Specific Outcomes:

• Defining Corporate Governance and HRM Governance
• King IV Report on Corporate Governance: Applying the 16 principles to HRM
• The role of HR governance within corporate governance
• Applying the 5 elements of HRM functional Governance:
  – Structure and accountability
  – Effective councils
  – Philosophy and operating principles
  – Core management activities
  –   Performance monitoring
• Developing a HRM Governance Framework
  – Strategic Alignment of HRM
  – HR Risk Management and Internal Controls
  – HR Process Management
  – HRM Transformation
  – HR Quality Assurance
• Aligning HRM Governance with business strategy
  – Defining SHRM
  – Developing a HRM Scorecard
  – 6 High Priority Strategic HRM objectives and related roles
  – Developing SHRM Metrics
• Applying the Strategic Performance Advisor model
  – Strategic HRM o HRM Governance
  – Business Intelligence
  – Workplace Advocacy
• Applying the 5-step HRM Risk Management
  – Identifying HR risks
  – Analyzing HR risks
  – Prioritizing HR risks
  – Implementing HR risks management strategies
  – Evaluating HR risks
• Diagnosis of current, Strategic HRM practices (Gap Analysis)
• HRM transformation
  – Step 1: Strategic Review and Analysis
  – Step 2: Strategic Role Clarification and Contracting
  – Step 3: Formulation and Development of Transformational Strategies
  – Step 4: Implementation of Transformational Strategies
  – Step 5: Measure and evaluate business impact and results
• HR Risk Management Case study

Specific Outcomes:

• The fundamentals of HRM policy development:
  – Defining HRM policy
  – Identifying the sources of HRM policies
  – Contextualizing the legislative HRM environment
  – Identifying the role players in HRM policy development (Stakeholder analysis by means of the Power-Interest Matrix)
  – Analyze and research current HRM policies and procedures
  – Identifying the characteristics and nature of HRM policy development and implementation
  – Identifying the levels of HRM policy-making
• The purpose, relevance of and need for HRM policies
  – Business models and strategic alignment of policies
  – Purpose of HRM policies
  – The need for HRM Policies
• Mastering the 6-step HRM policy development process:
  – Step 1: HRM Agenda-setting/issue identification
  – Step 2: HRM Policy Analysis
  – Step 3: Consultation and Co-ordination
  – Step 4: HRM Policy formulation (drafting) and adoption (decisions)
  – Step 5: HRM Policy implementation
  – Step 6: HRM Monitoring and Evaluation
• Ensuring compliance to HRM policy and labour legislation
• HRM as the custodian of organizational ethics
  – Developing an Ethical Code
  – Oversight – ensuring that organizational behaviour complies with this Ethical Code
  – HRM’s role in advocating and promoting workplace democracy, inclusivity and employee engagement
  – Establishing governance structures, councils and committees
  – HRM’s role in creating an ethical culture

Specific Outcomes:

• Defining HRM Auditing, scope and purpose thereof
• The governance business case for HRM Auditing
• 8 Critical success factors of HRM Auditing
• Diagnosis of current, HRM Auditing practices (Gap Analysis)
• Development of HRM Audit toolkit – primary, secondary and tertiary tools
• Applying the 3-step HRM Auditing process
  – Phase 1: Foundational/Initiation
  – Phase 2: Assessment
  – Phase 3: Concluding and Reporting
• Performance Monitoring – HRM Metrics of HRM performance:
  – Efficiency o Effectiveness
  – Strategic impact
• Diagnosis of current, HRM Metrics and Analytics practices (Gap Analysis)
• Human Capital Reporting
  – HRM Intelligence
  – HRM Quality Assurance and Continuous Improvement Processes (CIP)
• HRM Auditing Case study