OTHM Level 6 Diploma in Business Management Assignment Briefs 2026

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Published: 01 Sep, 2026

Category	Assignment	Subject	Business and Management
University		Module Title	OTHM Level 6 Diploma in Business Management

QUALIFICATION OBJECTIVES
QUALITY, STANDARDS AND RECOGNITIONS
REGULATORY INFORMATION
EQUIVALENCES
QUALIFICATION STRUCTURE
DEFINITIONS
ENTRY REQUIREMENTS
PROGRESSION
DELIVERY OF OTHM QUALIFICATIONS
ASSESSMENT AND VERIFICATION
OPPORTUNITIES FOR LEARNERS TO PASS
RECOGNITION OF PRIOR LEARNING AND ACHIEVEMENT
EQUALITY AND DIVERSITY
UNIT SPECIFICATIONS
UNIT 01: LEADERSHIP AND PEOPLE MANAGEMENT
UNIT 02: BUSINESS RESEARCH PROJECT
UNIT 03: OPERATIONS MANAGEMENT
UNIT 04: FINANCIAL DECISION MAKING
UNIT 05: SUSTAINABLE BUSINESS PRACTICES
UNIT 06: STRATEGIC HUMAN RESOURCE MANAGEMENT
IMPORTANT NOTE

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QUALIFICATION OBJECTIVES

The objectives of the OTHM Level 6 Diploma in Business Management qualification is to provide learners with an excellent foundation for a career in a range of organisations. It designed to ensure that each learner is ‘business ready’: a confident, independent thinker with a detailed knowledge of business and management and equipped with the skills to adapt rapidly to change.

The content of the qualification is focused on leadership and people management, strategic human resource management, operations management, sustainable business practice, financial decision making as well as the business research skills expected of a manager.

The qualification is ideal for those who have started, or are planning to move into, a career in private or public sector business. Successful completion of the Level 6 Diploma in Business Management qualification will provide learners with the opportunity to progress to further study or employment.

QUALITY, STANDARDS AND RECOGNITIONS

OTHM Qualifications are approved and regulated by Ofqual (Office of Qualifications and Examinations Regulation). Visit register of Regulated Qualifications.

OTHM has progression arrangement with several UK universities that acknowledges the ability of learners after studying Level 3-7 qualifications to be considered for advanced entry into corresponding degree year/top up and Master’s/top-up programmes.

QUALIFICATION STRUCTURE

The OTHM Level 6 Diploma in Business Management consists of 6 mandatory units for a combined total of 120 credits, 1200 hours Total Qualification Time (TQT) and 480 Guided Learning Hours (GLH) for the completed qualification.

Unit Ref. No.	Unit title	Credit	GLH	TQT
H/616/2734	Leadership and People Management	20	80	200
K/616/2735	Business Research Project	20	80	200
M/616/2736	Operations Management	20	80	200
T/616/2737	Financial Decision Making	20	80	200
A/616/2738	Sustainable Business Practices	20	80	200
F/616/2739	Strategic Human Resource Management	20	80	200

DELIVERY OF OTHM QUALIFICATIONS

OTHM do not specify the mode of delivery for its qualifications, therefore OTHM Centres are free to deliver this qualification using any mode of delivery that meets the needs of their Learners. However, OTHM Centres should consider the Learners’ complete learning experience when designing the delivery of programmes.

OTHM Centres must ensure that the chosen mode of delivery does not unlawfully or unfairly discriminate, whether directly or indirectly, and that equality of opportunity is promoted. Where it is reasonable and practicable to do so, it will take steps to address identified inequalities or barriers that may arise.

Guided Learning Hours (GLH) which are listed in each unit gives the Centres the number of hours of teacher-supervised or direct study time likely to be required to teach that unit.

ASSESSMENT AND VERIFICATION

All units within this qualification are internally assessed by the centre and externally verified by OTHM. The qualifications are criterion referenced, based on the achievement of all the specified learning outcomes.

To achieve a ‘pass’ for a unit, learners must provide evidence to demonstrate that they have fulfilled all the learning outcomes and meet the standards specified by all assessment criteria. Judgement that the learners have successfully fulfilled the assessment criteria is made by the Assessor.

The Assessor should provide an audit trail showing how the judgement of the learners’ overall achievement has been arrived at.

Specific assessment guidance and relevant marking criteria for each unit are made available in the Assignment Brief document. These are made available to centres immediately after registration of one or more learners.

OPPORTUNITIES FOR LEARNERS TO PASS

Centres are responsible for managing learners who have not achieved a Pass for the qualification having completed the assessment. However, OTHM expects at a minimum, that centres must have in place a clear feedback mechanism to learners by which they can effectively retrain the learner in all the areas required before re-assessing the learner.

RECOGNITION OF PRIOR LEARNING AND ACHIEVEMENT

Recognition of Prior Learning (RPL) is a method of assessment that considers whether learners can demonstrate that they can meet the assessment requirements for a unit through knowledge, understanding or skills they already possess and do not need to develop through a course of learning.

RPL policies and procedures have been developed over time, which has led to the use of a number of terms to describe the process. Among the most common are:
● Accreditation of Prior Learning (APL)
● Accreditation of Prior Experiential Learning (APEL)
● Accreditation of Prior Achievement (APA)
● Accreditation of Prior Learning and Achievement (APLA)

All evidence must be evaluated with reference to the stipulated learning outcomes and assessment criteria against the respective unit(s). The assessor must be satisfied that the evidence produced by the learner meets the assessment standard established by the learning outcome and its related assessment criteria at that particular level.

Most often RPL will be used for units. It is not acceptable to claim for an entire qualification through RPL. Where evidence is assessed to be only sufficient to cover one or more learning outcomes, or to partly meet the need of a learning outcome, then additional assessment methods should be used to generate sufficient evidence to be able to award the learning outcome(s) for the whole unit. This may include a combination of units where applicable.

EQUALITY AND DIVERSITY

OTHM provides equality and diversity training to staff and consultants. This makes clear that staff and consultants must comply with the requirements of the Equality Act 2010, and all other related equality and diversity legislation, in relation to our qualifications.

We develop and revise our qualifications to avoid, where possible, any feature that might disadvantage learners because of their age, disability, gender, pregnancy or maternity, race, religion or belief, and sexual orientation.

If a specific qualification requires a feature that might disadvantage a particular group (e.g. a legal requirement regarding health and safety in the workplace), we will clarify this explicitly in the qualification specification.

UNIT SPECIFICATIONS

LEADERSHIP AND PEOPLE MANAGEMENT

Unit Reference Number	H/616/2734
Unit Title	Leadership and People Management
Unit Level	6
Total Qualification Time (TQT)	200 Hours
Guided Learning Hours (GLH)	80 Hours
Number of Credits	20
Mandatory / Optional	Mandatory
Unit Grading Structure	Pass / Fail

Unit Aims

The aim of this unit is to enable learners to understand theories of leadership and management and how to use leadership and management skills to improve motivation and performance. Learners will also analyse team dynamics and its importance in achieving organisational goals.

Learning Outcomes and Assessment Criteria

Learning Outcome – The learner will:		Assessment Criterion – The learner can:
1	Understand theories of leadership and people management.	1.1	Assess the skills and attributes needed for leadership.
		1.2	Evaluate the differences between leadership and management.
		1.3	Compare and contrast leadership styles for different management positions.
2	Be able to assess ways to improve motivation and performance by applying leadership skills.	2.1	Evaluate ways to motivate staff to achieve organisational objectives.
		2.2	Assess the connection between motivational theories and reward.
		2.3	Assess the effectiveness of a reward system in leading an organisation.
		2.4	Evaluate the methods employers use to monitor employee engagement and performance.
3	Be able to plan and carry out assessment of individual work performance and development.	3.1	Analyse the factors involved in planning the monitoring and assessment of work performance.
		3.2	Discuss how development needs of an individual employee can be assessed.
		3.3	Evaluate the success of an assessment process.
4	Be able to analyse team dynamics and its importance in achieving organisational goals.	4.1	Discuss theories related to team building.
		4.2	Evaluate the benefits of team-working for an organisation.
		4.3	Analyse ways in which managers can resolve conflicts within a team to achieve organisational goals.

Indicative contents

Topic	Course Coverage
Learning Outcomes 1 and 2 Leadership and Management Leadership Theories	● Theories, models and styles of leadership and their application to different situations: impact of leadership styles; theories and practices of motivation e.g. Maslow, McGregor, Herzberg; influencing and persuading others; influence of cultural environment within the organisation; differences between leadership and management; leadership power bases; delegation; emotional intelligence.
Learning Outcomes 2 and 3 Motivation Theories, Monitoring and Performance Management	● Motivation: theories of motivation e.g. F Taylor, E Mayo, A Maslow, F Herzberg, D McGregor, D McClelland, V Vroom; Ouchi, relationship between motivation theories and reward; employee involvement techniques; devolved authority and responsibility; open communications; organisational culture (ethos, values, mission); ● Monitoring: probation; appraisal, feedback; performance indicators goal theory; SMART (specific, measurable, achievable, realistic, time-constrained) targets (sales, growth, financial, waiting times, pass rates, punctuality, attendance); benchmarking ● Reward management: job evaluation; factors determining pay, reward systems; pay; performance-related pay; pension schemes; profit sharing; flexible working; leave; health care
Learning Outcome 3 Planning and assessment of work performance	● Identifying development needs: learning styles and processes; planning, recording, monitoring and evaluating; group development processes and behaviour ● Planning, work orientation and job design: application of motivation theories and empowerment techniques; communication styles and techniques; delegation techniques and processes; supervision styles, working culture and practices ● Performance monitoring and assessment: measuring effective performance; providing feedback; appraisal processes; benchmarking performance processes; codes of practice and procedures relating to disciplinary situations; diversity issues; management principles;
Learning Outcomes 1 and 4 Teams and Groups	● Team-working and development: flexible working practices; team formation e.g. Tuckman, structures and interactions e.g. Belbin’s Team Role Theory, Adair’s Action Centred Leadership model; benefits of team working; politics of working relationships; diversity issues; working cultures and practices; promotion of anti-discriminatory practices and behaviours; team building processes; conflict resolution; delegation and empowerment; coaching, support, mentoring; training, supervision, monitoring and evaluation

BUSINESS RESEARCH PROJECT

Unit Reference Number	K/616/2735
Unit Title	Business Research Project
Unit Level	6
Total Qualification Time (TQT)	200 Hours
Guided Learning Hours (GLH)	80 Hours
Number of Credits	20
Mandatory / Optional	Mandatory
Unit Grading Structure	Pass / Fail

Unit Aims

The aim of this unit is to develop learners’ research skills, including producing a research question and carrying out independent research using appropriate research techniques. Learners will also analyse research findings, evaluate the research methodology used and present their research findings.

Learning Outcomes and Assessment Criteria

Learning Outcome – The learner will:		Assessment Criterion – The learner can:
1	Be able to propose a research project in a business and management context.	1.1	Assess the factors that contribute to the process of research project selection.
		1.2	Formulate and record possible research project outlines and specifications.
		1.3	Develop research questions or hypothesis with rationale.
		1.4	Clarify resources efficiently for the research question or hypothesis.
		1.5	Create an agreed SMART timeframe for completion of the research.
2	Be able to prepare a research plan and conduct a literature review.	2.1	Critically appraise literature relevant to the chosen research context.
		2.2	Evaluate research methodologies and provide a rationale for a chosen research methodology.
		2.3	Evaluate data collection methods and provide a rationale for chosen data collection methods.
		2.4	Produce a research proposal.
3	Be able to carry out research according to the chosen research specification.	3.1	Carry out the proposed research investigation in accordance with the research specification.
3		3.2	Collect and present relevant data as outlined by the research specification.
		3.3	Interpret and analyse the results in relation to the research specification.
4	Be able to evaluate research and present results and conclusion.	4.1	Use appropriate research evaluation techniques to justify the validity of the research.
		4.2	Make recommendations, justifying areas for further consideration.
		4.3	Present the outcomes of the research to an audience using appropriate media.

Indicative contents

Topic	Course Coverage
Learning Outcomes 1 and 2 Research formulation, Action Plan and Design	Research aims and objectives; rationale for selection; methodology for data collection and analysis; literature review; critique of references from primary sources e.g. questionnaires, interviews; secondary sources e.g. books, journals, internet; scope and limitations; terms of reference; duration; ethical issues Action plan: rationale for research question or hypothesis; milestones; task dates; review dates; monitoring/reviewing process; strategy Research design: type of research e.g. qualitative, quantitative, systematic, original; methodology; resources; statistical analyses; validity; reliability; control of variables
Learning Outcomes 2 and 3 Data collection, analysis and interpretation	Research design and method; test research hypotheses; considering test validity; reliability Data collection: selection of appropriate tools for data collection; types e.g. qualitative, quantitative; systematic recording; methodological problems e.g. bias, variables and control of variables, validity and reliability Data analysis and interpretation: qualitative and quantitative data analysis; statistical tables; comparison of variable; trends; forecasting
Learning Outcomes 1, 2, 3 and 4 Evaluation and future considerations	Evaluation of outcomes: an overview of the success or failure of the research project Future consideration: significance of research investigation; application of research results; implications; limitations of the investigation; improvements; recommendations for the future, areas for future research Presenting research outcome: delivery format appropriate to the audience; use of appropriate media

OPERATIONS MANAGEMENT

Unit Reference Number	M/616/2736
Unit Title	Operations Management
Unit Level	6
Total Qualification Time (TQT)	200 Hours
Guided Learning Hours (GLH)	80 Hours
Number of Credits	20
Mandatory / Optional	Mandatory
Unit Grading Structure	Pass / Fail

Unit Aims

The aim of this unit is to provide learners with an understanding of the production/operations management function in both manufacturing and service industries and to introduce key issues and techniques in operations management.

Learning Outcomes and Assessment Criteria

Learning Outcome – The learner will:	Assessment Criterion – The learner can:
1. Understand the nature and importance of operations management.	Explain why operations management is importance of operations important for organisations. management. 1.2 Analyse the operations functions of a selected organisation. 1.3 Evaluate the operations management process of a selected organisation using relevant models.
2. Be able to evaluate the link between operations management and strategic planning	2.1 Appraise the importance of the ‘Three Es’ to between operations organisations. management and strategic 2.2 Assess the impact of the tension between cost planning. minimisation and quality maximisation. 2.3 Evaluate the significance of the five performance objectives that underpin operations management to organisation.
3. Be able to assess how to organise a typical production process	3.1 Assess the importance of process mapping organise a typical production and flowcharting. process. 3.2 Analyse the concept of lean operations and waste reduction 3.3 Analyse the concept and importance of process reengineering
4. Be able to apply relevant techniques to the production of an operational plan for an organisation.	4.1 Analyse the applicability of Total Quality Management (TQM) in a selected organisation. 4.2 Assess how quality management techniques are applied to improve operations in a selected organisation. 4.3 Create a plan to use emerging technologies (IoT, AI, blockchain) in TQM process.

Indicative contents

Course Coverage

● Operations management: a definition of Operations

Management (OM) and its key elements; importance of OM for all organisations; impact on OM of changes in the business environment and in achieving strategic objectives; activities of core functional areas and their interrelationships; differences and similarities between services and products

● Operations function: the management of resources for the production and delivery of goods or services; the role of OM in achieving strategic objectives; activities of core functional areas and their interrelationships; differences and similarities between services and products; impact of environmental issues; impact of ethical behaviour; role of the supply chain;

● Processes: input-transformation-output process; processes hierarchy; characteristics of operations processes e.g. four Vs – volume, variety, variation, visibility; business process modelling, lean management techniques, integration of supply chain e.g. Just in Time (JIT);

● The 3 Es: economy; efficiency and effectiveness

● Time, resources, budgets; external analysis, e.g. PESTLE; links and differences between operations management and strategic planning; the paradox: efficiency (thrift) versus effectiveness (quality)

● The five OM performance objectives: cost; dependability; flexibility; quality and speed; internal and external benefits of excelling in each performance objective; trade-offs between objectives

● Linear programming - definition and applications in planning and production; Critical Path Analysis; flow charts, network planning; activities involved in capacity planning; inventory planning; project management and quality assurance/control

● Lean Six Sigma: Waste Reduction, Process Optimization, Data-Driven Decision Making, Value Stream Mapping,

● Using planning techniques, e.g. Critical Path Analysis, meeting the requirements; Outcome determination: the five performance objectives

Quality assurance and quality control mechanisms, fish bones; quality circles; variance analysis, six sigma, product quality and service quality, benchmarking; best practice; self-assessment; vision; continuous improvement; quality characteristics; importance of quality

TQM: Customer-Focused Approach, Employee Involvement,

Process-Centred Thinking, Industry Standards and Adaptability, Quality Culture

IoT, AI, blockchain, automating decision-making processes, ensuring consistent quality and reducing human error, enhancing traceability and accountability

FINANCIAL DECISION MAKING

Unit Reference Number	T/616/2737
Unit Title	Financial Decision Making
Unit Level	6
Total Qualification Time (TQT)	200 Hours
Guided Learning Hours (GLH)	80 Hours
Number of Credits	20
Mandatory / Optional	Mandatory
Unit Grading Structure	Pass / Fail

Unit Aims

The aim of this unit is to demonstrate the links between business decision making, risk assessment and financial information. Learners will understand how businesses are financed through their fixed and working capital requirements and how the financial management of each organisation is influenced by its governance and ownership structure.

Learning Outcomes and Assessment Criteria

Learning Outcome – The learner will:		Assessment Criterion – The learner can:
1	Understand the role of financial information and financial analysis in business risk assessment and decision-making.	1.1	Analyse the factors that guide and drive decision making in business.
		1.2	Assess the significance of financial factors in business decision making.
		1.3	Evaluate the characteristics of business risk that impact on financial and business decisions.
2	Understand how financial statements and their structure aid business decision making.	2.1	Compare the accrual and cash flow approaches to accounting and financial reporting and the implications of each for business decision making.
		2.2	Evaluate the structure and content of final accounts and their uses for business decision making.
		2.3	Interpret financial information in balance sheets, income statements as well as sources and applications of funds statements.
		2.4	Differentiate between financial decisions relating to capital expenditure and those relating to revenue expenditure.
3	Be able to perform effective capital expenditure appraisal using range of techniques.	3.1	Appraise various sources of short-term and long-term financing for businesses.
3		3.2	Critically examine key factors affecting the choice of source of financing.
		3.3	Evaluate various techniques used for appraising and making decisions regarding capital expenditure.
		3.4	Explain the possible benefits and drawbacks of off-balance sheet financing.
4	Be able to evaluate how different ownership structures impact on financial performance.	4.1	Critically analyse the corporate governance, legal and regulatory environments of different business ownership structures.
		4.2	Compare and contrast stakeholder interests of owners and managers in decision making.
		4.3	Evaluate the significance of Return on capital Employed (ROCE), Earnings Per Share (EPS) and other overall performance measures for the long-term sustainability of businesses.
		4.4	Differentiate between business ethics, governance and accounting ethics as controls on business accountability.

Indicative contents

Topic	Course Coverage
Learning Outcome 1 Ownership structures, financial statements	● Sole traders, partnerships, limited companies, public limited companies, public sector organisations, cooperatives, international business structures, implications for finance ● Structure of statements for each type of organisation, differences between organisations, reporting requirements (UK and/or international law and standards)
Learning Outcomes 2 and 3 Structure, format and requirements of published accounts	● Role of auditors, published vs internal financial information, main published financial statements: statement of financial position, statement of financial performance, statement of cash flows ● Different ratios: profitability, liquidity, efficiency, capital, investor, using ratios: calculation and interpretation, industry benchmarking, limitations of ratio analysis
Learning Outcomes 1 and 3 Business finance needs and sources of finance	● Long term – non-current assets; Short-term – working capital; importance of working capital for business continuity ● Costs of finance, effect on financial statements, range of sources, external and internal sources, long-term and short-term role of stock markets and advantages, disadvantages of each source ● Matching source of finance to project (long or short term, external or internal, asset backed finance etc.
Learning Outcomes 3 and 4 Budgets, cash flow and investment appraisal	● Cash flow forecasts, budgetary control systems and budget formation and managing cash flow
	●	Net present value, discounted cash flows, internal rate of return, payback, accounting rate of return
	●	Analysing results, non-financial considerations, decision making, supporting recommendations

SUSTAINABLE BUSINESS PRACTICES

Unit Reference Number	A/616/2738
Unit Title	Sustainable Business Practices
Unit Level	6
Total Qualification Time (TQT)	200 Hours
Guided Learning Hours (GLH)	80 Hours
Number of Credits	20
Mandatory / Optional	Mandatory
Unit Grading Structure	Pass / Fail

Unit Aims

The aim of this unit is to raise learners’ awareness of sustainable development issues and how they impact on the strategic development of businesses. Learners will be expected to demonstrate their understanding of sustainability and its effect on business organisations.

Learning Outcomes and Assessment Criteria

Learning Outcome – The learner will:		Assessment Criterion – The learner can:
1	Understand the global sustainability agenda.	1.1	Evaluate the global sustainability agenda and how it relates to national practice.
		1.2	Analyse the forces for change in the sustainable business environment.
		1.3	Evaluate the impact of current sustainability issues on businesses.
2	Understand the concept of the sustainable business organisation.	2.1	Determine the scope of the sustainable business organisation.
		2.2	Evaluate the impact on business structure and objectives of becoming a sustainable business organisation.
3	Be able to review sustainable strategic business planning.	3.1	Analyse the concept of the triple bottom line and review how it is implemented in business organisations.
		3.2	Determine change required within business organisations to meet a sustainability agenda.
		3.3	Review the process of sustainable strategic business planning.

Indicative contents

Topic

Course Coverage

Learning Outcomes 1 and 2

Forces of changes and current sustainability issues

● Concept of sustainability and its importance, global sustainability issues, current issues e.g. climate change, social inequality, energy issues, ecological footprints, national responses to sustainability issues – legal frameworks, guidance to business and target setting

● Economic, social/cultural/religious, environmental implications of change and analytical techniques to understand change

● Social attitudes to sustainability in business, consumer interests, legal and regulatory framework around sustainable business, impact on profitability and other business objectives

Learning Outcomes 1, 2 and

The sustainable business organisation

● How sustainability issues extend the boundaries of the enterprise, external factors e.g. suppliers,

manufacturers, communities, government, international bodies etc.,

● Changes in techniques and considerations e.g. supply chain management, consumers, risks and impacts for shareholders and managers, monitoring and evaluation of performance, conflicts between corporate and sustainability objectives

Learning Outcomes 2 and 3

Change management and the

triple bottom line

● Cultural change, role of Government – national and international, new management and leadership skills, new vision and strategic approach and managing changes required

● Concept of triple bottom line, stakeholders v shareholders, managing the triple bottom line, measurement of triple bottom line, conflict between sustainability and business objectives

Learning Outcomes 1 and 3

Sustainable strategic planning

● Identifying sustainable strategic objectives and financial return, negotiating agreement to sustainable objectives, resolving conflicts between sustainability and corporate needs and management of sustainable strategic planning

STRATEGIC HUMAN RESOURCE MANAGEMENT

Unit Reference Number	F/616/2739
Unit Title	Strategic Human Resource Management
Unit Level	6
Total Qualification Time (TQT)	200 Hours
Guided Learning Hours (GLH)	80 Hours
Number of Credits	20
Mandatory / Optional	Mandatory
Unit Grading Structure	Pass / Fail

Unit Aims

The aim of this unit is to develop learners’ understanding of competing and contrasting perspectives of strategic HRM. The unit develops learners’ understanding of how HRM strategies and practices contribute to organisational and employee performance, and the problems and complexities of operationalising an HRM strategy within different types of organisation.

Outcomes and Assessment Criteria

Learning Outcome – The learner will:		Assessment Criterion – The learner can:
1	Understand the role and importance of human resource management in achieving organisational effectiveness.	1.1	Discuss key concepts and models governing Strategic Human Resource Management.
		1.2	Evaluate the role and importance of Strategic Human Resource Management in organisations.
		1.3	Analyse the frameworks of Strategic Human Resource Management.
2	Understand the formulation and implementation of human resource strategies.	2.1	Analyse the strategic human resource process.
		2.2	Assess the approaches of Strategic Human Resource Management.
		2.3	Analyse the development and implementation of human resource strategies.
3	Be able to critically analyse the use and application of a range of HR strategies designed to improve employee and organisational performance.	3.1	Evaluate appropriate human resource strategies for an organisation.
		3.2	Assess human resource strategies and their application in an organisation.
4	Be able to critically evaluate various key perspectives within Strategic Human Resource Management.	4.1	Review current perspectives on Strategic Human Resource Management.
		4.2	Evaluate contemporary issues affecting Strategic Human Resource Management.

Indicative contents

Topic

Course Coverage

Learning Outcomes 1 and 2

The SHRM Framework

● Definitions and models of strategic HR management (e.g. contingency model, best practice model, Harvard Framework, Ulrich’s model, control based, resources based etc.), fundamentals and

characteristics of strategic HR management, types of strategies, approaches to strategy, criteria for successful strategy

● Legal requirements, human capital management, improving organisational performance through strategic HR management, alignment of HR and corporate strategy

Learning Outcomes 2 and 3

Development and implementation of HR strategies

● Setting strategic direction, Long term v short term, Audits, designing the management system, planning total workforce/demand forecasting, generating required human resource, developing people and performance, reward management systems, assessing organisational, competence, performance/development strategies

● Strategic HR role of frontline management, conducting a strategic review, setting out the strategic

HR plan, Implementing HR strategies

Learning Outcomes 2, 3 and 4

Types of HR strategies and their application

● Organisational, development, transformation, culture management, knowledge management, developing trust and reward); talent management, succession planning; Resourcing strategies (HR planning, flexibility, retention and talent management etc.); Learning and development strategies (learning culture, learning, organisation, organisational learning strategies, individual learning), performance management (definition and purpose, scope, process and approaches)

● Reward strategy (purpose, characteristics, structure, developing the strategy, effective strategies, impact on management)

● Employee relations strategy (issues, background, HR approach, policies, partnership agreements, employee voice strategies

Learning Outcomes 1 and 4

Contemporary issues and perspectives on SHRM

● Internationalism and challenges for strategic HR management, diversity management and equal opportunities, downsizing and its strategic implications, globalisation, culture/equality and diversity, work life balance

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