Postgraduate Course: Human Resource Development: theory and practice (EDUA11279)
Course Outline
| School | Moray House School of Education |
College | College of Humanities and Social Science |
| Course type | Standard |
Availability | Available to all students |
| Credit level (Normal year taken) | SCQF Level 11 (Postgraduate) |
Credits | 20 |
| Home subject area | Education |
Other subject area | None |
| Course website |
None |
Taught in Gaelic? | No |
| Course description | This course will develop a critical understanding of the potential and limitations of the contribution of human resource and talent development policies and strategies to formulating and achieving objectives at national, organisational, group and individual levels and will enable the development of intellectual, social, professional and personal skills to perform effectively in associated professional roles. The course requires learners to reflect critically on theory and practice from an ethical and professional standpoint, explores the implications for professional practice, and provides opportunities for applied learning and continuous professional development. |
Entry Requirements (not applicable to Visiting Students)
| Pre-requisites |
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Co-requisites | |
| Prohibited Combinations | |
Other requirements | None |
| Additional Costs | None |
Information for Visiting Students
| Pre-requisites | None |
| Displayed in Visiting Students Prospectus? | Yes |
Course Delivery Information
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| Delivery period: 2012/13 Semester 1, Available to all students (SV1)
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WebCT enabled: Yes |
Quota: None |
| Location |
Activity |
Description |
Weeks |
Monday |
Tuesday |
Wednesday |
Thursday |
Friday |
| No Classes have been defined for this Course |
| First Class |
First class information not currently available |
| No Exam Information |
Learning Outcomes
On completion of this course, the student will be able to:
1. 1 Critically analyse and evaluate the formulation and implementation of processes of human resource and talent development strategies for defining and achieving current and future effectiveness at national, organisational, group and individual levels.
2. 2 Critically evaluate the potential and appropriateness of a range of human resource and talent development strategies, policies and methods with reference to relevant contextual factors.
3. 3 Lead the initiation, development and implementation of learning and talent development strategies, interventions and activities.
4. 4 Work effectively and collaboratively with key internal and external partners and stakeholders to diagnose and manage learning and talent development response to problems and issues and ensure clarity of role and contribution to agreed responses.
5. 5 Critically assess the role and influence the politics of human resource development policy and practice in a range of contexts.
6 Act ethically and professionally with a demonstrated commitment to equality of opportunity and diversity in human resource and talent development and to continuous personal and professional development.
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Assessment Information
Formative assessment. Seminar contributions reviewing particular issues from the literature.
Summative assessment.
1. Essay $ú 4000 words
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Special Arrangements
| None |
Additional Information
| Academic description |
Not entered |
| Syllabus |
1 Critically analyse and evaluate the formulation and implementation of processes of human resource and talent development strategies for defining and achieving current and future effectiveness at national, organisational, group and individual levels.
The notions of strategy, strategy formulation and strategy process and their application in learning and talent development; the notions of HRD, strategic HRD and critical HRD and their connections with learning and talent development; the contextual meanings attached to $ùtalent&© and $ùtalent management&© and their application to key employee groups, for example graduates, managers, professionals, women, international managers etc.; the nature and content of national and organisational policies and strategies for learning and talent development; philosophy of learner-centredness.
2 Critically evaluate the potential and appropriateness of a range of learning and talent development strategies, policies and methods with reference to relevant contextual factors.
The contextual historical, economic, social, cultural, sector and organisational factors that influence policy and practice in learning and talent development; the positioning and contribution of corporate learning and talent development in relation to current and future aspirations and ambitions; policy formulation and content; criteria relevant to selection and adoption of strategies and methods including analytical tools for establishing priorities; examples of common policies, strategies and methods in learning and talent development; employee-led vs. employer-led strategies.
3 Lead the initiation, development and implementation of learning and talent development strategies, interventions and activities.
A range of formal and informal learning and talent development interventions and methods; application of a range of learning theories; design of learning and talent development plans and programmes; producing business plans and business cases; allocation and management of resources; budget planning and control; selection and management of third party suppliers.
4 Work effectively and collaboratively with key internal and external partners and stakeholders to diagnose and manage learning and talent development response to problems and issues and ensure clarity of role and contribution to agreed responses.
Understanding of a range of stakeholder theories, including models of stakeholder analysis; models of partnership working; diagnostic tools and processes, including problem formulation and analysis; notions of role, including social, organisational and professional; nature of performance measurement and associated tools; criteria for selection and design of learning and talent development solutions; auditing learning and talent development.
5 Critically assess the role and influence the politics of human resource development policy and practice in a range of contexts.
The notions of power and models of analysing sources and application of power, including sources of power inequalities; the notion of political systems and processes as applied to work organisations, including interest groups , coalitions and alliances; sources and skills of influencing; developing and applying strategies and behaviours to increase influence on decision-makers and decision-making processes.
6 Act ethically and professionally with a demonstrated commitment to equality of opportunity and diversity in learning and talent development and to continuous personal and professional development.
Definitions and understandings of ethics, including philosophical bases; the similarities and differences of notions of equality and diversity; notions of professionalism and professional practice; implications for and applications in professional practice of learning and talent development; rationales for and processes of CPD; a range of CPD methods
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| Transferable skills |
Not entered |
| Reading list |
Not entered |
| Study Abroad |
Not entered |
| Study Pattern |
Not entered |
| Keywords | HRD training development |
Contacts
| Course organiser | Ms Claire Valentin
Tel: (0131 6)51 6195
Email: |
Course secretary | Mrs Susan Scott
Tel: (0131 6)51 6573
Email: |
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© Copyright 2012 The University of Edinburgh - 7 March 2012 5:56 am
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