Course Accreditation Application Form - AHRI · Web viewGroup assignment. ABC789: Marketing. ......

AHRI Couse Accreditation Application Form 2018 – Tertiary

Application for AHRI course accreditation 2018Tertiary course

Closing date: Wednesday 2 May 2018(Note: Late applications submitted without prior consultation will not be accepted)


Guidelines for Submission

Applications must be submitted electronically via the AHRI accreditation online portal.

Before completing the form, complete the following steps:

1. Select ‘File’ then ‘Save As’.

2. Name the file according to your institution and course

(e.g. RMIT_Bachelor BusinessHR).

3. Browse to an appropriate location on your local computer.

4. Select Save.

5. Please submit Microsoft Word Document applications, PDF documents will not be accepted.

Applications that do not follow these instructions will not be accepted.

If you have any questions about how to complete the form or if the form requires amendment to meet your course needs, contact [email protected]

2 | P a g e

mailto:[email protected]


Course Accreditation Application FormPlease note: One application form must be completed for each course submitted for accreditation.

Institution:

Department/Faculty:

Postal address:

Physical address:

Institution website address:

Contact - AHRI course accreditation

Name:

AHRI member number:

Position:

Phone:

Email:

Course details

Course title:

Major (if applicable):

Course duration: Full-time: year(s)/ month(s)

Part-time: year(s)/ month(s)

AQF level:

Delivery sites (including states):

Delivery modes: On campus/face-to-face

Distance education/correspondence

Online

Course coordinator name:

Course coordinator email:

Course coordinator phone:

Course webpage address:

Please note if accredited the above course details will be profiled on the AHRI website

3 | P a g e

https://www.ahri.com.au/education-and-training/current-ahri-accredited-courses


Table of Contents

Part 1: Course Information p.51.1 Core subject information

1.2 Determination of course particulars and academic requirements

1.3. Core subject rationale

1.4. Summary details of course subjects

1.5 Compliance with Higher Education Standards Framework

1.6 Industry placements

1.7 Industry experience of teaching staff

1.8 HR professional body recognition

Part 2: Course Accreditation Criteria p.72.1 Business Driven

2.2 Strategic Architect

2.3 Stakeholder Mentor and Coach

2.4 Workforce and Workplace Designer

2.5 Ethical and Credible Activist

2.6 Expert Practitioner

2.7 Culture and Change Leader

2.8 Behaviours

Part 3: Course Review Processes p.253.1 Formal evaluation and review processes

3.2 Curriculum/Advisory Committee/Board

3.3 Details of Curriculum/Advisory Committee/Board meeting dates

3.4 Curriculum/Advisory Committee/Board members

Appendixes p.28Appendix 1: Core subject description forms

Appendix 2: Curriculum/Advisory Committee/Board meeting minutes

4 | P a g e


Part 1: Course Information1.1 Core subject informationPlease provide information on each core subject within the course using the form template provided in Appendix 1. Please copy and paste the form into this document as required.

1.2 Determination of course particulars and academic requirementsFor this course please identify the following:

Number of required core units

Number of elective units

1.3. Core subject rationalePlease provide a rationale as to the number of core units included in this course if it differs from the standard template below:

Course Level Units of StudyBachelor 24

Graduate Certificate 4

Graduate Diploma 4

Masters 4

1.4. Summary details of course subjectsCore subjectsList summary details of the core subjects for the course in the table below. The subjects should be listed in the same order as they are detailed in the Appendix 1 form templates. Please adjust table (add/delete rows) as required.

Appendix 1 form number

Year Code Name of subject

1.

2.

3.

4.

5.

6.

7.

8.

9.

10.

5 | P a g e


Elective subjectsList summary details of the elective subjects available for this course in the table below. Please adjust table (add/delete rows) as required.

Year Code Name of Subject

1.5 Compliance with Higher Education Standards FrameworkPlease provide the date of the last Tertiary Education Quality and Standards Agency (TEQSA) compliance assessment (audit)/reaccreditation against the Higher Education Standards Framework for this faculty/course.

1.6 Industry placementsPlease provide details (half page maximum) of current formal industry placement activities undertaken by students as part of this course.

1.7 Industry experience of teaching staffPlease estimate the percentage of current teaching staff of core subjects in this course who have experience as an HR practitioner.

1.8 HR professional body recognitionPlease provide details on how current and future students are informed about the professional body for HR practitioners in Australia, AHRI’s services/activities, available resources and relevant membership requirements.

6 | P a g e


Part 2: AHRI Accreditation CriteriaFor each of the AHRI competencies please complete the tables below highlighting the specific alignment of the course curriculum to the AHRI competencies.

Please note, below is an example of how the form should be completed.

Competency % of course focused on this competency

Name of core subject(s) that address the competency

Stage of course(e.g. Year 1)

Business Driven 20

XYZ123: Organisational BehaviourXYZ124: Human Resource ManagementYYZ125: Management of Change

1

ABC123: Management ProcessesABC124: Strategic ManagementABC125: Business and Professional Ethics

1

Please describe how students completing the core subjects within the course will achieve the required AHRI accredited course outcomes (responses should be brief and concise).

Business DrivenUnderstands the organisational context and objectives

Understands the operations and products and services of the organisation

XYZ123: Organisational Behaviour, Topic 12 The Role of HRM: Students are expected to understand the purposes and essential characteristics which underpin HRM practices such as job analysis, recruitment and selection, performance appraisal.

XYZ124: Human Resource Management, Topic 1 What is HRM?: Students are expected to consider and compare traditional personnel management and current roles of HRM.

Key practice areasPlease indicate where, in current curriculum for this course, that the following key practice areas are addressed. Please include core and elective subjects and how these areas are assessed.

Practice area Core subjects Assessment Elective subjects Assessment

Business knowledge

XYZ123: Organisational Behaviour

Group assignment ABC789: Marketing Exam

The format above is to be replicated for all elements detailed under each competency.

7 | P a g e


2.1 Business Driven



Reference: Appendix 1 – Form Reference

Stage of course (e.g. Year 1)

Business Driven


Business DrivenUnderstands the organisational context and objectives

Understands the operations, products and service delivery priorities of the organisation

Understands the organisation’s operating environment, including financial, performance and stakeholder needs

Drives competitive advantage and delivers quality outcomes for clients through people

Understands and anticipates the impact of the political and legislative framework and government policy on the organisation

Understands and anticipates the impact of social, technological, economic and demographic changes on the organisation

Responds appropriately to internal and external influences and their likely impact on workforce risk, agility, governance, sustainability and organisational performance

Provides operational outcomes that are in the context of and consistent with other organisational systems

Understands and applies the language of the organisation and its stakeholders

8 | P a g e


Key practice areasPlease indicate where, in current curriculum for this course, that the following key practice areas are addressed. Please include core and elective subjects and how these areas are assessed.

Practice area Core subjects Assessment Elective

subjects Assessment

Business knowledge/ acumen

Legislation impacting on the organisation (non-HR related)

Financial knowledge and budgeting

9 | P a g e


2.2 Strategic Architect





Strategic Architect


Strategic Architect Contributes to organisational strategy translated into HR strategy

Interprets the internal and external political environment and manages the HR function within it to deliver an effective HR strategy

Challenges organisational outcomes and how they might be achieved from a people perspective

Develops and implements HR strategies that are valued and ensures organisational strategies are achieved

Embodies responses to economic, demographic, technology trends in the HR strategy

Understands the impact of business digitisation on HR solutions

Influences and communicates the alignment and contribution of HR activities to organisation or government objectives

Takes action to ensure HR strategy and functions improve organisational performance

10 | P a g e


Manages and drives HR activities that are aligned to, and contribute to, organisation or government objectives

Designs and delivers solutions to workforce issues, challenges and opportunities

Applies effective and valued HR practices appropriate to organisational context and outcomes required

Measures and evaluates the impact of HR solutions on organisational or government outcomes and adapts strategies accordingly

Key practice areasPlease indicate where, in current curriculum for this course, the following key practice areas are addressed. Please include core and elective subjects and how these areas are assessed.

Practice area Coresubjects Assessment Elective

subjects Assessment

HR strategy and planning

HR technology

Payroll

Policy development

Metrics, reporting and analytics

Workforce analysis and planning

11 | P a g e


2.3 Stakeholder Mentor and Coach





Stakeholder Mentor and Coach


Stakeholder Mentor and CoachBuilds and fosters relationships and partnerships with key stakeholders in order to ensure organisational capability

Engages with industry, government, sector stakeholders to develop valued and effective HR solutions

Delivers valued and acted upon insights and solutions that meet stakeholder needs

Develops and maintains effective contacts, partnerships, and networks, to deliver required HR solutions which achieve organisational outcomes

Establishes and maintains mechanisms for effective support and capability development of stakeholders that meet their people management requirements

Coaches managers to develop the competence and confidence required to perform their people management responsibilities effectively

Partners with stakeholders to ensure that HR solutions are aligned with organisational context and objectives

12 | P a g e


Fosters solution focused conversations and assists leaders to make informed decisions about where to prioritise and allocate their resources


Practice area Coresubjects

Assessment Elective subjects

Assessment

Business partnering

Coaching and mentoring

13 | P a g e


2.4 Workforce and Workplace Designer





Workforce and Workplace Designer


Workforce and Workplace DesignerDesigns a workplace that sustains a capable workforce

Aligns the workforce profile to meet the needs of the organisation

Designs a productive, sustainable and engaging workplace that integrates work and life

Constructs and designs jobs which match the needs of the organisation and individual employee capabilities, their aspirations and motivations

Utilises workforce analytics to identify strategic and operational workforce requirements

Attracts, retains, develops, engages, supports and rewards a talented and capable workforce reflective of the organisation’s diverse community and service delivery requirements and the work life integration needs of employees

Anticipates and responds to external and internal political realities that require adjustment to the current workplace and workforce

14 | P a g e


Establishes organisational team and individual performance frameworks and systems that ensure a productive and engaged workforce

Provides and facilitates a workplace that is motivating and engaging

Builds frameworks that enable the development of workforce capacity and capabilities for future requirements of the organisation

Develops and enables the workforce to utilise new and emerging technologies


Practice area Core subjects


Assessment

Job analysis and design

On-boarding (recruitment, selection, appointment, induction)

Leadership development

Remuneration, rewards and benefits

Talent management and succession planning

Diversity, inclusion and EEO

Engagement and retention

15 | P a g e


Performance management

Learning and development

16 | P a g e


2.5 Ethical and Credible Activist





Ethical and Credible Activist


Ethical and Credible ActivistInfluences through the provision of valued insights resulting in the achievement of individual and organisational objectives

Uses knowledge to give candid insights to influence quality decision making

Advocates on behalf of the organisation and the sector in which it operates

Exercises sound judgement and demonstrates courage when influencing decision making

Has a track record of achieving positive people results for the organisation

Actively listens and uses meaningful and appropriate communication skills

Displays high order personal values and leadership including integrity, ethical behaviour and accountability for people practices

Advises and influences with integrity and self-awareness to achieve organisational objectives

17 | P a g e


Demonstrates personal and professional integrity at all times consistent with the organisation’s codes of ethics and/or codes of conduct

Understands potential conflicts of interests and manages them appropriate to make sound, rational and ethical decisions

Drives the application of expertise in advising and influencing others in their decision making

Be accountable for own decisions and actions of those of the HR function




Assessment

Governance

Workplace ethics and integrity

18 | P a g e


2.6 Expert Practitioner





Expert Practitioner


Expert PractitionerBuilds, maintains and applies HR knowledge

Applies and continuously grows personal knowledge in HR, industrial and employment relations, leadership and other people management areas

Challenges the status quo and develops insights on how business and/or government decisions affect organisational design, culture and business performance

Knows extent of internal capability and when to engage specialist HR expertise/tools from HR or seek expertise from other areas of the organisation

Understands and anticipates emerging and current global trends and technological changes and their impact on the workforce and the workplace

Understands how HR solutions can support business digitisation

Uses internal consultant skills to translate and adapt theory into practice

19 | P a g e


Understands and is familiar with organisational data, financial indicators, performance indicators and other measurements

Provides insights, information and advice about people management and the HR function’s role, services and capabilities

Develops and exercises political nous and uses judgement when influencing decisions

Demonstrates pragmatic and effective problem-solving ability in the provision of people management services


Practice area Core subjects


Assessment

Grievance and discipline

Contracts

Negotiation and mediation

International HRM

Financial knowledge and budgeting

20 | P a g e


2.7 Culture and Change Leader





Culture and Change Leader


Culture and Change LeaderFosters a productive and sustainable organisational culture

Has an understanding of the components required for a productive and sustainable organisational culture

Designs and delivers innovative HR solutions that create and foster a productive and sustainable organisational culture

Determines, communicates and implements accountability frameworks of expected employee behaviours

Works with the executive to articulate vision for the organisation and communicate the need for change when required

Works with executive to understand the optimal culture for the organisation to achieve its objectives

Translates culture and values into workforce and workplace practices

Manages and supports a collaborative, innovative and values based culture

21 | P a g e


Embeds a culture of coaching for performance and productivity into the organisation

Where required, develops the business case for change and identifies and engages people who can make change happen

Monitors progress and success of change processes and sustains change through HR solutions

Communicates the outcomes of change to the organisation and adapts applies the learning from change experiences




Assessment

Culture

Change management

Internal communications

22 | P a g e


2.8 BehavioursPlease indicate where, in current core units for this course, the following behaviors are addressed and how students demonstrate these behaviors. Please include core units only.

Behaviours Core subjects How demonstratedCritical and enquiring thinkerCan ask challenging and critical questions, analyse data and situations in order to provide advice and make decisions.

Solutions drivenIs focussed on achieving business objectives by offering workable, best fit solutions in the context of the organisation’s operating environment.

Future orientedIs open to new ideas and focuses on continuous learning and improvement, applying new and emerging technology solutions.

InfluencerHas the capacity to develop relationships, exercise influence on others to affect the actions, behaviour or opinions of others.

Courageous and resilientHas the ability to challenge the status quo, be resilient, assertive, try new things and has the necessary authority to negotiate outcomes as required.

Understand and careIs able to demonstrate emotionally intelligent behaviour, to look at a situation and empathise and understand the varied perspectives of different stakeholders.

23 | P a g e


Behaviours Core subjects How demonstratedCollaborativeHas the ability to build productive relationships and consult and foster effective conversations with key stakeholders when making decisions.

CredibleIs trustworthy, ethical, personally credible and operates with integrity and provides consistent advice.

Resolver of issuesCan bring together stakeholders and teams and deliver timely outcomes.

ProfessionalConducts self appropriately to the situation, leads by example, evidence based, promotes merit, fairness, equity and is held in high regard by stakeholders.

24 | P a g e


Part 3: Course Review ProcessesPlease provide the following information regarding the ongoing review, evaluation and improvement of this course of study.

3.1 Formal evaluation and review processesPlease provide details of the formal evaluation and review processes relating to the course structure, content, delivery and assessment.

3.2 Curriculum/Advisory Committee/BoardPlease provide details of Curriculum/Advisory Committee/Board, including the naming convention of this group, and the meeting schedule for the next 12 months.

3.3 Details of Curriculum/Advisory Committee/Board meeting datesPlease provide the last four (4) meeting dates for the Curriculum/Advisory Committee/ Board:

Meeting 1Meeting 2Meeting 3Meeting 4

Note: There is an expectation that the Curriculum/Advisory Committee/Board will meet at least twice a year.

Please provide a copy of the minutes of the last meeting in Appendix 2.

25 | P a g e


3.4 Curriculum/Advisory Committee/Board membersPlease complete the table listing all members of curriculum committees/boards:

Name Role title Organisation Year joined

AHRI member number

Email Phone


Application checklistTo assess if your application meets the criteria for AHRI course accreditation, and is ready for submission, it is recommended that you use this checklist for review

□ Mapping of competencies and course core subjects has been completed – elective subjects have not been considered

□ Core subject description forms have been completed for each core subject in the course

□ Minutes of the last two consultative committee meetings have been included in this application


Appendixes

Appendix 1: Core subject description forms

Please complete one core subject description form for each core subject

Form number

Subject name

Subject code

Aims and objectives(bullet points)

Number of contact hours

Description of content/topics(bullet points)

Required texts and readings

Assessment methods(bullet points)Unit teaching staff details (Please complete the following information for each staff member teaching this subject)

Name

Job title

AHRI member number

28 | P a g e


Appendix 2: Curriculum/Advisory Committee/Board meeting minutes

Please insert or forward as an attachment a copy of the minutes of the last Curriculum / Advisory Committee / Board Meeting.

29 | P a g e

Course Accreditation Application Form - AHRI · Web viewGroup assignment. ABC789: Marketing. ......

Documents

Transcript of Course Accreditation Application Form - AHRI · Web viewGroup assignment. ABC789: Marketing. ......