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HRMT58815
Human Resource Planning

I: Administrative Information II: Course Details III: Topical Outline(s) Printable Version

Section I: Administrative Information

42.0 3.0 Total hours:
Credit Value:
Credit Value Notes: N/A
Effective: Fall 2018
Pre/Co/Equiv Notes: N/A
Prerequisites: N/A
Corequisites: N/A
Equivalents: N/A

Program(s): Human Resource Management
Program Coordinator(s): John Hardisty Status: Approved (APPR)
Course Leader or Contact: Edna Francis
Version: 20180904_00

Section I Notes: Approval date by H.R.P.A. toward C.H.R.P. accreditation: March 1994

Section II: Course Details

Detailed Description
This course is designed to provide students with knowledge and skills in Human Resource Planning (HRP). Planning for human resources focuses on anticipating HR supplies and demands relative to changing conditions inside and outside an organization. To be effective, it must be done at all levels of the organization and coexist with the business planning process. Major areas to be studied include: basic concepts of business planning; nature and scope of HRP activities; evaluation/auditing of HRP activities; Human Resource Information Systems (HRIS) in implementing HRP strategies; introducing and implementing an HRP program; and assessing and forecasting HR needs. Students learn through activities such as group work, lectures, observation and field work. Quantitative as well as qualitative concepts, approaches and techniques are emphasized. Numerous applications including practical examples and cases based on various large and small firm's organizational experiences will be utilized.

Program Context

Human Resource Management

Program Coordinator(s): John Hardisty

As a strategic partner of the organization, Human Resources must develop a plan to effectively manage the human element as it relates to the future strategy of the company. This course provides the student an additional tool to best manage the human capital of the organization. This course is accredited by the Human Resources Professional Association towards a C.H.R.P. designation (70% minimum is required by the HRPA).

Course Critical Performance and Learning Outcomes

Critical Performance:

By the end of this course, students will have demonstrated the ability to develop human resources plans that are based on the rigorous analysis of internal and external indicators and which are guided by the organizations' strategic plan.

Learning Outcomes:

To achieve the critical performance, students will have demonstrated the ability to:

1. Outline the steps involved in the development and implementation of human resource plans.

2. Discuss the role and responsibilities of Human Resources in the planning function.

3. Prepare policy and procedure guidelines that inform other about and support the HR planning process.

4. Gather and analyze pertinent labour market data that will impact on the HR plan.

5. Analyze internal organizational data that will impact on the HR plan.

6. Exhibit both rigour and complexity of analysis when working with data for the HR plan.

7. Develop appropriate responses to the over or undersupply of critical human resources.

8. Differentiate between short term and long term responses to the challenges of balancing human resource needs.

9. Evaluate the effectiveness of an organization's HR planning activities.

Evaluation Plan
Students demonstrate their learning in the following ways:

Evaluation Plan: IN-CLASS

Evaluation Notes and Academic Missed Work Procedure:

Students will undertake a project that describes, analyzes and evaluates HR planning initiatives being undertaken by a company. In Part 1 (10% of final grade - Due Week 6), students will describe the company's HRP initiatives and analyze how the environment in which the company operates impacts its HRP activities. In Part 2 (20% of final grade - Due Week 12), students will further develop Part 1 by applying one of the topics covered in the second half of the course to the company's planning initiatives.

Provincial Context
The course meets the following Ministry of Training, Colleges and Universities requirements:

Communication Skills - Communicate clearly, concisely and correctly in the written, spoken, visual form that fulfills the purpose and meets the needs of the audience.

Communication Skills - Respond to written, spoken, or visual messages in a manner that ensures effective communication.

Personal Skills - Take responsibility for one's own actions, decisions, and consequences.

Personal Skills - Manage the use of time and other resources to complete projects.

Numeracy - Execute mathematical operations accurately.

Interpersonal Skills - Interact with others in groups or teams in ways that contribute to effective working relationships and the achievement of goals.

Interpersonal Skills - Show respect for the diverse opinions, values, belief systems, and contributions of others.

Information Management - Locate, select, organize and document information using appropriate technology and information systems.

Information Management Skills - Analyze, evaluate, and apply relevant information from a variety of sources.

Critical Thinking & Problem Solving - Apply a systematic approach to solve problems.

Critical Thinking & Problem Solving Skills - Use a variety of thinking skills to anticipate and solve problems.

Section III: Topical Outline

Some details of this outline may change as a result of circumstances such as weather cancellations, College and student activities, and class timetabling.
Instruction Mode: In-Class
Course Details:

WEEK ONE:

TOPIC 1 NATURE AND SCOPE OF HRP:

- Concept & Meaning of HRP
- Linkages with Business Planning & Strategies
- Benefits of HRP
- Elements of Process of HRP
Reading: Belcourt & McBey, Ch. 1
______________________________________________________________________

WEEK TWO, THREE AND FOUR:

TOPIC 2 PREPARING FOR HRP:
- Job Analysis
- Human Resource Management/Information System
- Environmental Scanning
Reading: Belcourt & McBey, Ch. 2,3,& 4
______________________________________________________________________

WEEK FIVE and SIX:

TOPIC 3 ASSESSING & FORECASTING HR REQUIREMENT:

- Benefits of HR Forecasting
- Aggregated vs. Disaggregated Forecasts
- Planning Horizon
- Qualitative and Quantitative Forecasting Methods
- Demand & Supply Side Forecasting
- Forecasting Net HR Requirements
- Project Part 1 DUE IN WEEK SIX: (10%)
Reading: Belcourt & McBey, Ch. 5,6 & 7
______________________________________________________________________

WEEK SEVEN:

- MID TERM EXAMINATION (35%)
_____________________________________________________________________

WEEK EIGHT:

TOPIC 4 KEY HR PROGRAM INITIATIVES AND CONSIDERATIONS:

- Employee Competencies, Training & Development
- Succession Management and Career Planning
- Managing Workforce Diversity
- Employment Equity Plans
- Flexible/Alternative Work Arrangements
- Managing Turnover & Other HR Flows
Reading: Belcourt & McBey, Ch. 8 & 9
______________________________________________________________________

WEEK NINE, TEN AND ELEVEN:

TOPIC 5 SELECTED STRATEGIC OPTIONS AND THEIR HRP IMPLICATIONS:
- Organizational Restructuring
- Globalization of Operations
- Mergers & Acquisitions
- Market/Competitive Strategies
- Organizational Flexibility & Change
Reading: Belcourt & McBey, Ch. 10,11,12 & 13
______________________________________________________________________

WEEK TWELVE:

TOPIC 6 PROGRAM EVALUATION:

- Importance of Evaluation
- Criteria & Techniques of Evaluation
- Cost-Benefit Assessments
- Audits, Utility Analysis & Impact Studies
- Client Satisfaction
- Project Part 2 DUE IN WEEK TWELVE: (20%)
Reading: Belcourt & McBey, Ch. 14
______________________________________________________________________

WEEK THIRTEEN:

TOPIC 7 NEW DEVELOPMENTS & TRENDS
Reading: Belcourt & McBey, Ch. 15
______________________________________________________________________

WEEK FOURTEEN:

- FINAL EXAMINATION (35%)
______________________________________________________________________
Professor: Multiple Professors
Resource(s):

Type

Description

Required

Textbook

Strategic Human Resource Planning, Belcourt, M. and K. McBey, ITP Nelson, 3, 2007

Optional

Other

REFERENCES: Burack, E.H. and Mathys, N.J., Human Resource Planning: A Pragmatic Approach to Manpower Staffing and Development, Brace-Park Press, Illinois, 1987. Rothwell, W.J. and Kazanas, H.C., Strategic Human Resources Planning and Management Prentice-Hall, H.J., 1988 Scrinivas, K.M., Human Resource Management: Contemporary Perspectived in Canada, McGraw-Hill, Canada, 1984. Walker, James W., Human Resource Strategy, McGraw-Hill, Canada, 1992. SUGGESTED JOURNALS: Human Resource Planning, the Human Resource Planning Society, New York The HR Planning Newsletter, Advanced Personnel Systems, Sunnyvale, California

Applicable student group(s): Business - Human Resource Students, Human Resource Management Co-op Students

Sheridan Policies

All Sheridan policies can be viewed on the Sheridan policy website.

Academic Integrity: The principle of academic integrity requires that all work submitted for evaluation and course credit be the original, unassisted work of the student. Cheating or plagiarism including borrowing, copying, purchasing or collaborating on work, except for group projects arranged and approved by the professor, or otherwise submitting work that is not the student's own, violates this principle and will not be tolerated. Students who have any questions regarding whether or not specific circumstances involve a breach of academic integrity are advised to review the Academic Integrity Policy and procedure and/or discuss them with the professor.

Copyright: A majority of the course lectures and materials provided in class and posted in SLATE are protected by copyright. Use of these materials must comply with the Acceptable Use Policy, Use of Copyright Protected Work Policy and Student Code of Conduct. Students may use, copy and share these materials for learning and/or research purposes provided that the use complies with fair dealing or an exception in the Copyright Act. Permission from the rights holder would be necessary otherwise. Please note that it is prohibited to reproduce and/or post a work that is not your own on third-party commercial websites including but not limited to Course Hero or OneNote. It is also prohibited to reproduce and/or post a work that is not your own or your own work with the intent to assist others in cheating on third-party commercial websites including but not limited to Course Hero or OneNote.

Intellectual Property: Sheridan's Intellectual Property Policy generally applies such that students own their own work. Please be advised that students working with external research and/or industry collaborators may be asked to sign agreements that waive or modify their IP rights. Please refer to Sheridan's IP Policy and Procedure.

Respectful Behaviour: Sheridan is committed to provide a learning environment that supports academic achievement by respecting the dignity, self-esteem and fair treatment of every person engaged in the learning process. Behaviour which is inconsistent with this principle will not be tolerated. Details of Sheridan's policy on Harassment and Discrimination, Academic Integrity and other academic policies are available on the Sheridan policy website.

Accessible Learning: Accessible Learning coordinates academic accommodations for students with disabilities. For more information or to register, please see the Accessible Learning website (Statement added September 2016)

Course Outline Changes: The information contained in this Course Outline including but not limited to faculty and program information and course description is subject to change without notice. Any changes to course curriculum and/or assessment shall adhere to approved Sheridan protocol. Nothing in this Course Outline should be viewed as a representation, offer and/or warranty. Students are responsible for reading the Important Notice and Disclaimer which applies to Programs and Courses.

[ Printable Version ]

Copyright © Sheridan College. All rights reserved.

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HRMT58815 Human Resource Planning I: Administrative Information II: Course Details III: Topical Outline(s) Printable Version Section I: Administrative Information 42.0 3.0 Total hours: Credit Value: Credit Value Notes: N/A Effective: Fall 2018 Pre/Co/Equiv Notes: N/A Prerequisites: N/A Corequisites: N/A Equivalents: N/A Program(s): Human Resource Management Program Coordinator(s): John Hardisty Status: Approved (APPR) Course Leader or Contact: Edna Francis Version: 20180904_00 Section I Notes: Approval date by H.R.P.A.

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HRMT59120
Recruiting and Selection

I: Administrative Information II: Course Details III: Topical Outline(s) Printable Version

Section I: Administrative Information

56.0 4.0 Total hours:
Credit Value:
Credit Value Notes: N/A
Effective: Fall 2018
Pre/Co/Equiv Notes: Pre-Requisite: Post Diploma Program Entrance See Section I Notes
Prerequisites: N/A
Corequisites: N/A
Equivalents: N/A

Program(s): Human Resource Management
Program Coordinator(s): John Hardisty Status: Approved (APPR)
Course Leader or Contact: John Hardisty
Version: 20180904_00

Section I Notes: The prerequisites for this course are: (1)University degree or College Diploma and or equivalent combination of education and work-related experience (Post-Diploma - one year certificate program). OR (2)Combined "C" average in HRMT2003 (required) and HRMT3001 (preferred) (diploma program). An overall "B" average is required in HRMT2007 for accreditation towards a C.H.R.M. from H.R.P.A.O.

Section II: Course Details

Detailed Description
The course is designed to allow students to acquire the knowledge of current effective recruiting and selection practices. Students will have the opportunity to practice and develop the skills required for entry level positions in this specialty. The dynamic legislative environment and the impact of the employment function of an organization will be examined in depth.Students learn through a variety of experiences including role plays, demonstration videos, group problem-solving, case analysis and lecture and discussion sessions.

Program Context

Human Resource Management

Program Coordinator(s): John Hardisty

A primary objective of the human resources function is to help an organization attract and retain an effective workforce. The skills and knowledge acquired in this course prepare the student to effectively contribute to meeting this objective. This is a required course for the one year diploma in Human Resources Management and is accredited as a designated elective (DEC) which may be used in qualification to write the Comprehensive Provincial Examination set by the Human Resources Professionals Association of Ontario.

Course Critical Performance and Learning Outcomes

Critical Performance:

By the end of this course, students will have demonstrated the ability to create a recruitment and selection strategy that employs current methodologies, is in alignment with applicable legislative requirements and which supports the organization's strategic goals for talent management.

Learning Outcomes:

To achieve the critical performance, students will have demonstrated the ability to:

1. Discuss the strategic and operational importance of recruitment and selection in the overall context of talent management.

2. Identify how recruitment and selection processes can be designed to meet applicable legislation (eg. Human Rights and Employment Equity).

3. Articulate candidate qualifications for a specific job based on the analysis of existing job related data.

4. Select appropriate recruitment channels based on the candidate qualifications, the desired audience and time and cost effectiveness.

5. Develop a customized selection process based on the candidate qualifications, reliability and validity of the methods, and the time and cost effectiveness of the methods.

6. Employ appropriate interpersonal skills (eg. listening skills, verbal skills) and critical thinking in the execution of a variety of selection techniques.

7. Discuss the key elements of a job offer.

8. Evaluate the effectiveness of a recruitment and selection strategy including a cost/benefit analysis.

Evaluation Plan
Students demonstrate their learning in the following ways:

Evaluation Plan: IN-CLASS

Evaluation Notes and Academic Missed Work Procedure:

Provincial Context
The course meets the following Ministry of Training, Colleges and Universities requirements:

Communication Skills - Respond to written, spoken, or visual messages in a manner that ensures effective communication.

Communication Skills - Communicate clearly, concisely and correctly in the written, spoken, visual form that fulfills the purpose and meets the needs of the audience.

Personal Skills - Take responsibility for one's own actions, decisions, and consequences.

Personal Skills - Manage the use of time and other resources to complete projects.

Numeracy - Execute mathematical operations accurately.

Interpersonal Skills - Interact with others in groups or teams in ways that contribute to effective working relationships and the achievement of goals.

Interpersonal Skills - Show respect for the diverse opinions, values, belief systems, and contributions of others.

Information Management - Locate, select, organize and document information using appropriate technology and information systems.

Information Management Skills - Analyze, evaluate, and apply relevant information from a variety of sources.

Critical Thinking & Problem Solving - Apply a systematic approach to solve problems.

Critical Thinking & Problem Solving Skills - Use a variety of thinking skills to anticipate and solve problems.

Section III: Topical Outline

Some details of this outline may change as a result of circumstances such as weather cancellations, College and student activities, and class timetabling.
Instruction Mode: In-Class
Course Details:

WEEK ONE:

Introduction/Legal Environment

- definition of recruiting and selection
- importance of the employment function
- costs of selection process
______________________________________________________________________

WEEK TWO:

Introduction/Legal Environment
Reference: Catano - Chapters 1 and 2

- evaluating the effectiveness of the recruiting function
- changing labor market
- key sections of Human Rights Code
- Bona Fide requirements
- Duty to Accommodate
- Appropriate Interview questions
- H.R. Guidelines re: The Selection Process
______________________________________________________________________

WEEK THREE:

Identifying Job Requirements/Finding Applicants
Readings: Catano - Chapters 4, 5 and 6

- vacancies and H.R.'s responsibility
- investigative interview with line manager
- effective internal recruiting
______________________________________________________________________

WEEK FOUR:

Identifying Job Requirements/Finding Applicants
Readings: Catano - Chapters 4, 5 and 6

- external recruiting strategies
- constraints faced by recruiting specialists
- realistic recruitment

Assignment #1 Due - 20%
______________________________________________________________________

WEEK FIVE:

Identifying Candidates to Interview
Readings: Catano - Chapters 7 and 8

- format and value of the application form
- eight steps in the selection process
______________________________________________________________________

WEEK SIX AND SEVEN:

Topic: Identifying Candidates to Interview
Readings: Catano - Chapters 7 and 8

- screening applications and resumes
- telephone screening interviews
- tests, their uses, limitations and advantages
- reliability and validity related to tests

Test #1 - 25%
______________________________________________________________________

WEEKS EIGHT TO THIRTEEN:

Topic: Interviewing Skills
Readings: Catano - Chapter 9

- purpose of the selection interview
- steps in the selection interview
- interview formats
- planning the interview around a clear agenda
- reliability and validity in selection interviews
- communication skills required in conducting the interview
- characteristics/behaviours of an accomplished interviewer
- interviewer errors
- traditional interview vs Behaviour Description Interviewing
- developing questions patterned after "critical incidents" and
behaviour descriptions
- taxonomy of information acquired

Assignment #2 Due in Week Thirteen - 20%
______________________________________________________________________

WEEK FOURTEEN:

Topic: Collecting Further Data and Selecting and Landing the
Right Candidate
Readings: Catano - Chapter 10

- reference checks
- reference check consent form
- three methods
- asking the right questions
- what to do with the information
- evaluating your information
- using a "weighted" evaluation form
- making the job offer
- confirming the arrangements
- advising the unsuccessful candidates

Interview Role Play - 30%

Final Examination - 25%
______________________________________________________________________
Professor: Multiple Professors
Resource(s):

Type

Description

Required

Textbook

Recruitment and Selection in Canada, Catano, Victor M.et al, TP Nelson, 3, 2006

Optional

Other

References: Behaviour Description Interviewing, Janz, Tom, Hellervik, Lowell and Gilmore, David C., Allyn and Bacon, Inc., 1986. Human Resource Management in Canada, Dessler, Gary and Turner, Alvin, Canadian 5th Edition, Prentice-Hall, 1992. Canadian Recruitment Management Handbook, Kelly, John G., CCH Canadian Limited, 1986. Robert Half on Hiring, Half, Robert, Crown, Publishers, 1985. Organizational Entry: Recruitment, Selection, Orientation and Socialization of Newcomers; Wanous, J.P., 2nd Edition, Addison Wesley Publishing Co. Inc., 1992. One to One: Interviewing, Selecting, Appraising, and Counselling Employees, Goodale, James G., Prentice-Hall Inc., 1992. Recruitment: Science and Practice, Breaugh, James A., PWS-Kent, Boston, 1992. Materials: Ontario Human Rights Pamphlets and Brochures.

Applicable student group(s): Human Resources Management Post Diploma Students

Sheridan Policies

All Sheridan policies can be viewed on the Sheridan policy website.

Academic Integrity: The principle of academic integrity requires that all work submitted for evaluation and course credit be the original, unassisted work of the student. Cheating or plagiarism including borrowing, copying, purchasing or collaborating on work, except for group projects arranged and approved by the professor, or otherwise submitting work that is not the student's own, violates this principle and will not be tolerated. Students who have any questions regarding whether or not specific circumstances involve a breach of academic integrity are advised to review the Academic Integrity Policy and procedure and/or discuss them with the professor.

Copyright: A majority of the course lectures and materials provided in class and posted in SLATE are protected by copyright. Use of these materials must comply with the Acceptable Use Policy, Use of Copyright Protected Work Policy and Student Code of Conduct. Students may use, copy and share these materials for learning and/or research purposes provided that the use complies with fair dealing or an exception in the Copyright Act. Permission from the rights holder would be necessary otherwise. Please note that it is prohibited to reproduce and/or post a work that is not your own on third-party commercial websites including but not limited to Course Hero or OneNote. It is also prohibited to reproduce and/or post a work that is not your own or your own work with the intent to assist others in cheating on third-party commercial websites including but not limited to Course Hero or OneNote.

Intellectual Property: Sheridan's Intellectual Property Policy generally applies such that students own their own work. Please be advised that students working with external research and/or industry collaborators may be asked to sign agreements that waive or modify their IP rights. Please refer to Sheridan's IP Policy and Procedure.

Respectful Behaviour: Sheridan is committed to provide a learning environment that supports academic achievement by respecting the dignity, self-esteem and fair treatment of every person engaged in the learning process. Behaviour which is inconsistent with this principle will not be tolerated. Details of Sheridan's policy on Harassment and Discrimination, Academic Integrity and other academic policies are available on the Sheridan policy website.

Accessible Learning: Accessible Learning coordinates academic accommodations for students with disabilities. For more information or to register, please see the Accessible Learning website (Statement added September 2016)

Course Outline Changes: The information contained in this Course Outline including but not limited to faculty and program information and course description is subject to change without notice. Any changes to course curriculum and/or assessment shall adhere to approved Sheridan protocol. Nothing in this Course Outline should be viewed as a representation, offer and/or warranty. Students are responsible for reading the Important Notice and Disclaimer which applies to Programs and Courses.

[ Printable Version ]

Copyright © Sheridan College. All rights reserved.

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HRMT59120 Recruiting and Selection I: Administrative Information II: Course Details III: Topical Outline(s) Printable Version Section I: Administrative Information 56.0 4.0 Total hours: Credit Value: Credit Value Notes: N/A Effective: Fall 2018 Pre/Co/Equiv Notes: Pre-Requisite: Post Diploma Program Entrance See Section I Notes Prerequisites: N/A Corequisites: N/A Equivalents: N/A Program(s): Human Resource Management Program Coordinator(s): John Hardisty Status: Approved (APPR) Course Leader or Contact: John Hardisty Version: 20180904_00 Section I Notes: The prerequisites for this course are: (1)University degree or College Diploma and or equivalent combination of education and work-related experience (Post-Diploma - one year certificate program).

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HRMT56613
Occupational Health and Safety

I: Administrative Information II: Course Details III: Topical Outline(s) Printable Version

Section I: Administrative Information

56.0 4.0 Total hours:
Credit Value:
Credit Value Notes: N/A
Effective: Fall 2018
Pre/Co/Equiv Notes: N/A
Prerequisites: N/A
Corequisites: N/A
Equivalents: N/A

Program(s): Human Resource Management
Program Coordinator(s): John Hardisty Status: Approved (APPR)
Course Leader or Contact: N/A
Version: 20180904_00

Section I Notes: THIS COURSE HAS APPROVAL BY HRPAO TOWARD CHRP DESIGNATION: MARCH 1994

Section II: Course Details

Detailed Description
Students examine the health & safety legislation focusing on Ontario Acts and Regulations including OHSA, WHMIS, and the WSIA. Through experiential learning, in-class discussions, presentations and lectures, students demonstrate the requirements necessary for legal compliance and social responsibility within the health & safety field and its impact on the organization.

Program Context

Human Resource Management

Program Coordinator(s): John Hardisty

This is a required course in term 3 of the Human Resources program. It builds upon the knowledge and skills acquired in the first year Human Resource Management courses and is a compulsory academic component towards CHRP designation.

Course Critical Performance and Learning Outcomes

Critical Performance:

By the end of this course, students will have demonstrated the ability to source various relevant legislative documents pertaining to health and safety including the OHSA, WSIA and their regulations. They will be able to determine requirements for compliance, recommend controls for hazards and monitor a WSIB claim.

Learning Outcomes:

To achieve the critical performance, students will have demonstrated the ability to:

1. Research the appropriate health and safety legislation and best practices pertaining to a specific workplace.

2. Apply the fundamentals of the legislation to the workplace.

3. Develop policies and procedures that will create a positive and sustainable health and safety culture.

4. Discuss recommendations for specific hazards in the workplace following the identifications and assessment of such.

5. Describe the steps of a workplace inspection.

6. Explain the stages of an accident investigation.

7. Compute health and safety statistics such as frequency, severity, LOE and NEL.

8. Organize the required documentation for a WSIB claim.

9. Articulate the obligations of the workplace parties regarding a WSIB claim and a RWT.

Evaluation Plan
Students demonstrate their learning in the following ways:

Evaluation Plan: IN-CLASS

Evaluation Notes and Academic Missed Work Procedure:

Provincial Context
The course meets the following Ministry of Training, Colleges and Universities requirements:

Communication Skills - Communicate clearly, concisely and correctly in the written, spoken, visual form that fulfills the purpose and meets the needs of the audience.

Communication Skills - Respond to written, spoken, or visual messages in a manner that ensures effective communication.

Critical Thinking & Problem Solving Skills - Use a variety of thinking skills to anticipate and solve problems.

Critical Thinking & Problem Solving - Apply a systematic approach to solve problems.

Information Management Skills - Analyze, evaluate, and apply relevant information from a variety of sources.

Personal Skills - Take responsibility for one's own actions, decisions, and consequences.

Personal Skills - Manage the use of time and other resources to complete projects.

Interpersonal Skills - Interact with others in groups or teams in ways that contribute to effective working relationships and the achievement of goals.

Interpersonal Skills - Show respect for the diverse opinions, values, belief systems, and contributions of others.

Information Management - Locate, select, organize and document information using appropriate technology and information systems.

Section III: Topical Outline

Some details of this outline may change as a result of circumstances such as weather cancellations, College and student activities, and class timetabling.
Instruction Mode: In-Class
Course Details:

Module 1. Introduction and Health and Safety

- OHS & Human Resources
- Why we have OHS Legislation
- Responsibility for Health & Safety in the workplace
- Basic OHS concepts, policies and practices in business and
government
- Health and Safety theories Handouts
- Health and Safety Profession

______________________________________________________________________

Module 2. The Occupational Health & Safety Act and Regulations

(Ontario)
- Outline, scope and key provisions
- Rights and responsibilities of companies, supervisors and
workers
- Joint Health & Safety Committees, reps and certified members
- Bilateral/unilateral work stoppage
- Work refusal
- Role of Ministry of Labour
- Designated substances
- Enforcement
- Regulation 851 for industrial establishments

Occupational Health & Safety Act & Regulations
______________________________________________________________________

Module 3. WHMIS (The Right to Know)

- Why it was developed and legislation
- Impact on organizations
- Material Safety Data Sheets (MSDS)
- Labeling
- Training

WHMIS Regulation
______________________________________________________________________

Review and Mid-Term Exam (30%)
Policy Assignment Due
______________________________________________________________________

Module 4. Emergency Preparedness

- Objectives of an elective program
- Elements of an emergency preparedness program

______________________________________________________________________

Module 5. Specific Hazards

- Making the link from WHMIS to specific hazards
- Factors contributing to safety hazards
- Specific hazards material handling, energy, confined spaces,
and machine hazards
- Class Presentations on chemical, biological, ergonomics,
vibration, radiation, temperatures, noise, stress and
fire protection
_________________________________________________________________

Module 6. Inspections and Investigations

- Preparation for an inspection
- The inspection process
- Implications of the inspection report and the follow up
- Definition of a critical injury
- The objectives of an investigation and the process
- Implications of an investigation report and the follow up
- The Coroner's Act and its impact on an investigation
- Frequency and severity rates
______________________________________________________________________

Module 7. The Workplace Safety & Insurance Act

- History of WSIB
- Classification of companies and premium structures
- Definition of an accident
- WSI forms, procedures and reporting requirements
- Benefits available to workers
- Return to work obligations
- Market re-entry obligations

______________________________________________________________________

Review and Final Exam (30%)
___________________________________________________________________
Professor: Multiple Professors
Resource(s):

Type

Description

Optional

Other

Pocket Ontario OH&S Act & Regulations, Consolidated Edition, Carswell, 2013 ISBN: 9780779814770 Management of Occupational Health and Safety, Kelloway, Nelson Canada, Custom Publication ADDITIONAL RESOURCES: Workplace Safety and Insurance Act (Ontario)

Applicable student group(s): Human Resources Management Post-Diploma

Sheridan Policies

All Sheridan policies can be viewed on the Sheridan policy website.

Academic Integrity: The principle of academic integrity requires that all work submitted for evaluation and course credit be the original, unassisted work of the student. Cheating or plagiarism including borrowing, copying, purchasing or collaborating on work, except for group projects arranged and approved by the professor, or otherwise submitting work that is not the student's own, violates this principle and will not be tolerated. Students who have any questions regarding whether or not specific circumstances involve a breach of academic integrity are advised to review the Academic Integrity Policy and procedure and/or discuss them with the professor.

Copyright: A majority of the course lectures and materials provided in class and posted in SLATE are protected by copyright. Use of these materials must comply with the Acceptable Use Policy, Use of Copyright Protected Work Policy and Student Code of Conduct. Students may use, copy and share these materials for learning and/or research purposes provided that the use complies with fair dealing or an exception in the Copyright Act. Permission from the rights holder would be necessary otherwise. Please note that it is prohibited to reproduce and/or post a work that is not your own on third-party commercial websites including but not limited to Course Hero or OneNote. It is also prohibited to reproduce and/or post a work that is not your own or your own work with the intent to assist others in cheating on third-party commercial websites including but not limited to Course Hero or OneNote.

Intellectual Property: Sheridan's Intellectual Property Policy generally applies such that students own their own work. Please be advised that students working with external research and/or industry collaborators may be asked to sign agreements that waive or modify their IP rights. Please refer to Sheridan's IP Policy and Procedure.

Respectful Behaviour: Sheridan is committed to provide a learning environment that supports academic achievement by respecting the dignity, self-esteem and fair treatment of every person engaged in the learning process. Behaviour which is inconsistent with this principle will not be tolerated. Details of Sheridan's policy on Harassment and Discrimination, Academic Integrity and other academic policies are available on the Sheridan policy website.

Accessible Learning: Accessible Learning coordinates academic accommodations for students with disabilities. For more information or to register, please see the Accessible Learning website (Statement added September 2016)

Course Outline Changes: The information contained in this Course Outline including but not limited to faculty and program information and course description is subject to change without notice. Any changes to course curriculum and/or assessment shall adhere to approved Sheridan protocol. Nothing in this Course Outline should be viewed as a representation, offer and/or warranty. Students are responsible for reading the Important Notice and Disclaimer which applies to Programs and Courses.

[ Printable Version ]

Copyright © Sheridan College. All rights reserved.

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HRMT56613 Occupational Health and Safety I: Administrative Information II: Course Details III: Topical Outline(s) Printable Version Section I: Administrative Information 56.0 4.0 Total hours: Credit Value: Credit Value Notes: N/A Effective: Fall 2018 Pre/Co/Equiv Notes: N/A Prerequisites: N/A Corequisites: N/A Equivalents: N/A Program(s): Human Resource Management Program Coordinator(s): John Hardisty Status: Approved (APPR) Course Leader or Contact: N/A Version: 20180904_00 Section I Notes: THIS COURSE HAS APPROVAL BY HRPAO TOWARD CHRP DESIGNATION: MARCH 1994 Section II: Course Details Detailed Description Students examine the health & safety legislation focusing on Ontario Acts and Regulations including OHSA, WHMIS, and the WSIA.

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HRMT51427
Industrial Relations

I: Administrative Information II: Course Details III: Topical Outline(s) Printable Version

Section I: Administrative Information

56.0 4.0 Total hours:
Credit Value:
Credit Value Notes: N/A
Effective: Fall 2018
Pre/Co/Equiv Notes: N/A
Prerequisites: N/A
Corequisites: N/A
Equivalents: N/A

Program(s): Human Resource Management
Program Coordinator(s): John Hardisty Status: Approved (APPR)
Course Leader or Contact: Linda Yates Cameron
Version: 20180904_00

Section I Notes: Accredited by HRPAO for CHRP designation: March 1994.

Section II: Course Details

Detailed Description
Students are introduced to the concepts, legal framework and procedures underlying the formation, structure, and operation of unions; the process of negotiating collective agreements; and the handling of grievances and grievance arbitration. In addition, the role of the Human Resources professional working in industrial relations and key issues facing these professionals are examined. Students learn through a variety of experiences including lecture and observation, videos, self study and situational problem solving.

Program Context

Human Resource Management

Program Coordinator(s): John Hardisty

See Topical Outline

Course Critical Performance and Learning Outcomes

Critical Performance:

By the end of this course, students will have demonstrated the ability to develop strategies for the negotiation and administration of a collective agreement that contribute to the effective management of the relationship with the union and that are in alignment with legislative requirements.

Learning Outcomes:

To achieve the critical performance, students will have demonstrated the ability to:

1. Use terminology correctly to describe elements and processes in industrial relations.

2. Discuss the current Canadian industrial relations system with reference to the players in the system and the context in which the interaction takes place.

3. Describe the certification process with reference to the roles of the key players, the legislative context and typical campaign strategies used by both union and management.

4. Interpret language from a collective agreement.

5. Describe the collective bargaining process.

6. Prepare for the negotiation of language in a collective agreement including the research, analysis and development of negotiation strategies.

7. Administer the grievance/arbitration procedure

8. Discuss the future of unions in Canada

9. Exhibit professional attitudes and behaviours typical of a human resources professional practicing in an industrial relations environment including active listening, interpersonal skills, and effective communications (both verbal and written).

Evaluation Plan
Students demonstrate their learning in the following ways:

Evaluation Plan: IN-CLASS

Evaluation Notes and Academic Missed Work Procedure:

Provincial Context
The course meets the following Ministry of Training, Colleges and Universities requirements:

Communication Skills - Communicate clearly, concisely and correctly in the written, spoken, visual form that fulfills the purpose and meets the needs of the audience.

Communication Skills - Respond to written, spoken, or visual messages in a manner that ensures effective communication.

Numeracy - Execute mathematical operations accurately.

Critical Thinking & Problem Solving Skills - Use a variety of thinking skills to anticipate and solve problems.

Critical Thinking & Problem Solving - Apply a systematic approach to solve problems.

Information Management Skills - Analyze, evaluate, and apply relevant information from a variety of sources.

Information Management - Locate, select, organize and document information using appropriate technology and information systems.

Interpersonal Skills - Show respect for the diverse opinions, values, belief systems, and contributions of others.

Interpersonal Skills - Interact with others in groups or teams in ways that contribute to effective working relationships and the achievement of goals.

Section III: Topical Outline

Some details of this outline may change as a result of circumstances such as weather cancellations, College and student activities, and class timetabling.
Instruction Mode: In-Class
Course Details:

Module 1 - The Canadian Industrial Relations Environment
Weeks 1-3

Topics:
- Articulate current thoughts and opinions about the role of unions
in Canada
- Use terminology correctly to describe elements and processes in
industrial relations.
- Use the Canadian industrial relations system model to identify key
players, processes and outcomes of industrial relations.
- Describe the basic rights that impact on industrial relations in
Canada.
- Discuss the legislation that is be used to govern various labour
relations related issues.
- Discuss the impact of various economic indicators on the union/
management relationship.
- Identify social factors that impact on the union/management
relationship.
- Discuss some of the major demographic and statistical features of
Canadian Union membership.
- Outline the structure and function of unions at the local,
provincial and national levels.
- Describe the function of labour councils and federations.

Evaluation:
Assignment - 15%

Negotiation Simulation Part A - 10%

Module 2 - The Organizing Campaign
Week 4

Topics:
- Explain why employees may want to join a union and the factors that
affect their openness to becoming unionized.
- Outline the steps in the organizing campaign and the roles played
by the union organizers, the organizing committee and the company.
- Identify actions that could be pursued by management, employees
and/or the union that could be deemed unfair labour practice during
the certification process.
- Describe the factors that are addressed in a certification
application.

Module 3 - The Collective Agreement
Week 5

Topics:
- Discuss the intent and content of articles typically found in
collective agreements.

Evaluation:
Negotiation Simulation - Part B - 15%

Module 4 - Negotiating the Collective Agreement
Weeks 6-8

Topics:
- Outline a typical collective bargaining process.
- Differentiate between distributive bargaining, integrative
bargaining, attitudinal structuring and intra-organizational
bargaining.
- Describe the players and the roles that they play in the collective
bargaining process.
- Explain the role of third party interventions in the collective
bargaining process.
- Discuss the use of strikes and/or lockouts in the collective
bargaining process

Evaluation:
Negotiation Simulation - Part C - 15%
Negotiation Simulation - Part D - 5%

Module 5 - Grievances
Weeks 9-10

Topics:
- Discuss the intent and content of clauses typically found in
collective agreements.
- Administer the grievance procedure.
- Exhibit professional attitudes and behaviours typical of a human
resources professional practicing in an industrial relations
environment including active listening, interpersonal skills, and
effective communications (both verbal and written).

Module 6 - Arbitration
Week 11

Topics:
- Prepare for and participate in an arbitration hearing.
- Exhibit professional attitudes and behaviours typical of a human
resources professional practicing in an industrial relations
environment including active listening, interpersonal skills, and
effective communications (both verbal and written).

Module 7 - Negotiation Simulation
Week 12

Topics:
- Participate in the negotiation of a collective agreement
- Exhibit professional attitudes and behaviours typical of a human
resources professional practicing in an industrial relations
environment including active listening, interpersonal skills, and
effective communications (both verbal and written).

Evaluation:
Negotiation Simulation - Part E - 15%

Module 8 - The Future of the Union Movement
Weeks 13-14

Topics:
- Discuss how unions are adapting to changes in the workplace
including demographic changes, new work arrangements and new
organizational structures.
- Discuss the ongoing viability of the union movement in Canada.

Evaluation:
Final Test - 25% (Modules 1-8)
Professor: Multiple Professors
Resource(s):

Type

Description

Required

Textbook

Industrial Relations in Canada, Fiona A.E. McQuarrie, John Wiley & Sons Canada Ltd, 4th

Required

Other

A Guide to the Ontario Labour Relations Act (accessed via the web)

Required

Other

Ontario Labour Relations Act (Accessed via the Web)

Applicable student group(s): Human Resource Management

Sheridan Policies

All Sheridan policies can be viewed on the Sheridan policy website.

Academic Integrity: The principle of academic integrity requires that all work submitted for evaluation and course credit be the original, unassisted work of the student. Cheating or plagiarism including borrowing, copying, purchasing or collaborating on work, except for group projects arranged and approved by the professor, or otherwise submitting work that is not the student's own, violates this principle and will not be tolerated. Students who have any questions regarding whether or not specific circumstances involve a breach of academic integrity are advised to review the Academic Integrity Policy and procedure and/or discuss them with the professor.

Copyright: A majority of the course lectures and materials provided in class and posted in SLATE are protected by copyright. Use of these materials must comply with the Acceptable Use Policy, Use of Copyright Protected Work Policy and Student Code of Conduct. Students may use, copy and share these materials for learning and/or research purposes provided that the use complies with fair dealing or an exception in the Copyright Act. Permission from the rights holder would be necessary otherwise. Please note that it is prohibited to reproduce and/or post a work that is not your own on third-party commercial websites including but not limited to Course Hero or OneNote. It is also prohibited to reproduce and/or post a work that is not your own or your own work with the intent to assist others in cheating on third-party commercial websites including but not limited to Course Hero or OneNote.

Intellectual Property: Sheridan's Intellectual Property Policy generally applies such that students own their own work. Please be advised that students working with external research and/or industry collaborators may be asked to sign agreements that waive or modify their IP rights. Please refer to Sheridan's IP Policy and Procedure.

Respectful Behaviour: Sheridan is committed to provide a learning environment that supports academic achievement by respecting the dignity, self-esteem and fair treatment of every person engaged in the learning process. Behaviour which is inconsistent with this principle will not be tolerated. Details of Sheridan's policy on Harassment and Discrimination, Academic Integrity and other academic policies are available on the Sheridan policy website.

Accessible Learning: Accessible Learning coordinates academic accommodations for students with disabilities. For more information or to register, please see the Accessible Learning website (Statement added September 2016)

Course Outline Changes: The information contained in this Course Outline including but not limited to faculty and program information and course description is subject to change without notice. Any changes to course curriculum and/or assessment shall adhere to approved Sheridan protocol. Nothing in this Course Outline should be viewed as a representation, offer and/or warranty. Students are responsible for reading the Important Notice and Disclaimer which applies to Programs and Courses.

[ Printable Version ]

Copyright © Sheridan College. All rights reserved.

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HRMT51427 Industrial Relations I: Administrative Information II: Course Details III: Topical Outline(s) Printable Version Section I: Administrative Information 56.0 4.0 Total hours: Credit Value: Credit Value Notes: N/A Effective: Fall 2018 Pre/Co/Equiv Notes: N/A Prerequisites: N/A Corequisites: N/A Equivalents: N/A Program(s): Human Resource Management Program Coordinator(s): John Hardisty Status: Approved (APPR) Course Leader or Contact: Linda Yates Cameron Version: 20180904_00 Section I Notes: Accredited by HRPAO for CHRP designation: March 1994.

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This is to accompany the Resume Header Video

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Identity your key "soft" or transferable skills from your previous experience

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Identity your key "soft" or transferable skills from your previous experience

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The skills you need to contribute to an organization's innovation performance-to produce new and improved strategies, capabilities, products, process, and services

You will be able to offer yourself and your organization greater possibilities for achievement when you can:

ACT AND CONTRIBUTE

Look for new ways to create value in products, processes, services, strategies, and capabilities

Identify problems and potential solutions-question assumptions, recognize opportunities for change and improvement

Seek different points of view-ask questions, explore options, solicit feedback

Be adaptable and flexible when challenging ideas, seeking solutions, and solving problems

Rethink the way things are done-break the mold

Approach challenges creatively-think outside the box

Look for surprising connections-be open-minded, seek and apply knowledge from a wide variety of fields

Put forward your own ideas with confidence

Suggest alternative ways to achieve goals

Evaluate solutions to make recommendations or decisions

MANAGE AND SUPPORT OTHERS

Demonstrate trust in other people's ideas and actions

Nurture and promote creativity and inventiveness

Question and challenge the way you operate-think beyond individual and organizational comfort zones

Project a vision of where you want to go-keep the big picture in mind

Be open to new ideas and different ways of doing things-commit to continuous improvement

Monitor successes and failures to find ways to continuously improve

Recognize and reward original ideas and ideas for improvement

You will be able to offer yourself and your organization greater possibilities for achievement when you can:

ACT AND CONTRIBUTE

Be comfortable when pursuing new opportunities-tolerate ambiguity

Assess and manage risk-be able to identify, quantify, and qualify a risk

Take appropriate risks and keep your goals in sight

Be diligent-identify, control, and avoid dangers and threats

Keep focused on what you are trying to achieve when suggesting alternative ways to get the job done

Envision a future in which your risk-taking has paid off

Learn from your experiences-don't be afraid to make mistakes

Be willing to experiment with new ideas-commit to an action without knowing every outcome or consequence

Have the confidence to apply your skills in new and unfamiliar situations

MANAGE AND SUPPORT OTHERS

Encourage individuals and teams to bring forward new ideas

Support risk by monitoring and evaluating decisions and actions

Be resilient in the face of setbacks, mistakes, and potential mistakes

Do not penalize unforeseeable mistakes

Accept failures and learn from them

Recognize and reward the pursuit of new opportunities and calculated risk-taking

You will be better prepared to add value to a task, project, or activity when you can:

ACT AND CONTRIBUTE

Engage others to make use of their skills, knowledge, and abilities

Build and maintain relationships inside and outside your organization, and with people from diverse backgrounds

Recognize that relationships are reciprocal-invest in building and maintaining relationships

Understand and work within the dynamics of a group

Share information and expertise inside your organization and among your business partners-explain and clarify new and different ideas

Respect and support the ideas, approaches, and contributions of others

Listen to and value diverse opinions and perspectives

Accept and provide feedback and guidance in a constructive manner

Overcome barriers among people that may impede results-anticipate sources of assistance and resistance

MANAGE AND SUPPORT OTHERS

Encourage, mentor, and coach others to share ideas and speak freely-foster an atmosphere of open-mindedness

Involve others by delegating responsibility and supporting their efforts

Make it easy for groups of people to collaborate and deliver new solutions

Allocate resources for networking and sharing ideas, knowledge, and skills

Promote personal development in others so they are better able to contribute to a team

Provide constructive feedback, guidance, and honest praise

Recognize and reward the success of individuals, teams, and groups of people

You will be better prepared to carry a task, project, or assignment through to success when you can:

ACT AND CONTRIBUTE

Set realistic goals and priorities

Access and apply knowledge and skills from inside and outside your organization

Exercise ingenuity when devising, planning, and implementing solutions

Plan for contingencies-be ready with alternative strategies

Adapt to changing circumstances

Use the right tools and technologies to complete a task, project, or assignment

Be tenacious-show initiative, commitment, and persistence to get the job done

Accept feedback and learn from mistakes

Check to see if a solution works, and act on opportunities for improvement

Use metrics to measure and show the value of a solution

Be accountable for what you and your group implement

MANAGE AND SUPPORT OTHERS

Adopt and promote a "can do" attitude

Understand how change affects the performance of your organization

Be proactive in leading and responding to change

Empower employees to make decisions

Tolerate mistakes when trying out new ideas

Value, support, and reward initiative

Make change visible-highlight new and improved products, services, processes, strategies, and capabilities

Measure the impacts of a solution on performance, productivity, and financial results

Successful Innovation

Successful innovation in organizations requires a combination of skills, supportive cultures and climates, structures and processes, and leadership.

The ISP 2.0 isolates the unique contribution that an individual's skills, attitudes, and behaviours make to an organization's innovation performance by focusing on creativity, problem-solving, and continuous improvement skills, risk assessment and risk-taking skills, relationship-building and communication skills, and implementation skills.

The ISP2.0 is designed for employers and employees. It is relevant to all organizations-regardless of size, function, or sector. The ISP2.0 can also be applied beyond the workplace by educators and students.

The skills, attitudes, and behaviours found in the ISP are not discrete, and should not be considered as independent or isolated attributes-they are overlapping and synchronous. Various combinations of skills may be used simultaneously and in various combinations throughout the innovation process.
Prepared with Support from Centre for Business Innovation Members.

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The skills you need to contribute to an organization's innovation performance-to produce new and improved strategies, capabilities, products, process, and services You will be able to offer yourself and your organization greater possibilities for achievement when you can: Look for new ways to create value in products, processes, services, strategies,

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Identify your key "Hard" or industry specific skills from your course work

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Identify your key "Hard" or industry specific skills from your course work

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HRMT52599
Human Resource Administration

I: Administrative Information II: Course Details III: Topical Outline(s) Printable Version

Section I: Administrative Information

56.0 4.0 Total hours:
Credit Value:
Credit Value Notes: N/A
Effective: Fall 2018
Pre/Co/Equiv Notes: N/A
Prerequisites: N/A
Corequisites: N/A
Equivalents: N/A

Program(s): Human Resource Management
Program Coordinator(s): John Hardisty Status: Approved (APPR)
Course Leader or Contact: Lori Prsa
Version: 20180904_00

Section I Notes: N/A

Section II: Course Details

Detailed Description
This course introduces students to the role of human resources practitioners in providing organizations with a competitive advantage through people. It provides an overview of the functions and activities typically performed by HR practitioners including developing, coordinating and enforcing policies and procedures. Emphasis is placed on HR's strategic role as a business partner in anorganization and on the legal framework in which human resources management operates.This course is one of nine courses accredited by the Human Resources Professional (CHRP).

Program Context

Human Resource Management

Program Coordinator(s): John Hardisty

This course is an overview of the functional areas of human resources management and provides students with a foundation on which they will build in the comprehensive function-specific courses they take concurrently: Human Resource Planning, Recruitment and Selection, Compensation, Labour Relations, and Occupational Health and Safety. The knowledge acquired in this course will allow students to work effectively on their co-op work term as well as assist them in the achievement of the professional designation, Certified Human Resources Professional (CHRP).

Course Critical Performance and Learning Outcomes

Critical Performance:

By the end of this course, students will have demonstrated the ability to undertake a strategic role in developing, coordinating and enforcing policies and procedures relating to human resources management.

Learning Outcomes:

To achieve the critical performance, students will have demonstrated the ability to:

1. Discuss the competitive and social challenges facing HR practitioners as they undertake activities for which they are typically responsible.

2. Discuss the evolution of HRM from staff function to strategic partner.

3. Describe the legal framework in which human resources management operates.

4. Assess an employment contract as to its validity and enforceability.

5. Explain how to successfully incorporate diversity initiatives into an organization's business strategy.

6. Describe key considerations involved in job design and develop realistic job descriptions and specifications.

7. Explain the importance of human resources planning (HRP) and describe the elements involved in effective HRP.

8. Identify appropriate recruitment sources and methods for positions ranging from entry level to CEO.

9. Design and implement a systematic and effective selection system.

10. Create and implement an effective orientation program.

11. Design and implement a training program.

12. Describe an effective performance appraisal program that meets legal standards and organizational needs.

13. Identify and explain the rights of employees.

14. Discuss the components of an effective disciplinary system.

15. Explain how to conduct a termination within the current legal framework and recognizing HRM implications.

Evaluation Plan
Students demonstrate their learning in the following ways:

Evaluation Plan: IN-CLASS

Evaluation Notes and Academic Missed Work Procedure:

Provincial Context
The course meets the following Ministry of Training, Colleges and Universities requirements:

Communication Skills - Communicate clearly, concisely and correctly in the written, spoken, visual form that fulfills the purpose and meets the needs of the audience.

Personal Skills - Take responsibility for one's own actions, decisions, and consequences.

Personal Skills - Manage the use of time and other resources to complete projects.

Numeracy - Execute mathematical operations accurately.

Interpersonal Skills - Interact with others in groups or teams in ways that contribute to effective working relationships and the achievement of goals.

Interpersonal Skills - Show respect for the diverse opinions, values, belief systems, and contributions of others.

Information Management - Locate, select, organize and document information using appropriate technology and information systems.

Information Management Skills - Analyze, evaluate, and apply relevant information from a variety of sources.

Critical Thinking & Problem Solving - Apply a systematic approach to solve problems.

Critical Thinking & Problem Solving Skills - Use a variety of thinking skills to anticipate and solve problems.

Communication Skills - Respond to written, spoken, or visual messages in a manner that ensures effective communication.

Section III: Topical Outline

Some details of this outline may change as a result of circumstances such as weather cancellations, College and student activities, and class timetabling.
Instruction Mode: In-Class
Course Details:

Module 1
The World of HR
- Challenges
- HR as a business partner
- Evolution of HRM
- Strategic HRM
- Planning/Job analysis
- Work options

References: Chapter 1, 2, 4
Evaluation: Assignments #1 and #2 handed out

Modules 2,3,4
Meeting Legal Requirements
- Human Rights: discrimination and harassment
- Pay Equity
- Employment Equity
- Employment Standards

References: Chapter 3

Module 5
Management Diversity
- Defining Diversity Management
- Benefits
- Diversity initiatives
- Creating an environment for success

References: Chapter 3

Module 6
Employment Contracts
- The legal framework
- Common provision
- Ensuring enforceability
- Recruitment and selection

References: Chapter 5, 6

Module 7
Midterm Exam

Module 8
Orientation and Training
Orientation
- Benefits
- Program development
- Implementation
- Evaluation

Training
- Scope and benefits
- Needs assessment
- Designing the training program
- Implementing the training program
- Evaluation

References: Chapter 7
Evaluation: Assignment 1 Due

Module 9
Performance Management
- Purposes
- Developing an effective performance appraisal program
- Performance appraisal methods
- Appraisal interviews
- Legal aspects of performance appraisals

Module 10
Employee Rights and Discipline
- Employee rights and privacy
- Disciplinary policies and procedures

References: Chapter 13

Modules 11, 12, 13
Termination
- Legal options
- Principles of just cause
- Lessons from the courts
- Termination meeting

Assignment #2 due in Week 11

References: Chapter 13

Module 14
Final exam
Professor: Multiple Professors
Resource(s):

Type

Description

Required

Textbook

Managing Human Resources, Monica Belcourt, Parbudyal Singh, Scott Snell, Shad Morris, George Bohlander, Nelson Education Ltd, Canadian Edition 8th, 2017

Applicable student group(s): Human Resource Management Post-Diploma/Degree Program

Sheridan Policies

All Sheridan policies can be viewed on the Sheridan policy website.

Academic Integrity: The principle of academic integrity requires that all work submitted for evaluation and course credit be the original, unassisted work of the student. Cheating or plagiarism including borrowing, copying, purchasing or collaborating on work, except for group projects arranged and approved by the professor, or otherwise submitting work that is not the student's own, violates this principle and will not be tolerated. Students who have any questions regarding whether or not specific circumstances involve a breach of academic integrity are advised to review the Academic Integrity Policy and procedure and/or discuss them with the professor.

Copyright: A majority of the course lectures and materials provided in class and posted in SLATE are protected by copyright. Use of these materials must comply with the Acceptable Use Policy, Use of Copyright Protected Work Policy and Student Code of Conduct. Students may use, copy and share these materials for learning and/or research purposes provided that the use complies with fair dealing or an exception in the Copyright Act. Permission from the rights holder would be necessary otherwise. Please note that it is prohibited to reproduce and/or post a work that is not your own on third-party commercial websites including but not limited to Course Hero or OneNote. It is also prohibited to reproduce and/or post a work that is not your own or your own work with the intent to assist others in cheating on third-party commercial websites including but not limited to Course Hero or OneNote.

Intellectual Property: Sheridan's Intellectual Property Policy generally applies such that students own their own work. Please be advised that students working with external research and/or industry collaborators may be asked to sign agreements that waive or modify their IP rights. Please refer to Sheridan's IP Policy and Procedure.

Respectful Behaviour: Sheridan is committed to provide a learning environment that supports academic achievement by respecting the dignity, self-esteem and fair treatment of every person engaged in the learning process. Behaviour which is inconsistent with this principle will not be tolerated. Details of Sheridan's policy on Harassment and Discrimination, Academic Integrity and other academic policies are available on the Sheridan policy website.

Accessible Learning: Accessible Learning coordinates academic accommodations for students with disabilities. For more information or to register, please see the Accessible Learning website (Statement added September 2016)

Course Outline Changes: The information contained in this Course Outline including but not limited to faculty and program information and course description is subject to change without notice. Any changes to course curriculum and/or assessment shall adhere to approved Sheridan protocol. Nothing in this Course Outline should be viewed as a representation, offer and/or warranty. Students are responsible for reading the Important Notice and Disclaimer which applies to Programs and Courses.

[ Printable Version ]

Copyright © Sheridan College. All rights reserved.

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HRMT52599 Human Resource Administration I: Administrative Information II: Course Details III: Topical Outline(s) Printable Version Section I: Administrative Information 56.0 4.0 Total hours: Credit Value: Credit Value Notes: N/A Effective: Fall 2018 Pre/Co/Equiv Notes: N/A Prerequisites: N/A Corequisites: N/A Equivalents: N/A Program(s): Human Resource Management Program Coordinator(s): John Hardisty Status: Approved (APPR) Course Leader or Contact: Lori Prsa Version: 20180904_00 Section I Notes: N/A Section II: Course Details Detailed Description This course introduces students to the role of human resources practitioners in providing organizations with a competitive advantage through people.

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Analyzed company data and HRM performance by conducting interviews and research in order to determine the effectiveness of the HR department and to recommend strategic adjustments

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Developed an interview guide to add consistency and efficiency to the selection process

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Created a health and safety policy that could be used in a workplace setting to prevent incidents and improve working conditions surrounding the parameters of personal protection equipment, specifically eyewear.

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Analyzed the collective agreement in order to utilize it in order to align it with the company’s objective and plans.

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Monitored and updated company policies and procedures to comply with changing laws

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HRMT55771
Compensation Administration

I: Administrative Information II: Course Details III: Topical Outline(s) Printable Version

Section I: Administrative Information

56.0 4.0 Total hours:
Credit Value:
Credit Value Notes: N/A
Effective: Fall 2018
Pre/Co/Equiv Notes: Compensation and Benefits (Continuing & Part-time Studies)
Prerequisites: N/A
Corequisites: N/A
Equivalents: N/A

Program(s): Human Resource Management
Program Coordinator(s): John Hardisty Status: Approved (APPR)
Course Leader or Contact: Leeann Henry
Version: 20180904_00

Section I Notes: Approval date by HRPA toward CHRP designation - March 1994

Section II: Course Details

Detailed Description
Students learn how compensation methods are determined within a company. They examine how companies differentiate between compensation and non-compensation elements within a reward system; what factors influence rates of pay; and how jobs are analyzed and defined. Applied exercises in conducting job analysis, writing job descriptions, measuring and evaluating job worth, and conducting salary surveys gives first-hand experience with some of the jobs available as a compensation specialist. An introduction to the field of employee benefits, the use of pay-for-performance programs, and the application of pay equity procedures in the workforce are also covered.

Program Context

Human Resource Management

Program Coordinator(s): John Hardisty

This course relates to several other human resource courses. For example, students apply motivation theories, discussed in Organizational Behaviour, as they impact on compensation. There is also a strong link to Performance Management. It provides a comprehensive introduction to this field of study.

Course Critical Performance and Learning Outcomes

Critical Performance:

By the end of the this course, you will have demonstrated the ability to assist in planning and implementing a strategic compensation and benefits program in an organization.

Learning Outcomes:

To achieve the critical performance, students will have demonstrated the ability to:

1. Explain the total returns for work including total compensation and relational returns.

2. Apply motivation theories to compensation issues.

3. Use job analysis to write effective job descriptions.

4. Use various point systems to determine the value of jobs and judge the effectiveness of different point systems to individual organizations.

5. Describe Pay Equity legislation.

6. Source salary surveys to determine the pay for an organization.

7. Apply salary survey data to plot and graph a pay policy line and create pay structures.

8. Identify incentive plans that are effective in meeting an organization's strategic objective.

9. Research, cost and design a benefit plan.

10. Identify current trends affecting compensation.

11. Explain how compensation budgets are set and the administrative role of compensation in an organization.

Evaluation Plan
Students demonstrate their learning in the following ways:

Evaluation Plan: IN-CLASS

Evaluation Notes and Academic Missed Work Procedure:

Provincial Context
The course meets the following Ministry of Training, Colleges and Universities requirements:

Communication Skills - Communicate clearly, concisely and correctly in the written, spoken, visual form that fulfills the purpose and meets the needs of the audience.

Personal Skills - Manage the use of time and other resources to complete projects.

Numeracy - Execute mathematical operations accurately.

Interpersonal Skills - Interact with others in groups or teams in ways that contribute to effective working relationships and the achievement of goals.

Interpersonal Skills - Show respect for the diverse opinions, values, belief systems, and contributions of others.

Information Management - Locate, select, organize and document information using appropriate technology and information systems.

Information Management Skills - Analyze, evaluate, and apply relevant information from a variety of sources.

Critical Thinking & Problem Solving - Apply a systematic approach to solve problems.

Critical Thinking & Problem Solving Skills - Use a variety of thinking skills to anticipate and solve problems.

Communication Skills - Respond to written, spoken, or visual messages in a manner that ensures effective communication.

Personal Skills - Take responsibility for one's own actions, decisions, and consequences.

Section III: Topical Outline

Some details of this outline may change as a result of circumstances such as weather cancellations, College and student activities, and class timetabling.
Instruction Mode: In-Class
Course Details:

WEEK 1

- Introduction
- The Pay Model - Chapter 1
- Total returns of work
- Strategic objectives of compensation

____________________________________________________________________

WEEK 2

- Motivation Theories - Chapter 10, pages 231 - 242
- Motivation theories applied to compensation design
- Strategic Perspectives - Chapter 2
- Total compensation strategy
- Policies and techniques to support the organization's strategy

______________________________________________________________________

WEEK 3

- Internal Alignment
- Strategic choices in designing internal pay structure

______________________________________________________________________

WEEK 4

- Job Analysis and Job Descriptions - Chapter 4
- Job analysis methods
- Purpose and use of job descriptions
- Elements of a job description
______________________________________________________________________

WEEK 5

- Internal Alignment: Job Evaluation - Chapter 5
- Purpose of job evaluation
- Ranking, classification and point method

______________________________________________________________________

WEEK 6

- Pay Equity Legislation - Chapter 12 pg. 296 - 308
- Pay equity legislation

______________________________________________________________________

WEEK 7

- MID-TERM EXAM (30%)
- Chapters 1, 2, 4, 5, 10, 12
______________________________________________________________________

WEEK 8

- BENEFITS PRESENTATIONS (15%)

______________________________________________________________________

WEEK 9

- BENEFITS PRESENTATIONS (15%)

______________________________________________________________________

WEEK 10

- External Competitiveness: Determining Pay Levels - Chapter 7
- External competitiveness - pay mix and competitive pay
alternatives
- Factors that shape external competitiveness

______________________________________________________________________

WEEK 11

- External Competitiveness: Designing Pay Levels. Mix and Pay
Structures - Chapter 8
- Salary surveys - design and usage
- Market pay line, pay policy line
- Pay grades, pay ranges
- Broad banding
- EVALUATION COMMITTEE ASSIGNMENT (25%)

______________________________________________________________________

WEEK 12

- Employee Contributions: Pay for Performance - Chapter 11
- Individual, group based pay-for-performance plans

______________________________________________________________________

WEEK 13

- Administration: Budgets and Administration - Chapter 13
- Compensation budgets
- Current trends in compensation
- Administration issues
______________________________________________________________________

WEEK 14

- FINAL EXAM (30%)
- Chapters 7, 8, 9, 11, 13
______________________________________________________________________
Professor: Leeann Henry
Resource(s):

Type

Description

Optional

Other

Compensation, 3rd Canadian edition, Milkovich, Newman and Cole. McGraw-Hill Ryerson, Canada 2010

Applicable student group(s): Human Resources Management Ontario College Graduate Certificate Program

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HRMT55771 Compensation Administration I: Administrative Information II: Course Details III: Topical Outline(s) Printable Version Section I: Administrative Information 56.0 4.0 Total hours: Credit Value: Credit Value Notes: N/A Effective: Fall 2018 Pre/Co/Equiv Notes: Compensation and Benefits (Continuing & Part-time Studies) Prerequisites: N/A Corequisites: N/A Equivalents: N/A Program(s): Human Resource Management Program Coordinator(s): John Hardisty Status: Approved (APPR) Course Leader or Contact: Leeann Henry Version: 20180904_00 Section I Notes: Approval date by HRPA toward CHRP designation - March 1994 Section II: Course Details Detailed Description Students learn how compensation methods are determined within a company.