Main Content
Syllabus
HRER 825: Strategic Business Tools for HRER Professionals
HR professionals are increasingly concerned with developing the ability to participate in strategic planning processes with the main decision makers (e.g., finance, operations) in an organization. This course provides a background for HR professionals to learn and then apply important business concepts and tools to the various ways in which HR can truly support strategic initiatives. (3 credits)
Overview
PROFESSOR: I want to welcome you to HRER 825, Strategic Business Tools for HRER Professionals.
For the past half century, HR professionals have developed a variety of tools to service organizations in the number of functional areas we cover in our curriculum-- training, staffing, compensation, performance management-- and they've done this very well.
On the other hand, at this point in our existence, HR professionals are much more involved in helping organizations develop business strategies. They're part-- and becoming larger part-- of the group of people in an organization who help create and implement strategies designed to create competitive advantage. This course is about tools that will help you participate in that kind of activity.
It's what we call gaining a seat at the table. In order to gain that seat, HR professionals need to understand the language and concepts of business. And to do this, we're going to start with accounting and finance. We're going to talk about things like business statements-- or income statements-- and balance sheets. Not because we think you're going to become accounting professionals or accountants, but because we want you to be able to understand what's being spoken when people talk about those issues. We want you be able to discuss them and understand them in a way that makes you part of the conversation.
We're going to raise issues of business strategy, from a stakeholder perspective, from a shareholder perspective, and help you understand the various tools businesses use to identify where they can gain competitive advantage-- understanding the various perspectives they need to consider when making those decisions.
We're going to talk about risk and the development of risk and how people manage risk. Whether they even decide to assume a risk in order to help make whatever strategies develop most effective.
And then we're going to connect all that HR. We're going to help each of us understand how HR can take what it does best and then support the strategy in the very most effective way possible. We're going to talk about metrics, we're going to talk about the creation of dashboards, the use of analytics-- all of those concepts designed to help organizations not only create a strategy, but implement it so that they can, over the long run, have a competitive advantage in the various markets in which they operate.
We want you to leave this course feeling that you're comfortable talking with people about these issues, participating as partners in this process.
In most sophisticated organizations, human resources has evolved from an administrative support function to a strategic partner along with finance, operations and the other main decision makers in an organization. How has HR achieved this transformation? First, by emphasizing the strategic importance of human capital to all organizations and second, by demonstrating HR's ability to optimize the return on this capital. However, to achieve these two goals, HR professionals need to first master some basic business fundamentals which will be the subject matter of this course. To more effectively master these distinct skill sets, this course will be comprised of three discrete but related modules:
1. Financial and Accounting Tools for HR Professionals
HR management needs to fully understand and support the business objectives of the organization. These business objectives are typically expressed in financial terms and HR needs to be comfortable "talking the talk." HR managers need to understand how to read and analyze the financial statements organizations use and understand the underlying basic financial concepts. We will explore the major facets of the three financial statements: the income statement, the balance sheet, and the statement of cash flows. This process will expose you to the basic accounting processes from which the statements are built, personalize your understanding of the purpose and use of each of the statements, and address many of the financial concepts which will help you gain credibility with other organizational decision makers. Also, we will address such issues as calculating Return on Investment (ROI), other cost/benefit tools, and the conceptual framework around which risk management issues affect financial calculations.
2. Business Strategy History and Concepts
All of those involved in executive decision-making must understand the various concepts associated with business strategy. These are perspectives that have become central to management thinking beginning the latter quarter of the 20th Century as business scholars and consultants focused on a simple question: How can a company create a sustained competitive advantage over others in its industry? The course will approach this from both a shareholder and stakeholder perspective.
3. HR Metrics and the Development of an HR Dashboard
In the end, HR needs to generate a strategy to help the organization achieve its strategy. It also needs to show how the results of its strategy have a positive impact on the bottom line results of the company, as well as the ways in which the results contribute to the organization's strategic business objectives. This is achieved through HR metrics. Metrics have always been valuable in measuring performance, but the key now is using metrics to establish a link between an HR strategy and the organization's bottom line results. Understanding metrics, how to calculate them, and how to show their impact on a business plan objective, is the focus of the HR Metrics part of this course.
Course Goals and Objectives
After successfully completing this course, you will be able to:
- Articulate your understanding of the language of business as it relates to HR and finance.
- Explain the purpose, format, and use of three primary financial statements.
- Describe and explain the concept of business strategy in the context of contemporary business policy and practice.
- Compare and contrast at least three approaches to strategy that companies use to seek sustained competitive advantage.
- Measure the effectiveness of organizational HR operations.
- Explain the impact of HR strategies on an organization’s business objectives.
- Develop a tool to provide ongoing Key Operating Indicators information to decision makers.
- Apply your knowledge of strategy, finance and accounting, and HR metrics to realistic situations in which HR professionals will be expected to analyze, solve, and support business strategy.
Required Course Materials
Most World Campus courses require that students purchase materials (e.g., textbooks, specific software, etc.). To learn about how to order materials, please see the Course Materials page. You should check LionPATH approximately 3–4 weeks before the course begins for a list of required materials.Additional Readings: Will be posted in E-Reserves and you can access them via the course Web site.
Library Resources
Many of the University Libraries resources can be utilized from a distance. Through the Libraries website, you can
- access magazine, journal, and newspaper articles online using library databases;
- borrow materials and have them delivered to your doorstep—or even your desktop;
- get research help via email, chat, or phone using the Ask a Librarian service; and
- much more.
You can view the Online Students' Library Guide for more information.
You must have an active Penn State Access Account to take full advantage of the Libraries' resources and services. Once you have a Penn State account, you will automatically be registered with the library within 24–48 hours. If you would like to determine whether your registration has been completed, visit the Libraries home page and select My Account.
Library Reserves
This course requires that you access Penn State library materials specifically reserved for this course. You can access these materials by selecting Library Resources in your course navigation, or by accessing the Library E-Reserves Search and search for your instructor's last name.
Technical Specifications
| Operating System | Canvas, Penn State's Learning Management System (LMS), supports most recent versions of Microsoft Windows and Apple Mac operating systems. To determine if your operating system is supported, please review Canvas' computer specifications. |
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| Browser | Canvas supports the last two versions of every major browser release. It is highly recommended that you update to the newest version of whatever browser you are using. Note: Cookies must be enabled, and pop-up blockers should be configured to permit new windows from Penn State websites. |
| Additional Canvas Requirements | For a list of software, hardware, and computer settings specifically required by the Canvas LMS, please review Canvas' computer specifications. |
| Additional Software | All Penn State students have access to Microsoft Office 365, including Microsoft Office applications such as Word, Excel, and PowerPoint. |
| Hardware | Monitor: Monitor capable of at least 1024 x 768 resolution |
| Mobile Device (optional) | The Canvas mobile app is available for versions of iOS and Android. To determine if your device is capable of using the Canvas Mobile App, please review the Canvas Mobile App Requirements. |
Student Education Experience Questionnaire (SEEQ)
During the semester you will receive information for completing the Student Education Experience Questionnaire (SEEQ). Your participation is an opportunity to provide anonymous feedback on your learning experience. Your feedback is important because it allows us to understand your experience in this course and make changes to improve the learning experiences of future students. Please monitor email and course communications for links and availability dates.
If you need technical assistance at any point during the course, please contact the Service Desk.
For registration, advising, disability services, help with materials, exams, general problem solving, visit World Campus Student Services!
For additional information please refer to the Deferring a Grade page.
Course Requirements and Grading
The World Campus follows the same grading system as the Penn State resident program. The grades of A, B, C, D, and F indicate the following qualities of academic performance:
A = (Excellent) Indicates exceptional achievement
B = (Good) Indicates extensive achievement
C = (Satisfactory) Indicates acceptable achievement
D = (Poor) Indicates only minimal achievement
F = (Failure) Indicates inadequate achievement necessitating a repetition of the course in order to secure credit
| Grade | % Range |
|---|---|
| A | 93 -100 |
| A- | 90 - 92.99 |
| B+ | 87 - 89.99 |
| B | 83 - 86.99 |
| B- | 80 - 82.99 |
| C+ | 77 - 79.99 |
| C | 70 - 76.99 |
| D | 60 - 69.99 |
| F | 59.99 and below |
| Activity Type | Points |
|---|---|
| Individual Essays/Calculations | 665 |
| Group Activities | 225 |
| Whole Class Discussion Forums | 60 |
| Quiz | 50 |
| Total | 1000 |
Deferred Grades
If, for reasons beyond the student's control, a student is prevented from completing a course within the prescribed time, the grade in that course may be deferred with the concurrence of the instructor. The symbol DF appears on the student's transcript until the course has been completed. Non-emergency permission for filing a deferred grade must be requested by the student before the beginning of the final examination period. In an emergency situation, an instructor can approve a deferred grade after the final exam period has started. Under emergency conditions during which the instructor is unavailable, authorization is required from one of the following: the dean of the college in which the candidate is enrolled; the executive director of the Division of Undergraduate Studies if the student is enrolled in that division or is a provisional student; or the campus chancellor of the student's associated Penn State campus.For additional information please refer to the Deferring a Grade page.
Course Schedule
Note: All due dates reflect North American eastern time (ET).
Unless otherwise noted, all assignments are due by Noon (ET) on the Monday after each Lesson's timeframe.
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Lesson 01 Part 1 and Part 2 Commentary Other Readings:
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Lesson 02 Commentary Textbook
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Lesson 03 Commentary Textbook
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Lesson 04 Commentary Textbook
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Lesson 05 Commentary Textbook
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Lesson 06 Commentary Textbook
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Lesson 07 Commentary Other Readings
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Lesson 08 Commentary Textbook
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Lesson 09 Commentary E-Reserve Readings
Harvard Business Review: Access instructions for retrieving Harvard Business Review readings.
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Lesson 11 Commentary Textbook
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Lesson 12 Commentary E-Reserve Reading
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Other Readings
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Lesson 14 Commentary Other Reading
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Note: All due dates reflect North American eastern time (ET).
Note: If you are planning to graduate this semester, please communicate your intent to graduate to your instructor. This will alert your instructor to the need to submit your final grade in time to meet the published graduation deadlines. For more information about graduation policies and deadlines, please refer to Graduation at the Chaiken Center for Student Success.
Formal instruction will end on the last day of class. Provided that you have an active Penn State Access Account user ID and password, you will continue to be able to access the course materials for one year, starting from the end date of the academic semester in which the course was offered (with the exception of library reserves and other external resources that may have a shorter archival period). After one year, you might be able to access the course based on the policies of the program or department offering the course material, up to a maximum of three years from the end date of the academic semester in which the course was offered. For more information, please review the University Course Archival Policy.
Activities
| Lesson | Discussion Forum | Assignment | Quiz | Points |
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| 01 |
Getting Started Activities |
Ungraded |
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01 Part 2 |
| HR Decision Making Evaluation Essay Assignment |
50 |
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| 02 | Revenue and Expenses Worksheet | 30 | ||
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Art vs. Science Assignment |
50 |
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Income Statement Assignment |
30 |
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04 |
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Balance Sheet Assignment |
30 |
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| 04 | Discussion Forum: Cash is King | 30 | ||
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| Calculating Ratios Assignment | 30 | |
| 05 | Apple Assessment Essay | 50 | ||
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ROI Assignment | 50 | |
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Stakeholder/Shareholder Assignment | 50 | |
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| Five Forces Assignment | 50 | |
| 09 | Risk Management Assignment | 50 | ||
| 09 | Discussion Forum: Risk | 30 | ||
| 10 | Developing Corporate Strategy: Discussion Forum | Group Application Paper Project | 100 | |
| 11 | Implementing Strategy Assignment | 100 | ||
| 12 | HR Metrics Assignment | 50 | ||
| 13 | Linking HR to Strategy Assignment | 50 | ||
| 13 | Dashboard Assignment | 25 | ||
| 14 | Quiz | 20 | ||
| 14 | Support Initiatives Discussion Forum | Support Initiatives: Group Application Paper Project | 125 | |
| Course Total | 1000 |
Activities
You are expected to learn from each other through online discussions and assignment postings. Both individual preparations and working with groups are crucial for success in this course. Only through contribution to class discussions, and completing all readings, assignments, and exercises can your learning be meaningful.
Students please note: The School of Labor and Employment Relations does not view Wikipedia as a valid source for information cited in academic work. It can be a useful tool for quickly finding general information on subjects or as a starting point for research. However, students should not cite Wikipedia as a source in papers, reports, assignments, etc.
Group Work
All of you will be assigned to a group and are required to work with your group to turn in assignments and final projects. Group members will be required to exchange phone number, IM, or e-mail addresses to facilitate timely completion of assignment work. Once groups are formed, the group should designate the time and day each assignment is to be provided to the reporter of the week. It is your responsibility to let your instructor and your group members know if you are having computer problems or other problems and are experiencing delays on the designated times agreed upon by the group. Remember, some of your members may work full-time or part-time. Each group member is expected to share his/her schedule in terms of when their contribution can be completed, availability, etc. You are also expected to use the group discussion forum as necessary to discuss issues with your group.
Class Atmosphere
Some material in this course may be considered confidential or sensitive (organizationally). You will not be required to submit confidential financial information. During discussion, you may keep the identity of your organization confidential to protect sensitivities.
Professional behavior is expected in this class. The instructor reserves the right to adjust the overall grade of any student who acts unprofessionally or is disrespectful.
Academic Integrity
According to Penn State policy G-9: Academic Integrity , an academic integrity violation is “an intentional, unintentional, or attempted violation of course or assessment policies to gain an academic advantage or to advantage or disadvantage another student academically.” Unless your instructor tells you otherwise, you must complete all course work entirely on your own, using only sources that have been permitted by your instructor, and you may not assist other students with papers, quizzes, exams, or other assessments. If your instructor allows you to use ideas, images, or word phrases created by another person (e.g., from Course Hero or Chegg) or by generative technology, such as ChatGPT, you must identify their source. You may not submit false or fabricated information, use the same academic work for credit in multiple courses, or share instructional content. Students with questions about academic integrity should ask their instructor before submitting work.
Students facing allegations of academic misconduct may not drop/withdraw from the affected course unless they are cleared of wrongdoing (see G-9: Academic Integrity ). Attempted drops will be prevented or reversed, and students will be expected to complete course work and meet course deadlines. Students who are found responsible for academic integrity violations face academic outcomes, which can be severe, and put themselves at jeopardy for other outcomes which may include ineligibility for Dean’s List, pass/fail elections, and grade forgiveness. Students may also face consequences from their home/major program and/or The Schreyer Honors College.
How Academic Integrity Violations Are Handled
World Campus students are expected to act with civility and
personal integrity; respect other students' dignity, rights, and
property; and help create and maintain an environment in which all
can succeed through the fruits of their own efforts. An environment
of academic integrity is requisite to respect for oneself and
others, as well as a civil community.
In cases where academic integrity is questioned, the Policy on Academic Integrity indicates that procedure requires an instructor to inform the student of the allegation. Procedures allow a student to accept or contest a charge. If a student chooses to contest a charge, the case will then be managed by the respective college or campus Academic Integrity Committee. If that committee recommends an administrative sanction (Formal Warning, Conduct Probation, Suspension, Expulsion), the claim will be referred to the Office of Student Accountability and Conflict Response.
All Penn State colleges abide by this Penn State policy, but review procedures may vary by college when academic dishonesty is suspected. Information about Penn State's academic integrity policy and college review procedures is included in the information that students receive upon enrolling in a course. To obtain that information in advance of enrolling in a course, please contact us by going to the Contacts & Help page .
Accommodating Disabilities
Penn State welcomes students with disabilities into the University’s educational programs. Every Penn State campus has an office for students with disabilities, including World Campus. The Disabilities and Accommodations section of the Chaiken Center for Student Success website provides World Campus students with information regarding how to request accommodations, documentation guidelines and eligibility, and appeals and complaints. For additional information, please visit the University's Student Disability Resources website.
In order to receive consideration for reasonable accommodations, you must contact the appropriate disability services office at the campus where you are officially enrolled, participate in an intake interview, and provide documentation. If the documentation supports your request for reasonable accommodations, your campus's disability services office will provide you with an accommodation letter. Please share this letter with your instructors and discuss the accommodations with them as early in your courses as possible. You must follow this process for every semester that you request accommodations.
Additional Policies
In order to protect your privacy, course access is limited to those individuals who have direct responsibility for the quality of your educational experience. In addition to the instructor, a teaching assistant or college administrator may be provided access in order to ensure optimal faculty availability and access. World Campus technical staff may also be given access in order to resolve technical support issues.
For information about additional policies regarding Penn State Access Accounts; credit by examination; course tuition, fees, and refund schedules; and drops and withdrawals, please see the World Campus Student Center website.
Veterans and currently serving military personnel and/or dependents with unique circumstances (e.g., upcoming deployments, drill/duty requirements, VA appointments, etc.) are welcome and encouraged to communicate these, in advance if possible, to the instructor in the case that special arrangements need to be made.
If you have a crisis or safety concern, mental health services are available to you as a Penn State student. Crisis and emergency contacts are available, no matter where you are located:
- Anywhere in the United States: Call the Penn State Crisis Line at 1-877-229-6400 or text LIONS to 741741. You can also contact your local crisis services or hospital for emergencies.
- Outside the United States: Please contact emergency services in your current location. You can also use the International Crisis and Emergency Services listings.
- At University Park: Assistance is available at Counseling & Psychological Services (CAPS) locations on campus.
- At a Penn State branch campus: You can search for counseling information at your campus.
Penn State takes great pride to foster a diverse and inclusive environment for students, faculty, and staff. Acts of intolerance, discrimination, or harassment due to age, ancestry, color, disability, gender, gender identity, national origin, race, religious belief, sexual orientation, or veteran status are not tolerated and can be reported through Educational Equity via the Report Bias webpage.
Disclaimer: Please note that the specifics of this Course Syllabus are subject to change, and you will be responsible for abiding by any such changes. Your instructor will notify you of any changes.