• An understanding of core concepts and theories concerning the main themes of the course,
• The ability to apply the concepts to real-world cases in order to analyze how people will act in response to any given (change in) HR practices, such as incentives and organizational structures,
• An awareness of interdependences between and possible unintended consequences of common HR practices to make better predictions about their effects on people and organizations,
• The ability to critically discuss real-world cases to develop and responsibly implement effective and efficient human resource practices that encourage value-creating behavior, discourage value-destroying behavior, and support the strategic objectives of organizations,
• An understanding of how new practices, such as people analytics, remote work, and machine learning, may affect how people are managed in the future.

The objective of this course is to provide a better understanding of key components and concepts of strategic human resource management. Drawing upon a wide range of disciplines, including organizational behavior, strategy, psychology, and economics, we present, discuss and apply theories, frameworks, and tools to manage human resources more effectively and support the strategic objectives of their firms.

Our focus is on large complex firms rather than small or medium-sized enterprises, although a number of issues that we will cover are of direct relevance for a broad spectrum of firms. We will present examples from firms operating in Scandinavia as well as other regions of the world.

The course is taught using the “case-based teaching” and participant-centered learning in Harvard Business School style that involves high-energy discussion, debate, and interaction. Students are strongly encouraged to bring their own views into the discussion and to share insights and learning with fellow students.