Human Resource Management

Presents both traditional and contemporary perspectives of modern management examining management and management roles in teams, projects, departments and the organization as a whole. Strategic planning, operational planning, leading, organizing and controlling for performance will be addressed. Through actual business scenarios, cases and exercises, participants gain experience in decision-making and applying theory to real world organizations.
Prerequisite(s):

• No prerequisites are required for this course.

Analyses business strategy formulation to give the student practical experience and confidence in handling complex business situations. Comprehensive business cases will be selected in fields such as finance, control, personnel, production, marketing, and general management. Acquaints the student with management decision-making and effective verbal and written business analysis. Teamwork and organizational change are addressed as elements of strategy implementation.
Prerequisite(s):

• 50% in BUSA 2005 or 50% in BUSA 2100
• Departmental approval needed to register in this course. Course registration is restricted to students that have completed a minimum of 30 credits of coursework in business programs and completed BUSA 2005 or 50% in BUSA 2100 or 50% in BUSA 2150. To be considered for registration approval, please email the Business Administration Part Studies Program Assistant at Kim_Petkov@bcit.ca **Full-time day school students in the School of Business may not enroll in this course without the express consent of their day school Program Head.**

Presents the influential concepts of both micro and macroeconomics and, in a student-based learning environment, assists you in applying these notions to your career. A professional economist will work with you in discovering the laws of supply and demand, consumer decision-making, producer profit maximization, competition and monopoly regulation in microeconomics. Use of fiscal, monetary and exchange rate policy to influence unemployment, inflation and economic growth is also covered. Familiarization with spreadsheets is strongly recommended for those intending to register in the Internet delivery section.
Prerequisite(s):

• No prerequisites are required for this course.

Covers the accounting function and the services it provides to the manager. Topics include preparation and interpretation of various financial statements, reports, budgets, etc., in managerial decision-making.
Prerequisite(s):

• No prerequisites are required for this course.

This course covers theory, practice and standard programs employed by human resource management practitioners in today’s private sector business, government and other organizations. The course covers the major human resource management functions with some emphasis on applied knowledge. Recommended for all persons interested in general management, HR management, and/or supervision.
Prerequisite(s):

• No prerequisites are required for this course.

This course presents the study of factors that either influence or are influenced by people at work. Focuses on macro factors such as organizational structure, technology and environment; group factors such as group dynamics, leadership, conflict, change and decision-making; and individual factors such as personality, attitudes, perception and motivation.
Prerequisite(s):

• No prerequisites are required for this course.

​This communication course teaches practical business communication techniques for planning, organizing, selecting, writing, and presenting information in business or industry. It covers routine memos, letters, request and reply letters, and oral presentations. NOTE: COMM 1103 is equivalent to COMM 1106. Although COMM 1106 may not be included on the program course list or program matrix, students may choose either COMM 1106 or COMM 1103 for their program. Students do not need to take COMM 1103 if they take COMM 1106. Students do not need to submit transcripts for entrance to this course. BUT, in the case of formal or informal grade appeals or reviews they will be asked to show proof of their English requirements. Students who wish to confirm their English level are strongly advised to take COMM 0015.​ Students scoring below "C+" in English Studies 12 are encouraged to take COMM 1106 instead of COMM 1103.​
Prerequisite(s):

• English Studies 12 "67%" (C+) or equivalent (ie: COMM 0015 "70+" or IELTS Academic 6.5, etc.)

This communication course is designed for students needing additional assistance in meeting the language standards of a credit introductory business and technical Communication course. It teaches practical business communication techniques for planning, organizing, selecting, writing, and presenting information in business or industry. It covers the same content as COMM 1103, but has additional communication development and English grammar practice activities to support your learning. NOTE: COMM 1106 is equivalent to COMM 1103. Although COMM 1106 may not be included on the program course list or program matrix, students may choose either COMM 1106 or COMM 1103 for their program. Students do not need to take COMM 1103 if they take COMM 1106. Students do not need to submit transcripts for entrance to this course. BUT, in the case of formal or informal grade appeals or reviews they will be asked to show proof of their English requirements. Students who wish to confirm their English level are strongly advised to take COMM 0015.​ Students scoring below "C+" in English Studies 12 are encouraged to take COMM 1106 instead of COMM 1103.​
Prerequisite(s):

• English Studies 12 "50%" (PASS) or equivalent (ie: COMM 0015 "50+" or IELTS Academic 6.0, etc.)

This course will explore the common law legal principles and statutory regimes governing the relationship between individual employees and employers in Canada. While the emphasis will be on the law of employment in the non-union context, comparisons will be made throughout the course between individual and unionized activity and the relationship between unions and employers in Canada. The course will involve a review of relevant statutes, analysis of decisions from the courts, practical exercises, discussion and student presentations. Students should take HRMG 3205 Labour Relations I to learn about employment law as it applies to a unionized workforce.
Prerequisite(s):

• No prerequisites are required for this course.

A practical course for those responsible for safety and health in an organizational setting, including managers, supervisors, shop stewards, safety committee members, members of the labour relations or human resources department. Topics include: Workers' Compensation Act; rules and regulations, safety program elements; the role of the committee; claim and disability management; due diligence; and union/management cooperation.
Prerequisite(s):

• No prerequisites are required for this course.

A necessary skill set in today's world - designed for those involved in, or associated with labour relations as management or union. Covers the collective bargaining process and day-to-day contract administration. Related laws, typical contract clauses, grievance procedures, responsibilities of the supervisor and the shop steward, and current activities in the labour relations field. Students will learn to approach their responsibilities for matters covered by collective agreements with more confidence and expertise.
Prerequisite(s):

• No prerequisites are required for this course.

This is an advanced course for students specializing in human resource management. The learning outcomes address both the knowledge and skills to design and implement effective recruitment and selection processes and/or to critique and improve existing processes. The outcomes also address the specific skills to conduct selection interviewing. The course materials are designed to be relevant for a human resource professional in either an organizational or consulting capacity.
Prerequisite(s):

• 50% in HRMG 3105^† (^† may be taken concurrently)

A first line management course for people responsible for staff training; members of human resource departments contemplating a training program, or who are involved with on-the-job training will be particularly interested. Develops a solid grounding in current training methodology, techniques and aids. Topics include learning theory, determining training needs, writing objectives, designing training programs using outside resources and evaluation.
Prerequisite(s):

• No prerequisites are required for this course.

This course is designed to enable students to explore effective processes and systems for managing performance at the individual, team and organization level. It will provide students with an understanding of the key role performance management plays in achieving corporate strategy and optimizing productivity. Within the scope of "managing performance" students will gain knowledge of how to measure and develop performance. Interactive opportunities will be provided to build skills needed to assist line managers in managing performance, including: establishing and communicating performance criteria; coaching for performance improvement; and conducting performance review discussions. This course will also examine the relationship between performance management and other HRM functions.
Prerequisite(s):

• 50% in HRMG 3105^† (^† may be taken concurrently)

Develops a basic knowledge of salary administration. Introduces wage and salary administration techniques including job analysis, job evaluation, compensation surveys, establishing and maintaining salary schedules, administering a salary plan; general and specific adjustments for promotions and demotions; and how to set up a simple plan. Contemporary issues such as pay compression, pay equity and confidentiality are addressed.
Prerequisite(s):

• 50% in HRMG 3105

Are you in an HR role or a Management role with a large HR component? This on-line course uses a number of interactive, multi-media tools to teach students how to choose, implement and use best practice Human Resource metrics and analysis techniques that are aligned with organizational strategy. It looks at how to evaluate the financial impact of Human Resource initiatives and examines key metrics in areas such as engagement, absenteeism, recruitment and selection, performance management, health and employee development. Students will learn to show how investments in HR initiatives translate to bottom-line benefits
Prerequisite(s):

• 50% in HRMG 3105

This course introduces systems and procedures associated with human resource information collection and storage, with emphasis on use for strategic and organizational human resource planning purposes. The course provides an overview of technology and Human Resources Management Systems, as well as current trends.
Prerequisite(s):

• 50% in HRMG 3105 and (50% in OPMT 1600 or 50% in BSYS 1000)

Are you in an HR role or a management role with a large HR component? This course examines the link between strategic human resources planning and organizational effectiveness. Students will learn how to develop a human resources plan that supports organizational strategy. Topics include: the strategic planning process; environmental scanning, forecasting human resources supply and demand; succession management, downsizing, mergers and acquisitions; and outsourcing.
Prerequisite(s):

• 50% in HRMG 3105