96 | JADE
AIKATERINI KOSKINA
HRM in a strategic business context - The second part of the
module is concerned with the interaction between HRM, the
environment and the organisation. Students are required to
explore issues associated with strategically managing HR in social,
economic, political and international context. They are expected to
analyse the environment of different organisations and to identify
the implications of environmental influences for HRM practice
through primary and secondary research that is communicated to
peers in various forms. These workshop sessions are supported by
a series of interactive lectures with external speakers on the main
issues and challenges of HRM in various sectors and organisations.
Students also have the opportunity to engage with problem solving
activities in the business environment, like the stakeholders’ role in
influencing HRM practice, and the role of ethics and corporate social
responsibility in HRM.
Students found these activities challenging, especially in relation
to group work. Perhaps a more intensive induction to the module
will help in setting up groups and coaching them. Students also
found the activities useful in preparing themselves when looking
for prospective placements and graduate employment. To this
end, an interesting and somewhat unexpected outcome was that
some students acknowledged the role of small medium size firms
in graduate employment and they started considering prospective
employment in such firms instead of the typical graduate training
schemes in large organisations. This outcome, in my opinion, was
significant as it meant that students were developing a better
understanding of the labour market opportunities.
HRM as a profession and graduate attributes - The third part of the
module is delivered through a series of interactive sessions with HR
practitioners, academics, career specialists and former students. It
starts with the main tasks that HR professionals do, the challenges
involved in undertaking these tasks and the potential strategies that
HR professionals could employ in resolving these challenges. This is
followed by an acknowledgment of the skills that HR professionals
need to possess and the skills that employers are looking for in
HRM graduates. Students are required to reflect on how they could
evidence their skills for employment, to identify any potential skill
gaps and to plan for how they can overcome these by engaging
in appropriate development activities. A careers consultant also
delivers interactive sessions on the students’ work preferences and
motivations followed by a discussion on the career paths that HR
graduates can follow, and encouraging students to develop a clear
vision of where they want to be in the future. This is combined with
employer presentations and networking events through the careers
and employability services that help students to develop a suitable