to improve your skills. If you plagiarize through carelessness, you are deceiving yourself.
For examples of unintentional plagiarism, advice on when to quote and when to paraphrase, and information about writing assistance, click the links provided below.
Examples of Unintentional Plagiarism
When to Quote and When to Paraphrase
Writing Assistance at Smarthinking
Acts of both intentional and unintentional plagiarism violate the Academic Code of Conduct.
If an incident of plagiarism is an isolated minor oversight or an obvious result of ignorance of proper citation requirements, the mentor may handle the matter as a learning exercise. Appropriate consequences may include the completion of tutorials, assignment rewrites, or any other reasonable learning tool in addition to a lower grade for the assignment or course. The mentor will notify the student and appropriate dean of the consequence by e-mail.
If the plagiarism appears intentional and/or is more than an isolated incident, the mentor will refer the matter to the appropriate dean, who will gather information about the violation(s) from the mentor and student, as necessary. The dean will review the matter and notify the student in writing of the specifics of the charge and the sanction to be imposed.
Possible sanctions include:
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