Human Resources Strategy

Overview

This first lesson in the seven-lesson Strategic Human Resources unit introduces human resource management as a strategic business function. Students build from their existing understanding of employees and business operations to define HRM, identify key HR activities and explain how these activities support business objectives.

Learning intentions

Students will:

• define human resource management and identify its major activities
• explain why HR is a strategic business function
• connect HR decisions with business objectives such as productivity, quality, growth and profitability
• begin an inquiry portfolio tracking how HR contributes to business success

Success criteria

• I can explain human resource management in my own words.
• I can identify HR activities such as recruitment, training, performance management and employee relations.
• I can link an HR decision to a business objective.
• I can use evidence from a case study to explain how HR may create competitive advantage.

Curriculum links

• NSW Business Studies: Strategic Human Resources — the role of human resource management and its contribution to business objectives
• Workplace rights, responsibilities and law — identifying workplace rules, rights and responsibilities affecting employees and employers
• Purpose and application of laws for workplace contexts — recognising that HR decisions operate within legal requirements
• Advocacy for individual and group rights — recognising the importance of fair and responsible workplace practices

Lesson structure (60 minutes)

1. 0–10 min · Prior-knowledge brainstorm. Display the opening question from the HR hook and brainstorm slide: “What makes people want to do their best work, and why does that matter to a business?” Students individually record ideas, then complete a think-pair-share and contribute suggestions to a class mind map. Teacher groups responses under people, processes, workplace conditions and business outcomes, without correcting terminology at this stage.

2. 10–25 min · Explicit teaching. Use the HRM teaching sequence to define human resource management as the coordinated process of managing people at work to help achieve organisational objectives. Explain the strategic role of HR and introduce key activities: workforce planning, recruitment and selection, induction, training and development, performance management, remuneration, employee relations, workplace health and safety, and separation. Model links such as “training → improved skills → higher productivity” and “safe work practices → fewer injuries and disruptions”. Pause for teacher questioning: “Which business objective could this HR activity support?” and “What might happen if a business ignores employee rights or safety responsibilities?” Students add a completed definition and two cause-and-effect links to the HR role and strategy worksheet.

3. 25–45 min · Case-study analysis. Place students in six groups of five and distribute the HR role and strategy worksheet with the case study section. The case describes a growing café chain experiencing high staff turnover, inconsistent customer service and safety concerns while planning to open two new stores. Students identify the HR problems, match each problem to an appropriate HR activity, and explain how one proposed HR response supports a business objective. Each group should also identify one relevant employee or employer right or responsibility. Teacher circulates, checks understanding and prompts students to use evidence rather than general opinions. Groups prepare a two-minute report using the case-study reporting prompts.

4. 45–55 min · Group reporting and feedback. Invite each group to report one problem, one HR response and one business objective. As groups speak, record responses in a three-column class table: HR issue, HR strategy, business outcome. Students listen for similarities and differences, then vote on which response is most likely to create sustainable competitive advantage and justify their choice. Teacher gives brief verbal feedback, correcting misconceptions about HR being limited to hiring or payroll.

5. 55–60 min · Exit ticket and portfolio launch. Students complete the final section of the HR exit ticket independently: define HRM, name one HR activity, explain one link to a business objective, and write one question they want to investigate during the nine-week HR inquiry portfolio. Collect responses for diagnostic review and provide written feedback before the next lesson. Briefly explain that the portfolio will gather evidence and reflections across the Strategic Human Resources unit.

Resources

• the HR overview slide deck
• the HR role and strategy worksheet
• NSW Business Studies syllabus or approved classroom summary
• Whiteboard and markers
• Student devices or exercise books
• Timer
• Nine-week HR inquiry portfolio folders or digital templates

Assessment

• Use the opening brainstorm to diagnose students’ existing understanding of HR and distinguish people-management ideas from strategic HR concepts.
• During explicit teaching and case analysis, assess responses to questioning, the accuracy of HR-to-objective links and students’ recognition of workplace rights, responsibilities and safety considerations.
• Mark the exit ticket for definition, application and explanation. Use written feedback to identify students needing reteaching and to shape the next lesson’s focus.

Differentiation

• Provide a vocabulary bank including human resource management, workforce planning, recruitment, training, performance management, employee relations, productivity and competitive advantage.
• Offer scaffolded case questions, sentence starters such as “The HR issue is…” and “This supports the objective of… because…”, and a partially completed cause-and-effect model.
• Allow students to demonstrate understanding through spoken reporting, annotated notes or typed responses. Read the case aloud and provide a digital copy with accessible formatting for students requiring literacy or processing support.
• Extend capable students by asking them to evaluate whether HR can be a source of competitive advantage, compare two possible HR responses and consider the longer-term effects on cost, quality, reputation and employee commitment.