COURSE INFORMATION Course Title: STRATEGIC TALENT AND HUMAN RESOURCES

Code	Course Type	Regular Semester	Theory	Practice	Lab	Credits	ECTS
BUS 416	B	2	3	0	0	3	7.5

Academic staff member responsible for the design of the course syllabus (name, surname, academic title/scientific degree, email address and signature)	Prof.Dr. Osman Köroğlu okoroglu@epoka.edu.al
Main Course Lecturer (name, surname, academic title/scientific degree, email address and signature) and Office Hours:	Prof.Dr. Osman Köroğlu okoroglu@epoka.edu.al , Friday 08:00-10:00
Second Course Lecturer(s) (name, surname, academic title/scientific degree, email address and signature) and Office Hours:	NA
Language:	English
Compulsory/Elective:	Elective
Study program: (the study for which this course is offered)	Master of Science in Business Administration
Classroom and Meeting Time:	-
Teaching Assistant(s) and Office Hours:	NA
Code of Ethics:	Code of Ethics of EPOKA University Regulation of EPOKA University "On Student Discipline"
Attendance Requirement:	75%
Course Description:	-
Course Objectives:	This course delves into the strategic role of talent management and HR. Course focuses on talent acquisition, development, and retention strategies and explores strategic HR management, aligning HR strategies with business goals. Key areas such as performance management, employee engagement, diversity and inclusion are covered. Students improve their learning through cases and SLR projects. By the end, students are prepared for leadership roles in HR and talent management, equipped to develop effective HR strategies. TM and HR difference Talent Management and Human Resources Management are both crucial to an organization's success, but they play different roles and have different responsibilities. Human Resources Management is the administrative arm, delivering on core HR needs and services to the organization. It includes responsibilities like day-to-day operations of the HR department, processes and procedures that dictate the day-to-day of every employee within the organization, interview phase, onboarding, training, and handling personnel issues. On the other hand, Talent Management is defined as the "systemic, planned effort to attract, retain, develop and motivate highly skilled employees and managers". It comes into play as teams grow, when it becomes crucial to decrease turnover rates, retain employees and engage them to achieve bigger goals. The relationship between Talent Management and Human Resources Management is that the strategy of Talent Management informs and dictates the decisions and actions taken by the Human Resources department. They are dependent upon each other to achieve an organization’s people goals. However, there are key differences that influence the role they play within an organization and how professionals in both areas approach their responsibilities. TM and HR Comparison - Meaning: Talent management is a strategic approach to attract, develop, and retain highly skilled employees and managers, while human resources management is the administrative function that handles the day-to-day operations and services related to employees. - Process: Talent management is integrated with the overall business processes and goals, while human resources management is a separate business function that deals with the management of human resources. - Strategic vs Operational: Talent management is strategic, as it focuses on the long-term vision and alignment of the organization's talent with its objectives, while human resources management is operational, as it deals with the tactical aspects of managing human resources, such as compensation, benefits, policies, etc. - Goal: Talent management aims to maximize the potential and performance of the organization's talent, while human resources management aims to maintain the compliance and satisfaction of the organization's employees. - Owners: Talent management involves the collaboration of leaders, managers, and employees throughout the organization, while human resources management is the responsibility of the human resources department and its specialists.

BASIC CONCEPTS OF THE COURSE

1	Strategic Human Resource Management (SHRM): This is an approach to managing human resources that supports long-term business goals and outcomes with a strategic framework. It focuses on longer-term people issues, matching resources to future needs, and macro-concerns about structure, quality, culture, values, commitment and matching resources to future needs.
2	Talent Management: This involves attracting, developing, and retaining skilled and valuable employees in the organization. It includes talent acquisition, talent development, and talent retention strategies.
3	Performance Appraisal and Management: This is the process of assessing and managing both individual and team performance. Effective performance management helps align the goals of individuals with the strategic goals of the organization.
4	Employee Engagement: This refers to the level of an employee’s commitment and connection to an organization. Higher engagement levels lead to higher productivity and better business outcomes.
5	Diversity and Inclusion: This involves understanding, accepting, and valuing differences between people, including those of different races, ethnicities, genders, ages, religions, disabilities. It also includes individuals with differences in education, personalities, skill sets, experiences, and knowledge bases.
6	Change Management: This is the process of helping individuals and organizations transition from their current state to a desired future state. It involves managing the change effectively to drive organizational success and outcomes.
7	Leadership: This involves influencing others to achieve a common goal. Leadership in HR can involve leading change, leading people, and being a strategic leader.
8	HR Data Analytics: This involves using HR data to drive decision-making and improve organizational performance. It can involve analyzing employee performance, turnover rates, hiring processes, and more to make better decisions about managing human resources.
9	Coaching and Mentoring: These are development techniques based on the use of one-to-one discussions to enhance an individual’s skills, knowledge, or work performance. It can involve a manager coaching their team members, or an external coach or mentor providing guidance and support.
10	Business Strategy: This involves understanding how external trends and internal drivers influence organizational strategy, business models, and the people strategy.

COURSE OUTLINE

Week	Topics
1	PART I Fundamentals of human resource management (Ch. 01-07) [The essence of HRM Human capital management The context of HRM The future of work HRM and organizational performance The ethical dimension of HRM Corporate social responsibility]
2	PART II The strategic approach to HRM (Ch. 08-09) and PART III Delivering HR (Ch. 10-11) [Strategic HRM HR strategy The role of HR The HRM role of line managers]
3	PART IV Human resource management processes (Ch. 12-16) [Evidence-based HRM HR analytics Digital HRM Knowledge management Competency-based HRM]
4	PART V Organization (Ch. 17-21) [Organizational behaviour Organization design Work design Job design Organization development]
5	PART VI Factors affecting the behaviour of people at work (Ch. 22-24) [Motivation Commitment Employee engagement]
6	PART VII People resourcing (Ch. 25-28) [Resourcing strategy Workforce planning Recruitment and selection Talent management]
7	Project Delivery (Midterm Week-no class) [and/or] PART VIII Employment practices (Ch. 29-33) [The employee experience Managing employment Managing diversity and inclusion Managing flexibility Managing home and hybrid working]
8	PART IX Learning and development (Ch. 34-40) [The basis of learning and development Strategic learning and development Organizational learning and the learning organization Individual learning The process of learning and development The practice of learning and development Leadership and management development]
9	PART X Performance management (Ch. 41-43) [The basis of performance management Performance management systems Performance leadership]
10	PART XI Reward management (Ch. 44-48) [The basis of reward management Reward strategy The practice of reward management Managing reward for special groups Reducing the gender pay gap]
11	PART XII Employment relations (Ch. 49-55) [The basis of employment relations Employment relations strategy The employment relationship The psychological contract The practice of industrial relations Employee voice Employee communications]
12	PART XIII Employee wellbeing (Ch. 56-57) and PART XIV HR practices (Ch. 58-60) [Principles and practice of employee wellbeing Health and safety HR policies HR procedures Dealing with the legal aspects of employment]
13	PART XV International HRM (Ch. 61-63) [The basis of international HRM The practice of international HRM Managing expatriates]
14	PART XVI People management skills and competencies (Ch. 64-82) and PART XVII Conclusion (Ch. 83) [Strategic people management skills Business skills Dealing with business issues from an HR perspective Problem-solving and decision-making skills Analytical and critical skills Research skills Statistical skills Selection interviewing skills Job, role and skills analysis and competency modelling Learning and development skills Negotiating skills Change management Influencing skills Leadership Handling people problems Handling challenging conversations Managing conflict Political skills Project management Trends in HRM]

Prerequisite(s):	-
Textbook(s):	Main Armstrong, M., & Taylor, S. (2023). Armstrong's Handbook of Human Resource Management Practice: A Guide to the Theory and Practice of People Management. Kogan Page Publishers. Weekly discussion: Each week, one chapter for each student 1. Dessler, G. (2024). Human Resources Management, Global Edition. Pearson 2. Bassett-Jones, N. (2023). Strategic Human Resource Management: A Systems Approach. Routledge. 3. Miller-Merrell, J. (2023). Digitizing Talent: Creative Strategies for the Digital Recruiting Age. Society For Human Resource Management. 4. Lauby, S. (2022). The SHRM Essential Guide to Talent Management: A Handbook for HR Professionals, Managers, Businesses, and Organizations. 5. Biech, E. (2022). Training & Development For Dummies. John Wiley & Sons. 6. Yorks, L., Abel, A. L., & Rotatori, D. (2022). Strategic human resource development in practice. Management for Professionals. Springer. 7. Tarique, I. (Ed.). (2021). Contemporary talent management: A research companion. Routledge. 8. Wiblen, S. (Ed.). (2021). Digitalised talent management: Navigating the human-technology interface. Routledge. 9. Pocztowski, A., Pauli, U., & Miś, A. (2020). Talent management in small and medium enterprises: Context, practices and outcomes. Routledge. 10. McDonnell, A., & Wiblen, S. (2020). Talent management: A research overview. Routledge. 11. Collings D. G., Scullion H., Caligiuri P. M. (2019). Global Talent Management. Routledge. 12. Sparkman, R. (2018). Strategic workforce planning: Developing optimized talent strategies for future growth. Kogan Page Publishers. 13. Thunnissen, M., & Gallardo-Gallardo, E. (2017). Talent management in practice: An integrated and dynamic approach. Emerald Publishing Limited. 14. Berger, L. A., & Berger, D. (2017). The talent management handbook: Making culture a competitive advantage by acquiring, identifying, developing, and promoting the best people. McGraw Hill Professional. 15. Collings, D. G., Mellahi, K., & Cascio, W. F. (Eds.). (2017). The Oxford handbook of talent management. Oxford University Press. 16. Mello, J. A. (2014). Strategic Human Resource Management. Cengage Learning.
Additional Literature:	-
Laboratory Work:	-
Computer Usage:	-
Others:	No

COURSE LEARNING OUTCOMES

1	Develop advanced knowledge and expertise in the field of talent management and strategic human resources.
2	Effectively communicate and present key concepts (refer to assessments).
3	Analyze and critically evaluate talent management and strategic human resources cases (refer to assessments).
4	Demonstrate the ability to plan and conduct a systematic literature review (refer to assessments).
5	Showcase the ability to contribute valuable insights to academic literature (refer to assessments).
6	Understand the Strategic Role of HR and Talent Management.
7	Master Talent Acquisition, Development, and Retention Strategies.
8	Develop and Implement HR Strategies.
9	Understand Key Areas in HR.
10	Apply Learning in Real-World Scenarios.

COURSE CONTRIBUTION TO... PROGRAM COMPETENCIES (Blank : no contribution, 1: least contribution ... 5: highest contribution)

No	Program Competencies	Cont.
Master of Science in Business Administration Program
1	Integrate theories from business and economics to tackle business problem	5
2	Inspire an open minded-attitude through continuous learning and team-work.	5
3	Demonstrate ethical, social, and legal responsibilities in organizations	5
4	Organize and pursue scientific research projects	5
5	Enhance persuasive communication and presentation capabilities.	5
6	Critically evaluate contemporary research in specific business areas.	5

COURSE EVALUATION METHOD

Method	Quantity	Percentage
Presentation	1	35
Project	1	35
Final Exam	1	30
	Total Percent:	100%

ECTS (ALLOCATED BASED ON STUDENT WORKLOAD)

Activities	Quantity	Duration(Hours)	Total Workload(Hours)
Course Duration (Including the exam week: 16x Total course hours)	16	3	48
Hours for off-the-classroom study (Pre-study, practice)	16	8	128
Mid-terms	0	0	0
Assignments	0	0	0
Final examination	1	11.5	11.5
Other	0	0	0
Total Work Load:			187.5
Total Work Load/25(h):			7.5
ECTS Credit of the Course:			7.5

CONCLUDING REMARKS BY THE COURSE LECTURER

Excellent