Singapore University of Social Sciences

Technology, Disruption, and Human Capital Management

Applications Open: To be confirmed

Applications Close: To be confirmed

Next Available Intake: To be confirmed

Course Types: To be confirmed

Language: English

Duration: 6 months

Fees: To be confirmed

Area of Interest: Management

Schemes: To be confirmed

Funding: To be confirmed


Synopsis

HCM547 Technology, Disruption, and Human Capital Management continues the theme of disruption and change that was developed in HCM545, examining the way that technological disruption is transforming the discipline of human capital management and businesses more generally. The course commences with coverage of the digital disruption megatrend, paying particular attention to segment on artificial intelligence and automation, before considering the move towards flexible, short-term, and contingent work in the so-called “gig economy”. Opportunities and costs will both be considered, viewed from both a business and an ethical/societal perspective. The second half of the course will supplement content found in various core courses, particularly HCM531 and HCM533, examining the effects of digitalisation, automation, and other forms of disruption on traditional human capital functions such as learning and development, performance management, and talent management.

Level: 5
Credit Units: 5
Presentation Pattern: Every July

Topics

  • The digital disruption megatrend
  • Automation and HCM
  • Outsourcing operational HR functions
  • Contingent work and the gig economy
  • Artificial intelligence, big data, and HCM analytics
  • Industrial transformation in Singapore and the region
  • The digitalisation of recruitment, assessment, and selection
  • The digitalisation of learning and development
  • The digitalisation of performance management
  • The digitalisation of talent management
  • The Personal Data Protection Act (PDPA), data law, and ethics
  • User experience and the digital service delivery model

Learning Outcome

  • Discuss the consequences of megatrends on organisations and human capital management.
  • Appraise the digitalisation and automation of key human capital management functions.
  • Predict and prepare for the transformation of human capital management in the coming decades.
  • Develop future-ready human capital initiatives, policies, and strategies.
  • Assess an organisation’s HR analytics capability, use of digital technology, and compliance with data law.
  • Propose data and technology-driven solutions to organisational and business issues.
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