This course is designed to facilitate students’ understanding of the frameworks and conceptual underpinnings of how Human Resource (HR) can be positioned with the use of metrics and how metrics can assist organizations to relate HR practices to impact business outcomes. The course contents will developed based on the People Capability Maturity Model (P-CMM) and Data Analytics that help students characterize the maturity of their HR practices, establish a program of continuous HR development, set priorities for improvement actions, integrate HR development with process improvement, and establish a culture of excellence. The students will also learn how to use data analytics in HR decision.
Curtis, B., Hefley, W.E., & Miller, SA. (2001). People Capability Maturity Model (P-CMM) Version 2.0. Pittsburgh, Pennsylvania, U.S.A.: Carnegie Mellon University Software Engineering Institute.

Fitz-Enz, J., & Mattox, I. I. J. (2014). Predictive analytics for human resources. Hoboken, NJ: John Wiley & Sons.

Isson J.P., & Harriott, J.S. (2016). People Analytics in the Era of Big Data: Changing the Way You Attract, Acquire, Develop, and Retain Talent. New Jersey, NJ: John Wiley & Sons.
Course activities
出席10%: 由課代每節點名,(出席分數 = 實際出席/應出席 *100),請假或遲到15分鐘內以出席0.5次計算。缺課或請假合計達六次(含)以上,學期總成績以零分計。 (請假須到學校系統完成請假為準)

期中報告20%: 以PPT輔助進行5分鐘簡報分享 (個人報告)。分數在下課前,由每位同學與老師共同評鑑。

期末報告30%:  以PPT輔助進行15分鐘TED式口頭分享 (團體報告),10分鐘與老師及其他同學答辯。分數由每位同學與老師共同評分。報告前一天23:59,以組為單位上傳PPT至本學習平台作業區。

課堂導讀 40%: 2-3人一組,每周輪流導讀1篇Paper (附件中的第一篇),限時30分鐘簡報,20分鐘QA。全班同學在上課前皆須預習該周指定的文章。若指定導讀者沒有準有備導讀,該課堂討論與參與成績以零分計。導讀者須在報告前一天晚上23:59以前,將導讀內容以PPT格式上傳至"作業區"。下課前,分數由每位同學與老師共同評分。
註: 其他同學針對導讀的組別,並須提出至少1個問題,並進行導論。在下課前30分鐘,將問題與討論結論,上傳1張PPT Slide至作業區。分數由其他同學與老師共同評分。
  • 評分標準 : 所提問題與討論,讓我參與這堂學到很多。 20分(非常不同意); 40分(不同意); 60分(普通); 80分(同意); 100分(非常同意)

加分項: 學期結束前,由全班同學票選整個學期在問題討論解析或答問最具頁獻的五位同學,最高票總分得加9分; 次高7分; 第三名5分; 第四名4分; 第五名3分。老師得依例外表現,保有另外加分的權限,不以前五名同學為限。課代因協助課務,學期總分加5分。經計算,若學期總分超過100分,以100分計算。
其它規定: 上課中若非經老師指示或下課外,不得使用社交媒體或即時通訊 (例如: Facebook, Twiter, 微博, Line, Wechat, WhatsAPP等),亦不得在上課打瞌睡、不參與討論或任何影響其他同學上課氣氛的行為老師有權請違反規定的同學立刻離開教室,該堂3節課視同未出席
學員登入名稱: 中文姓名
  • 1.
    Introduction (2018/3/7)
    The course prepares you to determine the HR measures that align with your company's strategic goals. It explains the characteristics of high quality data and equips you to find and collect that data, inside or outside your organization. It provides a high-level introduction to common analysis techniques and some mistakes to avoid when interpreting data, or when assessing reports and interpretations offered by others. In the final section of the course, you will learn to take the results of your data collection and analysis and communicate your findings in a compelling manner so that change follows.
  • 2.
    The Balanced Scorecard (2018/3/14)
    The balanced scorecard is a strategic planning and management system that is used extensively in business and industry, government, and nonprofit organizations worldwide to align business activities to the vision and strategy of the organization, improve internal and external communications, and monitor organization performance against strategic goals. It was originated by Drs. Robert Kaplan (Harvard Business School) and David Norton as a performance measurement (see What is a KPI?) framework that added strategic non-financial performance measures to traditional financial metrics to give managers and executives a more 'balanced' view of organizational performance. While the phrase balanced scorecard was coined in the early 1990s, the roots of the this type of approach are deep, and include the pioneering work of General Electric on performance measurement reporting in the 1950’s and the work of French process engineers (who created the Tableau de Bord – literally, a "dashboard" of performance measures) in the early part of the 20th century.
    Kaplan and Norton describe the innovation of the balanced scorecard as follows:

    "The balanced scorecard retains traditional financial measures. But financial measures tell the story of past events, an adequate story for industrial age companies for which investments in long-term capabilities and customer relationships were not critical for success. These financial measures are inadequate, however, for guiding and evaluating the journey that information age companies must make to create future value through investment in customers, suppliers, employees, processes, technology, and innovation."
  • 3.
    The Workforce Scorecard (2018/3/21)
    The Workforce Scorecard argues that to maximize the strategic contribution of the workforce, organizations must meet three challenges: view their workforce in terms of its potential contribution rather than as a cost to be minimized (the perspective challenge); replace benchmarking metrics with measures that differentiate levels of strategic impact (the metrics challenge); and hold line managers and HR professionals jointly responsible for workforce quality and strategy execution (the execution challenge).
  • 4.
    The HR Scorecard (2018/3/28)

    The HR Scorecard argues that HR measurement systems must be based on a clear understanding of organizational strategy and the capabilities and behaviors of the workforce required to implement that strategy. Thus, an HR Scorecard is a mechanism for describing and measuring how people and people management systems create value in organizations, as well as communicating key organizational objectives to the workforce.

    It is based on a strategy map – which is a visual depiction of “what causes what” in an organization, beginning with people and ending with shareholder or other stakeholder outcomes. The HR Scorecard is built around a series of examples and a process that helps managers to do this work in their own firms – designing an HR architecture that relentlessly emphasizes and reinforces the implementation of the firm’s strategy.

  • 5.
    ISO 10015 Guidelines for Training (2018/4/11)
    The ISO 10015 Quality Standard for Training is a sector specific quality assurance system. It focuses on training processes at the workplace. It was developed by a group of experts from twenty-five ISO member countries and became available to the public in the year 2000. 

    An ISO 10015 defines training as a four-stage process:

    1. Defining training needs
    2. Designing and planning training
    3. Providing the training
    4. Evaluating the outcome of Training
  • 6.
    Job Performance Appraisals (Skip)
    Performance Appraisal is the systematic evaluation of the performance of employees and to understand the abilities of a person for further growth and development.  Performance appraisals are one of many performance management tools that aim to ensure employees’ performance contributes to business objectives, and should be used as part of a holistic approach to managing performance. Increasingly, the value of annual performance appraisals is being challenged and some question the value of any kind of performance appraisal.
  • 7.
    Guest Speaking (2018/4/18)
    Topic: Is HR Ready for Blockchain Technology?
    Lman Chu
    South Star Xelerator
    • 8.
      Midterm Presentation - Personal Scorecard (2018/4/25)
      Introduction your personal scorecard and make a presentation on 4/25.
    • 9.
      Introduction to People Capability Maturity Model (2018/5/2, 5/9, 5/16, 5/23, 5/30)
      The People Capability Maturity Model is a tool that helps you successfully address the critical people issues in your organization. The People CMM employs the process maturity framework of the highly successful Capability Maturity Model for Software (SW-CMM) as a foundation for a model of best practices for managing and developing an organization's workforce. The Software CMM has been used by software organizations around the world for guiding dramatic improvements in their ability to improve productivity and quality, reduce costs and time to market, and increase customer satisfaction. Based on the best current practices in fields such as human resources, knowledge management, and organizational development, the People CMM guides organizations in improving their processes for managing and developing their workforce. The People CMM helps organizations characterize the maturity of their workforce practices, establish a program of continuous workforce development, set priorities for improvement actions, integrate workforce development with process improvement, and establish a culture of excellence. Since its release in 1995, thousands of copies of the People CMM have been distributed, and it is used world-wide by organizations, small and large, such as IBM, Boeing, BAESystems, Tata Consultancy Services, Ericsson, Lockheed Martin and QAI (India) Ltd.
    • 10.
      Big Data and Data Analytics in HR (2018/6/6)
      This session will be held by Dr. Suen.
    • 11.
      Guest Speaking (2018/6/13)
      Topic:  HRIS & People Analytics
      Eric Lee
      HRIS and Analytics Manager
      • 12.
        Final Presentation - People Analytics (2018/6/27)
        Give a TED-style talk for your case study of People Analytics, and upload your PPT before 2018/6/27.