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Study graduate certificate online with Griffith University through Open Universities Australia. Explore all degrees, subjects and short courses now.

This degree is designed to enable those without formal academic qualifications in Employment Relations and Human Resource Management to gain knowledge and skills in the area. Students may already be working in a job in the field or may be seeking to move into such a position. There is a significant practical Australian content to some courses within these programs.In the Graduate Certificate in Employment Relations and Human Resource Management, you will develop a sound understanding of key issues around formulating and implementing employment relations policies in dynamic environments.

Upskill for your current role or prepare for a new career with this job-ready course in human resource management. You'll learn skills to develop effective employment relations policies, and navigate organisational complexity.

Graduate Certificate in Employment Relations and Human Resource Management

Applied Human Resource Management and Change

Organisational Behaviour and Wellbeing

Strategic Human Resource Management

Employment Law

Human Resource Development

HR Analytics

Recruitment and Selection

Foundations of Human Resource Management

Remuneration and Performance Management

The recruitment and selection of the best employees is central to organisational success. Recruitment and selection policies and practices are core processes within all organisations, across all industries and irrespective of country. Success and failure of organisations can often be attributed to strengths and weaknesses with the recruitment and selection process.However, these activities need to be carried out within a legislative framework that increasingly influences our practice. This degree will provide you with an understanding of the activities involved in the more complex and difficult areas of recruitment and selection, from the viewpoint of a human resource practitioner and/or business manager.Students should not enrol in this subject if they have completed: EHR716 Advanced Recruitment and Selection

Integrate your knowledge of the practices at the core of recruitment and selection.Gather together applicant assessment strategies. Look into the internal and external labour markets. See how social and legal factors drive the recruitment process.

The course provides the opportunity to develop professional HR skills through the examination and application of learning theories and HRD frameworks to individual, group and organisational development needs and challenges. Content includes development of skills in needs assessment, design, delivery and evaluation of training and development, reflection and analysis, the HRD professional role, application to organisational cases and current issues.Students should not enrol in this subject if they have completed: 7015EHR Advanced Human Resource Development

Widen the scope of your human resource studies as you polish your HR skills.Assess individual, group and organisational human resource development needs. Take in advanced leadership theories. Look to the future of HR learning and development

This subject was previously known as IRL130.Negotiation and dispute resolution explores negotiating tactics and strategies, as well as the role of ethics, communication and power in negotiation. The course also examines negotiation in different contexts including multi-party negotiations. The course explores the role of third-party and individual approaches in resolving difficult negotiations. The aim of the course is to equip students to become more effective negotiators.Students should not enrol in this subject if they have completed: 7131EHR Negotiation &amp; Dispute Res

Talk through the essentials of workplace negotiation processes and dispute resolutions.Highlight negotiation tactics and strategies. Learn how to handle issues of emotion and perception during a dispute. Strengthen your own negotiation skills.

Negotiation and Dispute Resolution

This subject was previously known as IRL120.This course examines the system of laws governing the employment relationship in Australia, the policy issues concerning the role of law in employment relations and introduces legal research methods, interpretation of case and statute law and legal writing.Students should not enrol in this subject if they have completed: 7121EHR Regulation of Employ Relationships

Look back on the history of collective bargaining and industrial disputes. Assess unfair dismissal, workplace health and safety and discrimination regulations. Evaluate the laws that govern the relationship between employees and employers.

Regulation of Employment Relationships

The reality of work has changed radically, and human resource management practices have evolved with these changes. The rise of the knowledge economy means intellectual capital management is crucial. In this course you will apply theoretical perspectives to interpret and critically evaluate the changing nature of work and work arrangements and the implications these changes pose for managers. Critical issues revolving around the impact of technological augmentation and disruptions will also be examined. With thorough knowledge of policies and strategies to manage organizations human, social and structural intellectual resources in a dynamic working environment, you will be able to create frameworks for building relevant future-focused competencies and innovations in the workplace.Students should not enrol in this subject if they have completed: 7006EHR The Purpose and Future of Work at Griffith University.

With the changes to the global economy, the way people work is changing. Learn about the likely impacts of automation, outsourcing, knowledge work, collaboration and organisational change. Understand strategies to plan for the future of work.

The Purpose and Future of Work

This subject was previously known as IRL170.With the increasing recognition of intellectual capital as a key sustainable competitive advantage, the HR discipline has rapidly evolved from being transactional to transformational. In their role as change agents and strategic business partners, HR professionals need to overhaul the tools of their trade by adopting a systems, contingency and global perspective. This course develops an understanding of the relationships between business strategy, organisational change strategy and HRM strategy. The course adopts a holistic understanding of HR roles and functions by looking at key concepts, such as resource based view of the firm, individual and firm performance, sectoral differentiation and corporate ethics as well as strategic influencing factors such as knowledge management, HR metrics and technology. It uses innovative assessment tasks, such as debates and reflective journals to internalise the implementation aspects of SHRM.Students should not enrol in this subject if they have completed: 7011EHR HRM and Employment Relations Strategy / IRL170 HRM and Employment Relations Strategy at Griffith University.

Examine where employment relations and HR management intersect. Draft your own employment relations strategies.Ask if organisations are more influenced by the push of legislation or the pull of internal strategy when defining employment relations.

HRM and Employment Relations Strategy

This subject was previously known as IRL150.The course is intended to provide an overview of the main issues involved in performance management, including rationales for conducting it, the costs and benefits of performance management, alternatives to it and expected as well as unintended outcomes that may emerge from it. The history of performance management is examined. Different techniques for conducting performance evaluations are critically examined, as are the links between performance evaluation and systems of remuneration and opportunities for training and promotion. Finally, the role of performance evaluation in different industries and occupations is examined.Students should not enrol in this subject if they have completed: 7013EHR Managing Performance and Rewards at Griffith University.

Encounter the stakeholders, challenges and factors that influence performance and rewards management.Compare approaches to merit-based and results-based rewards programs. See how compensation practices are tethered to organisational strategies.

Managing Performance and Rewards

This subject was previously known as IRL140.This subject responds to the need for employment relations and human resource managers to effectively manage increasing diversity in organisations with workforces having a range of cultural, ethnic, gender, (dis)ability, age and other differences. The subject examines legislation and practice and the search for balance promoting equity and productivity.Students should not enrol in this subject if they have completed: 7041EHR Managing Diversity and Inclusion at Griffith University.

Appreciate the legislation and practices that can impact the quest for a more equitable and diverse workforce.Search for the balance that promotes both equity and productivity. Assess competing theories about how to manage diversity in the workplace.

Managing Diversity and Inclusion

This subject provides students with an understanding of the cultural and national factors that affect people management issues in organisations that operate across national borders. It also examines the efficacy of different employment policies and practices within the world economy. The subject explains the reasons for the development of different forms of employment practices and the extent to which these differences are sustainable.Students should not enrol in this subject if they have completed: 7024EHR International &amp; Comparative HRM &amp; ER.

Gain an international viewpoint on employment and human resource policies. Register the effect cultural and national factors can have on organisational practices. Gather concepts that can be applied in real-world multicultural workplaces.

International and Comparative Human Resource Management and Employment Relations

This subject examines up-to-date theory and practice related to the management of human resources and employment relations in the 21st-century. Issues and challenges related to institutional conditions that affect employment relationship factors are canvassed. The global, knowledge intensive context, characterised by the blurring of employment boundaries and evolving organisational forms, will provide a backdrop for the content analysis.Students should not enrol in this subject if they have completed: 7001EHR Principles of HRM &amp; ER at Griffith University.

Meet the stakeholders who make up the employment relationship. Analyse human resource’s role in managing these relationships. Explore performance and reward management concepts. Juxtapose employee unions with employer associations.

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