Participants in the Master of Science in Human Resource and Talent Management from the Asia-Pacific Region at Akamai University are provided the most relevant and practical approach to pursue their studies, specially individualized to the region. As an effective path to the degree, participants are guided through residential classroom-based tutorial seminars by the finest business trainers and industry specialists available through coordination of EDS Business School, Malaysia.
Akamai University believes the role of HRM is central to managing change and culture, and we seek to develop innovative HR Practitioners who understand pragmatic solutions to organizational issues and can implement organizational change in a strategic manner. By its design, the HR and Talent Management Program will benefit HR Practitioners preparing themselves for senior roles and will enhance their strategic and international perspectives and establish HRM as a major influence in the formation of company policy.
Our curriculum is designed to expose participants to a broad range of cutting edge HR concepts and increase managerial effectiveness. Our instructional modules integrate theory and practice through a detailed presentation and discussion of relevant case studies and simulations. To support depth in learning, participants are provided follow-up tutorial and support, as they pursue meaningful assignments.
Akamai University’s premier accredited stature ensures that students receive a world-class education and a degree that is recognized by leading organizations for excellence and achievement. Such institutional classification ensures that student achievements and credentials retain the strong level of "validity" that employers demand. Accredited degrees also guarantee that any credits students earn as part of your accredited degree program will enjoy maximum transferability among most other, credible academic institutions, although such decisions remain at the discretion of the admitting college or university and its correlative programs.
• Bachelor Degree or equivalent professional qualification with two years of working experience,
• In lieu of the Bachelor’s degree, applicants will be considered with a recognized Business Diploma (Associate Degree) and a minimum of five years of working experience. Such applicants will be required to submit appropriate letters of recommendation verifying they have the necessary capability and motivation to successfully complete the program within the allotted time span. Applicants accepted in the absence of the Bachelor's degree will be required by the University to add missing elements to the minimum program, as a condition for admission.
• English ability equivalent TOEFL 500 points.
Minimum Duration: 12 months
The minimum program requirement for a M.Sc. in HR and Talent Management Degree program is 40 credits beyond the Bachelor degree. Students are required to attend all of the tutorial seminars and successfully completed all the coursework assignments with cumulative grade point average of 3.0 or better, as outlined below:
Core Modules (Required: 27 credits)
Certified Human Capital Specialist Program (CHCS) (9 credits)
THR 501: Competencies for Transformational Human Capital Leadership
THR 502: HR Scorecard for Effective Human Capital Management
THR 503: Human Capital Accounting
Certified Talent Management Specialist Program (CTMS) (9 credits)
THR 504: Aligning Talent Management to Strategy
THR 505: Cross Generation Talent Management
THR 506: Strategic Talent Recruitment, Selection and Employer Branding
Certified Human Performance Specialist Program (CHPS) (9 credits)
THR 507: Human Capital Development Design and Analyses, Assessment and Management
THR 508: Creating a World Class Organization
THR 509: Strategic Performance Management - KRA and KPI
PLUS: Master Project (Required: 13 credits)
RES 500: Master Project Preparation (2 credits)
RES 885: Master Project Proposal (4 credits)
RES 890: Thesis Project (6 credits)
EXM 895: Oral Review of Project (1 credits)
SCHOLARLY DOCEUMENT REQUIRED
MBA participants complete 40 graduate credits in coursework comprising the foundational competencies in theories, principles, and practices, and the social-cultural implications of the discipline. These courses represent the essential elements, which define the field of study and establish the underlying foundations upon which participants may base their advanced professional development.
Each module will have a five-part grading scheme:
• Class Attendance and Participation - 20% marks
• Class Homework / Quiz (to give at end of 1st day or quiz on second day) - 20% marks
• Self-Reflection Log / Blog - 30% (Submitted to EDS Registrar, Ms LK Tan @ firstname.lastname@example.org within 7 days after attending the 2-day tutorial seminar.)
• Online Exam - 30% (The online exam will be conduct within 30 days after the Residential Seminar.)
Standard, Minimum-Maximum Degree Periods
The standard degree period is two years for Master program. The minimum required enrollment period for Master program is one full calendar year from the date of initial registration. The maximum periods allowed for program completion is three years for Master program.
Professor Dr. Lee Karling, PhD
Area of Expertise: Talent Management and Human Capital Development
Professor Dr. Premkumar Rajagopal, PhD
Area of Expertise: Balance Scorecard, Corporate Leadership and Supply Chain.
Dr. Balakrishnan Muniapan, DBA
Area of Expertise: Human Capital Development and Corporate Leadership
Dr. Arivalan Ramaiyah, DBA, PhD
Area of Expertise: NLP, Human Physcology and Consumer Behavior
Dr. Harwindar Singh, PhD
Area of Expertise: Corporate Leadership and Wealth Management
Associate Prof. Low Wei Hoong, MA
Econ Area of Expertise: Corporate Strategic Planning
Ms. Ewan Lee, MBA
Area of Expertise: Conflict Management, Negotiation and Organization Development
Ms. Fivean Ho Sok Ching, PhD in Strategic Management (Candidate)
Area of Expertise: Corporate Strategic Planning and Operation Management
ABOUT AKAMAI UNIVERSITY, HAWAII, USA
Akamai is legally established by corporate charter in 2002 and operating in good standing as a non-profit degree-granting institution under the laws and regulations of the United States of America and the State of Hawaii. Akamai operates as a federal and state tax-exempt institution of higher learning for the purpose of providing advanced studies, research and community service worldwide. Akamai is an international university with academic, corporate, and community service affiliations in many nations.
Akamai University is internationally accredited by the Accreditation Service for International Colleges (ASIC). The University has earned Premier status with ASIC for its commendable areas of operation. ASIC is an approved accrediting body for the purposes of compliance by the UK Border Agency (UKBA) is a member of the British Quality Foundation (BQF), sits on the Quality Standards Group of UK NARIC, and is one of a number of international accrediting bodies listed in the international directory by the Council for Higher Education Accreditation (CHEA) in the USA and is a member of the CHEA International Quality Group (CIQG).
For further details on Akamai University, please visit www.akamaiuniversity.us
For further information, kindly contact:
AKAMAI UNIVERSITY, USA
187 Kino`ole Street
Hilo, Hawaii 96720 USA
Tel: 1 (808) 934-8793 (International)
Fax: 1 (808) 443-0445 (International)
Dr. Ben Lee,
Vice President for Asia Business Program
C/o: EDS BUSINESS SCHOOL, Malaysia
48 Lorong Kurau 17, Chai Leng Park,
13700 Prai, Penang, Malaysia
Tel: +604-398-4306 Fax: +604-3909766
THR 501: Competencies for Transformational Human Capital Leadership
In order to remain competitive, or even to survive, organizations must continuously adapt themselves to the turbulent changes in their respective environments. With the global competition becoming stiffer, the countries in South-East Asia now need to turn their attention to developing their Human Capital (HC). Over the years, many organizations have claimed that ‘people are our most valuable asset’ but there is a critical gap between the rhetoric and the reality.
To overcome this problem, organizations need to carry out a real Human Capital Transformation (HCT) programs that explicitly values HC, and focus on the key drivers of improved performance.
This requires transformational HC leaders to transform their HC for organizational transformations. The purpose of this program is to help participants (HC Leaders) to understand and to develop competencies of transformational HC leadership by reflecting on their current leadership skills and for effectively leading and transforming their organizations to achieve competitive advantage.
• Understand how HC leadership contributes to organizational performance and competitive advantage
• Be able to identify the sources and top build their organization’s sustainable competitive advantage (SCA)
• Know and develop the HCT skills required for global operations
• Appreciate new contributions to HC, such as the emotional intelligence and spiritual intelligence
• Develop the necessary transformational leadership competencies to transform their respective organizations
THR 502: HR Scorecard for Effective HR Management
Although it cannot be denied that the management of people is becoming more critical in today’s globalized business environment. However, most organizations are still holding on to the perspective that HR activities cannot be measured as human activities are too subjective to be deemed relevant for measurement. On the other hand, organizations need to ensure that the entire organization is aligned and focused on the vision, mission, direction, goals, and objectives of the company. Therefore, many organizations have opted to adopt the Balanced Scorecard (BSC) to serve as a tool for helping the organization to manage the organization more effectively via the employ of relevant measures. Linked with the BSC is the concept of HR Scorecard which is focused on how to enhance the performance and management of HR capabilities.
Objective: The objective of the module is to provide HR Professionals with the tool to assess and evaluate the performance of the HR Department in order to provide the strategic impetus required for viewing HR as a strategic partner to management.
Delivery Methodologies: Facilitation, discussions, case studies, and practical exercises to assist in retentive learning
Brief Module Content:
• Overview on what is a standard Balance Scorecard (BSC)
• The linkage between BSC and HR Scorecard
• The four (4) elements in a HR Scorecard
• Identification of the 4 elements to assist in the design of the HR Scorecards for all HR related activities
• Translating the HR Scorecard into measures
• Measuring the effectiveness of Strategic HR management using the HR Scorecard
THR503: Human Capital Accounting
Human capital accounting is the process of identifying and reporting investments made in the human capital of an organization that are presently unaccounted for in the conventional accounting practices. It is an extension of standard accounting principles but focuses on calculating the value of human capital investment and how to recoup these investments within a stipulated timeframe.
It is important for human capital specialists today to know and understand how to quantify the value of investment on the human capital in general, and the specific talent in particular in order to determine the returns from the talent and to decide whether it is worth to continuously invest in a specific talent of a group of human capital within the organization. Detailed accounting formula will be provided to help the learners determine the value, return, and subsequent investment decision on human capital
THR 504: Aligning Talent Management to Strategy
The most pressing imperative for businesses and other organizations today is the quest for growth with the biggest challenge being the talent (including TE talents) and the leadership needed to secure and sustain such growth. But it’s not just about the people. It is about having the right people, in the right place, at the right time. Equally important, it is the entire organization acting in harmony to execute the strategies established for achieving critical results.
With a combination of individual and organizational components, understanding Talent Strategy and Organizational Alignment will help the human capital specialist to transform the organization by enabling the management team to engage people, ignite potential, overcome inertia, generate motion, enhance teamwork, coordinate action, and actually activate the organization’s planned strategies. Without such alignment, the Talent management initiatives will not bear fruition.
THR505: Cross Generation Talent Management
Managing talents in today’s VUCA world is already challenging enough for many organisations without having to take into consideration the multiple generations of talents working together under one roof. Today’s workplace is experiencing increased turmoil as the ongoing retirement of Baby Boomers and the advancement of Generation Xers to fill their positions is accelerating a transition to a younger generation of workers commonly referred to as Millennials or the Gen Yers. This group of Gen Yers have its own beliefs, values and assumptions about behavior in the workplace but lacks the real-world experience needed to move up the management ladder. Consequently, there now exist a potential talent gap that could leave organizations short-handed and vulnerable especially with regards to leadership talents.
Therefore, it is imperative that business leaders and the human capital specialist in any organization understand how each of these different generation group works best in order to have a productive unified, focused, and aligned direction to achieve organization objectives. Therefore, with at least three (3) generations of employees working together and with the Gen Z employees joining the workforce soon, cross generation talent management will become even more challenging, and thus, organizations and the human capital specialists need to be adept at managing across different generations
THR 506: Strategic Talent Acquisition, Selection and Employer Branding
Managing people is the most difficult task for any organisations regardless of whether they are profit oriented or non-profit focused. The need to acquire talent is becoming even more challenging for organisations today as there is a scarcity of the right talent for every organisation. Acquiring the best talent for a role can serve as a competitive advantage for an organisation whereas ineffective recruitment and selection can result in enormous disruption, reduced productivity and performance, interpersonal difficulties and interruptions to operations, customer service and other associated costs.
On the other hand, although the talent acquisition strategy may be relevant and appropriate for the organisation, at times, when the selection is not effectively executed, it could still lead to “disaster” for the organisation as the wrong person is hired for the job. Putting the right talent for a specific job also lies on the organisation’s ability to effectively screen through potential candidates in order to select the most appropriate talent.
However, due to the scarcity of the right talent for the right job, many organisations are finding it increasingly difficult to source and attract these talents to the organisation. Consequently, organisations are increasingly turning to Employer Branding to build a talent attraction “brand” to ensure that the right talents are being acquired for the right job.
THR 507: Human Capital Development – Design, Analyses, Assessment and Management
When organizations flounder within the global business environment, many begin to realize that the internal human capital pool is inadequately developed to meet the challenges of the millennium. This is because when the economy goes into recession, human capital development will often be required to take the back seat as the organization focuses on cost cutting measures. Unfortunately, such strategy will often lead to an even faster downward spiral for the organization as human capital development is even more crucial during recession. One of the oft-cited reasons for management and HR practitioners in general to shift the focus of the organization away from effective and relevant human development activities is the lack of assessment to provide evidence of the effectiveness and contribution of the human capital development endeavor. Consequently, HCD is not being given appropriate attention, thereby leading to a lack of talent pool for many organizations. A strong competency-based organization would be more appreciative of the value of HCD as the use of appropriate measuring and assessment tools can assist organizations in achieving more effective ways of recouping the investment in its development efforts.
Objective: The objective of the module is to provide the tools to HR Professionals to allow them to analyze performance gaps in order to facilitate the development of human capital as well as to provide the analyses and assessments needed to calculate the return on human capital development investments and to ensure that competencies are being effectively developed and applied on a daily basis to enhance and strengthen organization performance.
Delivery Methodologies: Facilitation, group discussions, hands-on analyses, calculations, design of appropriate assessment forms and tools.
Brief Module Content:
• Understanding the need for Human Capital Development
• Using appropriate tools for identifying human capital development needs – the use of performance gap analyses (Previous term: TNA which does NOT lead to training or development)
• Provide the HR Professional with the right tools for conducting the performance gap analyses – to determine whether a developmental or non-human development solution is required
• Understanding the human capital development cycle for short term and long term learning and retention
• The design of annual development plan focusing on three types of competencies: core, tasks, and generic
• Scheduling of human capital development activities to cater to organization needs
• Differentiating the tools for human capital development – the use of training, coaching, mentoring, and facilitating, and online LMS
• Determining the need for the assessment of human capital development
• Recognizing differences between formative and summative assessments – using both
• Summative assessment: Kirkpatrick’s Model VS Others
• Understanding the step-by-step assessment of human capital development endeavors using Kirkpatrick’s model
• Learning the other methods of assessments: DOE
THR 508: Creating a Sustainable World Class Company
This course is specially designed for graduate research students who want to learn the proven principles and practices for planning, implementing, and operating a lasting enterprise. This course will clarify why some companies, like Disney, Boeing, Citicorp, Wal-Mart, 3M & Sony, continue to grow beyond 50 years, whereas the majority of enterprises fail in a short span of time.
This course relies heavily upon the land mark works of James C. Collins, and his books, Built to Last and Good to Great, which reveal the nature of innovation and the culture and longevity of the world's most successful organizations. This module covers six unique characteristics of world class companies and shows how organizations can cultivate them and achieve the same level of lasting performance.
Students will learn to refine their business by identifying its strength and weakness. They will learn to analyze the competitive landscape to find opportunities and identify aspects that can be improved before making the big leap! They will also learn from the world-class experts based upon extensive review of research and will develop a clear vision of where they want their companies to be in ten and twenty-five years.
THR 509: Performance Management via KRAs and KPIs
The objective of the module is to provide HR Professionals with the knowledge and skills required to design and implement KRAs (Key Result Areas) and KPIs (Key Performance Indicator) to manage individual performances in the organization.
Delivery Methodologies: Facilitation, discussions and experiential learning.
Brief Module Content:
• Overview on the use of KRAs and KPIs as tools for performance measurement
• Understanding KRAs and identification of appropriate KRAs for different categories of tasks and positions
• Goal setting as part of performance measurement system
• Defining KPIs and the linkage between KRAs, Goal setting and KPIs
• Developing appropriate KRAs and KPIs for specific jobs or tasks
• Measuring performances based on KRAs, goals and KPIs
RES 500: RESEARCH PREPARATION
Master's students must pursue studies providing advanced research knowledge necessary for success in their final projects (thesis). At least three semester credits of research preparation coursework is required and this might focus upon quantitative and qualitative methods or participatory action research techniques including subject selection, research design, and statistical analysis, as appropriate to each student's proposed project. Through this requirement, students learn to effectively define applied problems or theoretical issues and articulate the rationale for the study. They should learn to present an effective scholarly review of the academic literature and implement quantitative, qualitative or participatory action methods for evaluating academic issues.
RES 885: THESIS PROPOSAL
You are expected to prepare a formal proposal related to your concept for project or research under the direction of your primary mentor and according to University expectations. At a minimum, your research proposal should clarify the thesis statement and methodology (including the data gathering instruments and data analysis techniques) and provide an effective overview of the scholarly literature that sets the foundation for the thesis. Your research proposal should also include a brief manuscript outline that demonstrates how you will present in written form the various elements of the research project.
RES 890: THESIS PROJECT
Following approval of your thesis proposal, you will begin your research project. Your thesis may take the form of a traditional research project or it may be a major scholarly project of the type appropriate to the discipline. Whichever approach to the thesis is chosen, the resulting project must demonstrate mastery of a body of knowledge in the major field of study, be your original work and represent a meaningful contribution to the betterment of the human condition or an improvement to the professional field. Your thesis research may be conducted via quantitative, qualitative, or participatory action research. The body of your thesis manuscript, structured according to a set of approved manuscript guidelines, should exceed 75 double spaced, typewritten pages.
EXM895: ORAL REVIEW OF THESIS
Once you have prepared the project / thesis manuscript, you will be asked to schedule the formal review process. Your primary mentor and a faculty member representing the secondary academic area will conduct both the formal physical review of the project manuscript and the oral review of project.
Each reviewer will prepare questions and commentary relative to your underlying review of the literature, the project methodology, the mechanics of your project, and your presentation of the findings, conclusions and recommendations.
The faculty reviewers explore with you issues related to your thesis including methodology, review of literature and interpretation of the findings. One outcome of the project review process is a set of final expectations directing you through the remaining tasks for completing the project manuscript. Once your final manuscript is approved, you will submit the formal document to an approved bindery and later ship the bound thesis to the University for permanent archival storage.