Oxzer Academy
IIM Calcutta Executive Programme In Strategic Human Resource Management – Batch 05
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Course sections

Section 1
Module 1 (Part A) : Operational HRM
1
1.A.1 : Planning and executing recruitment and selection for different positions
2
1.A.2 : Performance management for goal alignment, motivation, and development
3
1.A.3 : Reward and compensation design to attract, retain, and motivate employees
4
1.A.4 : Labour laws and its impact on businesses/organisations
Section 2
Module 1 (Part B) : Consultative role of HR Managers
1
1.B.1 : Designing and running assessment/developmental centres
2
1.B.2 : Developing competency framework
3
1.B.3 : Implementing 360-degree feedback processes
4
1.B.4 : Managing change
Section 3
Module 2A : Leadership and Talent Management at Work Place
1
2.A.1 : Transactional and transformational leadership
2
2.A.2 : Understanding and mapping leadership styles (personality, big 5)
3
2.A.3 : Employee engagement
4
2.A.4 : Developing your teams
5
2.A.5 : Learning, coaching, and mentoring
Section 4
Module 2B : Formal and Informal Organisation
1
2.B.1 : Structural choices for effective organizational outcomes
2
2.B.2 : Organisation culture and its impact on organizational outcomes
3
2.B.3 : Cross-cultural challenges
Section 5
Module 3 : Understanding Strategic Management
1
3.1 : Strategy versus operations distinctions
2
3.2 : Strategy Formulation
3
3.3 : Industry-level analysis
4
3.4 : Competitive strategy
5
3.5 : Resource-based view on firms
6
3.6 : Value chain analysis
7
3.6 : Planned versus emergent strategies
Section 6
Module 4 : Business Strategies and SHRM
1
4.1 : Universal, contingency, and configurational views on SHRM
2
4.2 : Aligning HRM policies to the business strategies/organisational goals – Cost leadership, innovation, technology, differentiation on services, or quality
3
4.3 : Fit/alignment analysis framework – Horizontal fit and vertical fit
4
4.4 : Horizontal fit – HRM system properties of complementarities
5
4.5 : Vertical fit– Balanced scorecard framework
6
4.6 : HRM Flexibility to manage VUCA environment
7
4.7 : Creating HR (Real) options to manage VUCA environment
Section 7
Module 5 : Corporate Strategies and HRM and International HRM
1
5.1 : Conglomerates versus standalone businesses – SHRM issues
2
5.2 : HRM issues in mergers and acquisitions (M&A) – Due diligence of HRs and cultural integration
3
5.3 : HRM issues in managing joint ventures (JVs) – Managing marriage of equals
4
5.4 : International HRM – Institutional and cultural analytical framework
5
5.5 : International HRM – Institutional and cultural analytical framework
6
5.6 : Managing expatriation and repatriation challenges
7
5.7 : HRM issues in global production chains
8
5.8 : Global institutional frameworks – WTO vs ILO; rights vs interests debate
Section 8
Module 6 : General Management Module
1
6.1 : Analytics in HRM – statistics
2
6.2 : Understanding financial statements
Section 9
Module 7 : Campus Module
1
7.1 : Contemporary issues in HRM – GIG economy and workers, contemporary concerns for work and workers
2
7.2 : Application of emerging technologies to HRM processes – AI, Chatbots, and so on
3
7.3 : Psychometrics in HRM
4
7.4 : Designing and implementing experiential learning and development exercises
5
7.5 : DEI or ESG issues

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