Strategies for Enhancing HRM Courses: Transforming Theory into Hands-On Applications Bob Barrett American Public University, Charles Town, USA Docjob00@msn.com Abstract: This paper will examine why some human resource management training programs in general are being reexamined in terms of design and development, as well as overall intent and final outcomes. While today’s students are starting to reevaluate their career plans, some students are starting to now focus on degrees and courses that will help them with potential job endeavors. As a result, there has been an increase in Human Resource Management (HRM) programs of study. This paper will focus on how one virtual university uses its HRM courses to enhance the learning experience for its students to learn more Human Resource Development (HRD). In particular, this program helps students to learn more about HRD, training, and consulting. This paper will examine how the teacher-centered approach has been replaced with the student-centered approach to help to personalize the students’ final consulting project in the framework of a Virtual Portfolio format. Further, this paper will cover potential applications of Virtual Portfolios (e-Portfolios) used to help students learn how to set up a potential electronic consulting practice. The Virtual Portfolio format was designed and developed for several purposes. First, it is used to assess the student content knowledge and application towards a potential training program creation and implementation. Second, this virtual project helps students to take a reflective look at not only their work, but its potential application in their future career endeavors. Thus, this particular course has encouraged students to work weekly on practical projects to apply their content knowledge towards creating a consultant practice and build a Virtual Portfolio as part of the process in the course. This paper will use an appreciative inquiry perspective lens to view the positive benefits of incorporating a Virtual Portfolio into HRM, management, and/or business courses, as well as helping students apply their knowledge in terms of being innovative and creative with the development of a potential consulting business. Keywords: human resource management, virtual portfolio, consulting, training, best practices, knowledge
1. Introduction While many companies are trying to create and follow best practices in industry, they soon realize a need to change their training and offer more “hands-on applications” to help motivate employees to participate. Whether their more employees are required or voluntarily sign up for training courses, workshops or seminar in today’s workplace, the next step is to offer training that employees see value in it. Thus, not all training courses are well designed or applicable to all employees, whether they are line employees or managers. In addition, their learning styles and needs do vary, so not all training offerings will capture the attention of all participants. Consequently, not all employees may see the utility of some training courses or programs, and they may be resentful if they are forced to attend such events. As economies change, global business increases, and diversity increases in the workplace, companies, as well as members of the workforce, are starting to rethink where they are, where they want to be, and how they are going to make changes that will be beneficial. In particular, this paper will look at how individuals are realizing a need for more education and how educational institutions are changing their course offerings to accommodate the needs of learners and business/industry. Addleson (2011) made an observation that management today needs to be “re-created” in order to be better st prepare to empower the 21 century knowledge (management) workers, which can help improve today’s organizations. However, while many companies are trying to create and follow best practices in industry, they soon realize a need to change their training and offer more “hands-on applications” to help motivate employees to participate. Whether their more employees are required or voluntarily sign up for training courses, workshops or seminar in today’s workplace, the next step is to offer training that employees see value in it. Thus, not all training courses are well designed or applicable to all employees, whether they are line employees or managers. In addition, their learning styles and needs do vary, so not all training offerings will capture the attention of all participants. Consequently, not all employees may see the utility of some training courses or programs, and they may be resentful if they are forced to attend such events. Consequently, this may impede the participation and interaction factors, as well as the learning process overall. Can companies afford to have these negative and damaging effects occur as a result of training constraints and perhaps training barriers?
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