Studying HRM502 is relatively straightforward. Firstly, familiarise yourself with the assessments as set out in the Subject Outline. Then, look around the Interact2 site and locate where things are, especially the online topics. Secondly, get across the study Schedule - this summarises for you the suggested study schedule, relevant chapters in the textbook, the due dates for assessments and the online meetings that will be held during the session. Thirdly, map out your learning journey by working out a study plan. Now - you're ready to get started. Fourthly, work through each topic systematically, giving yourself the time and headspace to understand and apply the content. Do the learning activities as you go through each topic to support your understanding of the content and to test your ability to use the knowledge that you are covering. This will give you much better value for money from the subject. Discussion of these activities will be done in class (for students taking the subject in face to face mode) and in online meetings, for those studying in online mode. Online students can also discuss the learning activities peer-to-peer, using the Discussion forum. The content of HRM502 is delivered using a continuous case study that is based on an authentic, but fictional, engineering consultancy company called, Civil Engineering & Research Associated (CERA). Here is the top structure of this company.A website for the company is linked to the Interact2 site. Get to know the company. Mark French Task-focused Wants to be convinced with evidence before committing to anything. Committed to HRM, but not well versed. Task-focused. Sees staff as a resource to get the job done: ‘if we hire fully-formed adults, A- grade performers, perhaps we shouldn’t have to do a lot in HRM’. Tends to be revenue and profit-focused When faced with a specialist problem, he will go with the expert, if he is persuaded. Israel tobin More relationship-focused than task-focused. Understands the importance of an evidence- based approach, but needs to sharpen his work in providing these kinds of arguments. Has a comprehensive understanding of HRM. Sees staff as valued partners who must be motivated, engaged, skilled up and paid well: ‘people spend 30% of their lives at work – they have to be engaged fully’. Is more focused on doing good HR initiatives than on results/outcomes- focused. Willing to compromise in problem solving, but must see some progress. Has a high concern for ethics and for shaping the culture of CERA towards a fair, inclusive organisation. Kellie lincon Hard –headed, task-focused. Preference for data/information and evidence to support action. Interested in HRM, but not sure what it is really about. Sees staff as important: ‘treat them well, pay them well , and the rest will take care of itself’. Worried about cost impacts v return. Reluctant to bend in problem solving, because her area is the driver of revenue for CERA. Hard –headed, task-focused. Preference for data/information and evidence to support action. Interested in HRM, but not sure what it is really about. Sees staff as important: ‘treat them well, pay them well , and the rest will take care of itself’. Worried about cost impacts v return. Reluctant to bend in problem solving, because her area is the driver of revenue for CERA. Jonathan simon Easy going. Balances task and relationship focus. Tends to be evidence-focused, but will sometimes go along with a solution on the basis of gut feeling. Has some understanding of the importance of HRM/capability from his previous experience. The most switched on of all the execs. Sees staff as valuable resources to be nurtured, but only to a point. Wants to see benefits from any solutions when solving problems. Tries to be creative in problem solving. Known as a deal-broker/peacemaker Rachel Amero Task focused; weaker on relationship focus. Tends to be persuaded by successful examples where things have been tried elsewhere, even if they are not representative (big fan of apple, google) Sceptical of need for HRM. Weakest exec in getting onboard with HR. Management is in control, but should consult staff. Will consult, but in the end will do what she thinks is best for CERA’s bottom line. Strategic = return on investment. Tends to be impatient and wants to solve problems quickly and move on. Must see immediate impact, or don’t bother. Least cost or cost neutral solutions preferred. Minimum additional workload for her and for her staff. About CERA Civil Engineering & Research Associates (CERA) was established in 2007 with the vision of becoming the go-to consulting company in civil construction in Sydney. From the outset our vision has been to provide an integrated planning, design and engineering consulting service, targeting medium to large infrastructure projects in Sydney. Seeing the future in smart structures, we launched our Smart Structures Research & Development Division in 2012, to be a leader in the emerging field of smart construction solutions. Our approach has been to provide high quality, timely planning, structural and civil engineering advice and solutions for our clients, whilst recognising that all of our clients and their needs are different. Our team of experienced and responsive consultants provides a “one stop” approach for total project delivery, offering clients original and highly buildable design solutions that satisfy their cost and time requirements. At CERA, we have a team of qualified, experienced consultants who can help you with planning, design and documentation of all aspects of every structure in-house. Our people have a can-do attitude to the tasks that they are asked to perform, and they pride themselves on going further to exceed the expectations of their clients. In order to achieve our goals, a key focus has been to attract and retain the best available technical and engineering staff, whilst training them to adopt a positive, competent and professional approach that has become the hallmark of CERA. Our consultants work in an environment where initiative is encouraged and excellence is rewarded. We believe that an innovative and enquiring approach is the best way to address our clients' challenges. I believe we have the right team to take on any civil project; and our ongoing investment in the development of our team will keep on raising the standard of project delivery for our clients. STRATEGY Of the CERA CERA is based in Sydney. We directly employ 45 people, and have associations with 15 independent contractors who work with us from time to time. The distribution of our permanent staffing is as follows: Founding Director – Mark French (1) Civil Engineering Division – Kellie Lincoln, Director + 12 professional staff (13) Drafting Office – Rachel Amaro, Manager + 5 professional/technical staff (6) Planning Division – Jonathon Simon, Director + 3 professional staff (4) Smart Structures R&D Division – Lane Scowcroft, General Manager + 5 research/professional staff (6) Finance, Legal and Administration Office – Susumu Takada, Manager + 5 professional and 5 administrative staff (11) Human Resources Office – Israel Tobin, Manager + 3 professional staff (4) We have three major, client-facing lines of business – civil engineering, planning and smart structures. The drafting office provides internal support services to the civil engineering division. Administrative staff are managed centrally and deployed under internal service agreements to the different divisions and offices. When Mark set up the company in 2007, his intention was to differentiate CERA from its competitors on the basis of its service orientation and innovation. (He recognised that cost and professional competency would be broadly similar to his major competitors.) However, as the company has grown, there has been greater attention to cost competitiveness, but certainly not to the point where we would see this as our main strategy type. Our strategy is centred on providing a high quality, high-contact service for our clients by maximising the use of virtual technologies and deploying the superior technical, relational and marketing skills of our people. Our focus on innovation has two elements: the development and application of smart materials and smart structures that are efficient, sustainable and elegant; and our ability to move quickly between a boutique approach to customising design and engineering solutions, and providing more orthodox consulting services for major public infrastructure projects. We are known for our agility and this is one of the strengths that we have as a smaller operation in a highly competitive market. As the table below shows, we have been on a relatively rapid growth path over the last three years. Source: CERA Annual Report, 2015 Most of this growth has come from a cocktail of a concentration strategy, focusing on those markets where we are well-known, and an internal growth strategy, where we have moved into commercial development and environmental engineering solutions. In pursuing an internal growth strategy, we have tried to concentrate on exploiting our key strengths, our relatively young team of highly talented and service-minded professional staff. We have been very fortunate in recruiting well and being able to keep some of the best people around. Mark and Kellie have been approached by competitors and allied professional services firms from time to time to discuss various merger/acquisition possibilities, but so far this has not led to any meaningful outcome. Lane Scowcroft’s Smart Structures R&D Division is by far the most ambitious and far-reaching strategic choice we’ve made since the business was founded in 2007. Although fairly modest in size and reach at the moment, this is seen by the management team as an important part of the future growth of CERA. Those who are unfamiliar with what this is all about should watch these videos.