COURSE TITLE: Human Resources Planning
Centre for Continuous Learning
Course Code: Co-Requisites: Pre-Requisites:
HRM 2029 HRM 1031
Human Resources Management
Approved by: Jonathan Gould, Chair
Approval Date: August 2025
Approved for Academic Year: 2025/2026
Contact Hours: 42
EQUITY STATEMENT: George Brown College values the talents and contributions of its students, staff and community partners
and seeks to create a welcoming environment where equity, diversity and safety of all groups are fundamental. Language or
activities which are inconsistent with this philosophy violate the College policy on the Prevention of Discrimination and
Harassment and will not be tolerated. The commitment and cooperation of all students and staff are required to maintain
this environment. Information and assistance are available through your Chair, Student Affairs, the Student Association or
the Human Rights Advisor. George Brown College is dedicated to reducing barriers and providing equal access to education for
students with disabilities. If you require academic accommodations, please contact the Accessible Learning Services office on
your campus.
Course Description
Our Human Resources Planning course examines the human resources (HR) planning activities that are necessary to
satisfy the needs of changing organizations. Using both theory and application, this HR course focuses on how to
align HR functions, policies and practices with an organization's corporate and business strategies. The course also
introduces various forecasting techniques (i.e. quantitative and qualitative techniques) which will equip students with
knowledge and practice in calculating the number of employees needed, given an organization's strategy. Students
will also complete a group assignment (research paper).
© 2019 George Brown HRM 2029 – Human Resources Planning, Page 1
Essential Employability Skills
This course contributes to your program by helping you achieve the following Essential Employability
Skills:
Skill T P E Skill T P E
1. communicate clearly, 7. locate, select, organize
concisely and correctly in the and document √ √ √
written, spoken and visual √ √ information using
form that fulfills the purpose appropriate technology
and meets the needs of the and information sources
audience
2. respond to written, spoken or 8. show respect for the
visual messages in a manner √ √ diverse opinions, values, √
that ensures effective belief systems, and
communication contributions of others
3. execute mathematical 9. interact with others in
operations accurately √ groups or teams in ways
that contribute to
effective working √ √ √
relationships and the
achievement of goals
4. apply a systematic approach 10. manage the use of time
to solve problems √ √ √ and other resources to √ √
complete projects
5. use a variety of thinking skills 11. take responsibility for
to anticipate and solve √ √ one’s own actions, √ √ √
problems decisions and
consequences
6. analyze, evaluate, and apply
relevant information from a √ √ √
variety of sources
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Course Learning Outcomes
When you have earned credit for this course, you will have demonstrated the ability to:
1. Describe various approaches human resource professionals use to link human resources
management strategy with corporate strategy.
• Explain the importance of examining the human resource implications of organizational
strategies.
• Describe three ways human resource strategy can be aligned with business strategy.
• Outline the features of an effective strategic human resources planning process.
• Describe the key components and steps of the strategic human resources planning model.
• Explain how environmental factors influence the development and implementation of
organizational and human resource strategy.
• Identify organizational stakeholders who affect strategy formulation.
• Apply appropriate strategies in various circumstances to link human resources management
strategy with corporate strategy.
2. Forecast the supply of and demand for staff in relation to organizational goals.
• Explain the role of job analysis in human resources planning and activities.
• Analyze the advantages and disadvantages of the most common methods of job analysis.
• Discuss the significance of a Human Resources Information Management system for HR
Planning.
• Demonstrate techniques to forecast HR demand and supply.
• Compare the advantages and disadvantages of demand forecasting techniques.
• Compare the advantages and disadvantages of supply forecasting techniques.
3. Demonstrate how an organization can maximize the benefits provided by a diverse workforce
and an effective succession plan.
• Outline the succession management process.
• Explain the significance of managing succession.
• Compare management development approaches.
• Describe practices that facilitate the effective use of a diverse workforce.
• Explain why organizations focus attention on diversity management and employment equity.
4. Describe corporate and business unit orientations and the implications each has for
organizational human resource processes.
• Discuss the complexities of the downsizing decision and HR’s role in the downsizing process.
• Describe issues that arise with international recruitment and transfers.
• Explain how a merger and an acquisition affect HR planning, selection, compensation,
performance appraisal, training and development, and labor and employee relations.
• Explain why an organization with more than one business strategy needs more than one HR
strategy.
5. Explain why human resources activities need to be measured and evaluated.
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• Discuss the importance of measuring the effectiveness of HR policies, practices &
procedures.
• Describe challenges in measuring HRM effectiveness.
• Apply three approaches to HRM measurement
6. Discuss emerging issues influencing human resources planning.
• Become aware of and remain current with emerging issues influencing human resources
planning.
• Discuss the changing nature of the ‘job' and organizations' responses.
• Describe pros and cons of outsourcing the HR function or activities.
• Examine the emerging career management model and the roles of the individual, the
organization, and others in career development.
Learning Resources
Required:
Belcourt & Podolsky, Strategic Human Resources Planning. 8th Canadian ed. Top Hat
Read + Study eText ISBN-13: 9781774948576
The Read + Study eText is available for purchase through [Link]
Additional readings may be assigned in class.
Recommended:
Delivery Methods/Learning Activities
This course will be delivered via
• lectures
• presentations
• collaborative and teamwork
• independent study
• problem-based learning activities
• active involvement and participation in class and group activities
• group and individual exercises
Students are responsible for reading the required text.
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Student Evaluation System
Below is a list of evaluation methods included in this course along with the course learning outcomes
(CLO) assessed by each. In some cases, program learning outcomes (PLO) assessed may also be
indicated.
Evaluation Evaluation description Evaluation Course EES
method/tool scheme outcomes evaluation
(percentage value evaluation validates
or P/F)
validates
Exam Mid-Term (open book) 20% 1, 4, 6 1 - 11
Exam Final (open book) 20% 2, 3, 5 1 - 11
Assignment Main Assignment: 30% All 1 - 11
Research & Application
Written Report /20
Presentation /10
In Class Exercises Short Assignments: A 20% All 1 – 11
(ICEs) series of in-class HR
Planning exercises.
Participation 10% All 1-11
Total 100%
ACADEMIC INTEGRITY:
Academic integrity is essential to the learning process and learner success at George Brown College.
The importance of academic integrity cannot be overstated; it ensures the credibility of our education
system, promotes fair assessment, and prepares students for ethical professional practices. Use of
unauthorized assistance in any form of academic work (e.g., assignments, written tests or assessments,
portfolios, or any other assessment) is prohibited. Such assistance may include, but is not limited to, use
of uncited materials created by others (including those generated by artificial intelligence), unauthorized
use of technological tools or equipment, and materials sourced from commercial services. Expectations
should be indicated on the course section information (topical outline) section of the course outline, with
regard to what is and is not authorized use of technologies, such as generative Artificial Intelligence. To
support these principles, we may request the use of various tools, including text matching software, to
detect and prevent academic integrity violations.
By adhering to academic integrity standards, we foster a culture of trust and respect, which is
fundamental to academic and professional success. George Brown College is dedicated to providing a
fair and honest educational environment, where every member of the community can thrive.
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TESTING POLICY:
The course content follows a sequential instruction / experience path. Progress relies upon the student’s
exposure to previous instruction and practice. For these reasons, continuous attendance and active class
participation will be strongly factored. All tests/ exams must be completed during the scheduled time.
Exemption or deferral of a term exam or final examination is not permitted except for a medical or
personal emergency. The professor or program coordinator must be notified prior to the exam.
Appropriate documentation, as determined by the professor, must be submitted.
ASSIGNMENT POLICY:
Students unable to submit an assignment on the due date should discuss the matter in advance with the
professor. At the professor’s discretion, late assignments may not be accepted. Where late assignments
are accepted, the professor will apply a late penalty of 10% per business day.
POLICY ON PLAGIARISM:
The minimal consequence for submitting a plagiarized, purchased, contracted, or in any manner
inappropriately negotiated or falsified assignment, test, essay, project, or any evaluated material will be a
grade of zero on that material. The College may apply the full range of options, including suspension
or expulsion, according to the procedures outlined under Chapter IX of George Brown’s Academic
Policies. For a short tutorial on plagiarism, please visit: [Link]
commons/research-support/cite-your-sources/avoiding-plagiarism.
Prior Learning Assessment and Recognition
Prior learning assessment and recognition (PLAR) is a process that gives students the opportunity to
obtain academic credit for one or more courses in a certificate, diploma or degree based on learning
acquired through life experiences before enrollment in a program. More information regarding PLAR can
be found on the GBC website at: [Link]
Choose one:
This course is not PLAR eligible
X This course is PLAR eligible: Please see Program Coordinator/Chair for more information.
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Grading System
The passing grade for this course is D
(Pick a percentage based on legend below)
Final Grade Percentage Weight
A+ 90-100 4.0
A 86-89 4.0
A- 80-85 3.7
B+ 77-79 3.3
B 73-76 3.0
B- 70-72 2.7
C+ 67-69 2.3
C 63-66 2.0
C- 60-62 1.7
D+ 57-59 1.3
D 50-56 1.0
Below 50 0.0
College Policies
It is the responsibility of students to be aware of all policies of the college. To see these please
go to: [Link]
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COURSE SECTION INFORMATION
Course Title: Human Resources Planning
Instructor’s Name: Caryl Registe Course Number/Code: HRM 2029
Email: [Link]@[Link] Academic Year: 2025/2026
Weekly Class and Evaluation Schedule
Evaluation -
Evaluation -
Week Topic Content / Learning Activities Learning Resources Percentage
Description
Value
Week Introduction to Strategy Chapter 1 – Strategic Management • Information deck
1 • Large group discussion
Introduction to Strategy Chapter 2 – Aligning HR with Strategy • Information deck ICE
Week Assignment #1 introduced • Large group discussion
2
• Interactive lecture
Introduction to Strategy Chapter 3 – Environmental Influences • Information deck ICE
Week on HRM • Large group discussion
3 • Interactive lecture
• Online articles
Strategic Options & HR Chapter 10 - Downsizing & • Information deck ICE
Week Decisions Restructuring • Large group discussion
4 Chapter 13 – Outsourcing
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Evaluation -
Evaluation -
Week Topic Content / Learning Activities Learning Resources Percentage
Description
Value
Strategic Options & HR Chapter 11 – Strategic International • Information deck ICE
Week Decisions HRM • Interactive lecture
5 • Case study
Strategic Options & HR Chapter 12 – Mergers & Acquisitions • Information deck
Week Decisions • Interactive lecture
6 • Large group discussion
• Online articles
Mid-Term Exam Chapters: 1, 2, 3, 10, 11, 12, 13 N/A • Multiple 20%
choice
Week
• Short
7
answer/essay
questions
If you are a full-time student, please note that continuing education courses do not have an Intersession Week.
Your course is continuous.
Evaluation -
Week Evaluation -
Topic Content / Learning Activities Learning Resources Percentage
& Date Description
Value
HR Planning Chapter 4 - The HR Forecasting Process • Information deck
Week Final preparations for next week’s • Group work (Research
8 Assignment #1 presentations paper)
Review of mid-term exam
In-Class Presentations In-Class Presentations for Assignment Student lecture • Presentations 30%
Written component of #1. Written component of Assignment (presentations) • Academic
Week Assignment #1 due #1 is also due. paper
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Evaluation -
Week Evaluation -
Topic Content / Learning Activities Learning Resources Percentage
& Date Description
Value
HR Planning Chapter 5 – Determining HR Demand • Information deck ICE
Week
• Large group discussion
10
• Interactive lecture
HR Planning Chapter 6- Ascertaining HR Supply • Information deck ICE
Week
• Large group discussion
11
• Interactive lecture
HR Planning Chapter 7 – Succession Management • Information deck
Week Chapter 8 – Information Technology for • Large group discussion
12
HR Planning • Interactive lecture
HR Planning Chapter 9 – Change Management • Information deck
Week Chapter 14 – Evaluation of HR Programs • Large group discussion
13
& Policies • Interactive lecture
Final Exam Chapters: 4, 5, 6, 7, 8, 9, 14 N/A • Multiple 20%
choice
Week
• Short
14
answer/essay
questions
Please note: This schedule may change as resources and circumstances require.
ACKNOWLEDGEMENT OF THE TRADITIONAL LAND
George Brown College is located on Treaty 13, the traditional territory of the Mississaugas of the Credit First Nation and neighbouring
Indigenous Peoples who continue to live in the area. Today, this meeting place is still home to many distinct Indigenous peoples from across
Turtle Island. We are grateful to share this land as treaty people who learn, work, and live in the community with each other.
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Information for Students
We hope you find your course at George Brown College to be a challenging and rewarding learning experience. Below
you will find some important information to assist you while at the College.
Library Learning Commons
Access to the Library Learning Commons is restricted to current/registered students, and you will require your student ID
number and password in order to log on. You may be asked to show proof / confirmation of registration, so please carry
it with you. Please check with the LLC for hours of operation as they tend to vary depending on the time of year. For
more information please visit [Link]
Policy on Missed Tests / Exams
Missing tests or exams is a serious matter. Students who miss a test will be required to provide a note from their doctor
in order to be allowed to write a make-up test / exam. Students without a written doctor’s note may be denied the
ability to write the test.
Policy on Plagiarism
The minimal consequence for submitting a plagiarized, purchased, contracted, or in any manner inappropriately
negotiated or falsified assignment, test, essay, project, or any evaluated material will be a grade of zero on that material.
The College may apply the full range of options, including suspension or expulsion, according to the procedures
outlined under Chapter IX of George Brown’s Academic Policies. For a short tutorial on plagiarism, please visit:
[Link]
Withdrawal from Class
If you stop attending class without officially withdrawing, you will receive a failing grade that will be reported on your
grade report. To withdraw from a course without academic penalty (ie. without receiving a grade of “F”), you must
withdraw officially in writing to cereg@[Link] at the Registration Centre before 60% of the scheduled
meetings are held. Be sure to include your name, student ID number and name / start date of course.
In order to receive a partial refund of tuition fees a written request to withdraw must be received by the Registration
Centre within 10 days of the first class. Fees will be refunded less a service charge of $20 and 50% of the material
fees. Exceptions to this are noted in the class description in the calendar.
**NOTE: You will need to have your student ID and password to log into a number of systems at the College, including
Library services and STU-VIEW (the online student information system / your student account). Passwords are emailed
to all new continuing education students. As soon as you receive your password, you should go to
[Link] to reset / change it. If you have forgotten your password, you can log into your account
to have it reset. If you misplaced your original password before you had a chance to initially change it, please call the
Contact Centre at 416.415.2000 to speak to a representative.
Where to Find Final Grades
Please note that access to your Brightspace course shell typically ends two weeks after the last day of your course.
Once your final grades have been posted, you may view them on your transcript by logging into your student account aka
STU-VIEW
Departmental Contacts
If you have any questions or concerns about your class you may contact:
Chandra Jewan Kim Liu Jonathan Gould
Administrative Assistant Coordinator Chair
416-415-5000 ext. 2163 416-415-5000 ext.2164 416-415-5000 ext. 2524
cebusiness@[Link] kliu@[Link] jgould@[Link]
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