Unit rationale, description and aim

Business acumen and a strategic mindset are essential tools for contemporary HR practitioners and leaders. These capabilities must be grounded in a deep understanding of HR functions and the use of data and metrics to inform evidence-based business decisions. This unit integrates Strategic Management and Human Resource Management (HRM), highlighting how strategic HRM informs the development and implementation of effective business strategies.

Students will explore how HRM contributes to organisational legitimacy, cost-effectiveness, flexibility, and competitive advantage through evidence-based practices, including the use of HR analytics and metrics. The unit emphasises the alignment of HR practices with business strategy, drawing on relevant theories and models to support strategic and operational decision-making.

Students will apply these insights in organisational scenarios and reflect on the ethical implications of strategic HRM, including its effects on employees, families, supply chains, and broader communities—promoting understanding of human dignity and the common good. The unit builds on foundational HRM and management units and provides a basis for more advanced study in strategic HRM and analytics. Community engagement is fostered through case studies and applied learning that reflect the social responsibilities of strategic HR practice.

2026 10

Campus offering

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Unit offerings may be subject to minimum enrolment numbers.

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  • Term Mode
  • Semester 2Campus Attendance
  • Term Mode
  • Semester 2Online Scheduled
  • ACU Term 1Online Unscheduled
  • ACU Term 3Online Unscheduled
  • Term Mode
  • Semester 2Campus Attendance

Prerequisites

HRMG200 - Applied Human Resource Management OR HRMG207 Introduction to Human Resource Management OR HRMG209 Human Resource Management and Employee Wellbeing

Learning outcomes

To successfully complete this unit you will be able to demonstrate you have achieved the learning outcomes (LO) detailed in the below table.

Each outcome is informed by a number of graduate capabilities (GC) to ensure your work in this, and every unit, is part of a larger goal of graduating from ACU with the attributes of insight, empathy, imagination and impact.

Explore the graduate capabilities.

Critically examine strategic human resource manage...

Learning Outcome 01

Critically examine strategic human resource management frameworks, theories and concepts to improve organisational performance
Relevant Graduate Capabilities: GC2, GC7

Apply the principles of an evidence-based approach...

Learning Outcome 02

Apply the principles of an evidence-based approach to decision making and strategy in HRM using technology enhanced HR metrics and data-driven analytics
Relevant Graduate Capabilities: GC2, GC8

Critically evaluate research evidence on how techn...

Learning Outcome 03

Critically evaluate research evidence on how technology, data and systems inform and shape HR decisions
Relevant Graduate Capabilities: GC2, GC10

Develop effective written and oral communication s...

Learning Outcome 04

Develop effective written and oral communication skills to provide meaningful insights to various audiences by applying and presenting information and data insights.
Relevant Graduate Capabilities: GC2, GC12

Content

Topics will include:

  • Introduction to strategic HRM: evidence-based HRM
  • Organisational Strategy and Strategic HRM
  • Strategic HRM & sustained competitive advantage
  • Strategic HRM: Different schools of thought
  • HR analytics: how technology, data and systems inform and shape HR decisions in a digital age
  • Evidence-based and analytical approaches to HRM; Value proposition of HRM technologies
  • HR strategy and information systems in a digital era
  • Critical evaluation of strategic HRM: implications of using data-driven metrics for human rights, privacy and serving the common good
  • Building a workforce: interest alignment using metrics and analytics

Assessment strategy and rationale

In order to pass this unit, students need to achieve an aggregate mark of at least 50%. All assessments are marked using rubrics aligned with the unit’s learning outcomes.

The assessment strategy supports a structured progression of learning, enabling students to develop capabilities in strategic HRM, data-informed decision-making, and ethical analysis. In Assessment 1, students complete an individual 1,000-word business report applying HR data insights to address an emerging HR issue, while considering ethical implications such as privacy, confidentiality, and the impact on workers. This task ensures independent application of core concepts and critical thinking.

In Assessment 2, students work in groups to develop and present a HR analytics system architecture. This collaborative task reflects real-world teamwork and supports the development of communication and problem-solving skills. A Peer Evaluation Tool promotes fairness and individual accountability.

In Assessment 3, students submit a 1,500-word individual critical report analysing ethical challenges in HR analytics, aligned with values such as human dignity and the common good.

All AI-assisted content must be acknowledged, and students are expected to demonstrate original thinking, sound analysis, and academic integrity in their final submission.

Overview of assessments

Assessment Task 1: Business Report This assessme...

Assessment Task 1: Business Report

This assessment task requires students to write a business case report (1,000 words) on how to use HR data insights to combat an emerging HR issue. Students will be able to choose 1 from a selection of 2 contemporary HR issues confronting organisations today. They will also be required to consider and address the ethical dilemmas of using HR data in the organisation to address the HR issue (eg. its impact on workers, privacy, confidentiality etc).

 Submission Type: Individual

Assessment Method: Discussion Board Contribution

Artefact: Written 

Weighting

30%

Learning Outcomes LO1, LO3
Graduate Capabilities GC2, GC7, GC10

Assessment Task 2: Group Oral Presentation This ...

Assessment Task 2: Group Oral Presentation

This assessment task consists of a 15 minute group presentation or a 5 minute video presentation requiring students to utilise communication and critical thinking skills and work collaboratively to develop ethical solutions recognising human dignity and technology logic for data capture, analyses and report output for HR analytics system architecture.

Group individual members completing Peer Evaluation Tool provided.

Submission Type: Group

Assessment Method: Presentation

Artefact: Video or Oral presentation

Weighting

30%

Learning Outcomes LO2, LO4
Graduate Capabilities GC2, GC8, GC12

Assessment Task 3: Critical Report This assessme...

Assessment Task 3: Critical Report

This assessment task consists 1500-word report that analyses the ethical challenges of using HR metrics and analytics for human diversity while aligning with business strategy. The task draws on students’ communication skills to develop a report that examines the ethical dilemma of using HR analytics with strong justification for the human dignity and the common good.

Submission Type: Individual

Assessment Method: Report

Artefact: Written Report

Weighting

40%

Learning Outcomes LO2, LO3, LO4
Graduate Capabilities GC2, GC7, GC8, GC10, GC11

Learning and teaching strategy and rationale

This unit is delivered in both “Attendance” and “Online” modes to accommodate diverse learning needs and preferences, ensuring students progressively build their skills and maximise effective participation throughout the semester.

Attendance Mode - Students attend a weekly 2-hour face-to-face workshop at a designated location. Prior reading and preparation (asynchronous) is required to maximise engagement. Workshops are interactive and support active participation through discussions and activities. Students co-construct knowledge individually and with peers to enhance learning outcomes.

An enquiry-based approach guides students in developing knowledge of strategic HRM metrics and analytics. Asynchronous discussions support collaborative learning. Students complete individual engagement tasks and asynchronous modules to explore data-driven, evidence-based HRM. Emphasis is placed on designing HRM solutions for competitive advantage, with consideration of ethical and privacy implications. Students reflect through storytelling and insight-sharing.

Online Mode - Using an active learning approach, this mode offers flexibility and variety. Weekly asynchronous discussions and application-based activities help students apply theory to practice and share personal examples. Constructive peer engagement is encouraged, and regular, timely feedback supports academic progress.

Representative texts and references

Representative texts and references

Angrave, D., Charlwood, A., Kirkpatrick, I., Lawrence, M. and Stuart, M., 2016. HR and analytics: why HR is set to fail the big data challenge. Human Resource Management Journal, 26(1), pp.1-11.

Boon, C., Eckardt, R., Lepak, D.P. and Boselie, P., 2017. Integrating strategic human capital and strategic human resource management. The International Journal of Human Resource Management, pp.1-34.

Boon, C., Eckardt, R., Lepak, D.P. and Boselie, P., 2017. Integrating strategic human capital and strategic human resource management. The International Journal of Human Resource Management, pp.1-34.

Boxall, P., 2018. The development of strategic HRM: reflections on a 30-year journey. Labour & Industry: A Journal of the Social and Economic Relations of Work, 28(1), pp.21-30.

Edwards, M.R. and Edwards, K., 2019. Predictive HR analytics: Mastering the HR metric. Kogan Page Publishers.

Farndale E and Paauwe J. 2017 Strategy, HRM, and Performance: A Contextual Approach Oxford Publisher.

Gal, U., Jensen, T.B. and Stein, M.K., 2020. Breaking the vicious cycle of algorithmic management: A virtue ethics approach to people analytics. Information and Organization, 30(2), p.100301.

Marler, J.H. and Boudreau, J.W., 2017. An evidence-based review of HR Analytics. The International Journal of Human Resource Management, 28(1), pp.3-26.

Marler, J. H., Cronemberger, F., & Tao, C. (2017). HR Analytics: Here to Stay or Short Lived Management Fashion? In Electronic HRM in the Smart Era (pp. 59-85): Emerald Publishing Limited.

Mohammed, D. and Quddus, A., 2019. HR Analytics: A Modern Tool in HR for Predictive Decision Making. Journal of Management, 6(3).

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