Overview - 2019/2020
Fanshawe's four-year Honours Bachelor of Commerce (Human Resources Management) degree program will provide you knowledge of business basics such as accounting, marketing and computer applications. As well, you'll specialize and focus your skills in human resources management courses, including performance management, human resources planning, talent acquisition, employee and labour relations and compensation and benefits administration. Available in a traditional in-class format with a September admission.
A requirement for graduation is the completion of a paid Co-operative Education term. This process combines your studies with paid, related work experience. Fanshawe will be there to help you find the right business fit for your dream. You'll have access to consultants who will deliver classes, counsel and advise you as you move from the classroom, to the real business world.
Graduating with a human resources degree
Upon graduation you may be eligible to complete a Master's degree program at many other institutions or complement your degree with a graduate certificate offered at Fanshawe College. Students currently enrolled in the Business-Human Resources diploma program or the Business Administration-Human Resources advanced diploma program may be eligible to receive advanced standing in this degree program.
All nine-course credits required for the CHRP professional designation are included in the program, so you'll graduate ready to begin your career.
Admission Requirements - 2019/2020OSSD with courses from the University (U) or University/College (M) stream WITH:
- Grade 12 English (U)
(Note: minimum final grade required is 65)
-Mathematics ONE OF:
- Grade 12 Advanced Functions (U)
- Grade 12 Calculus and Vectors (U)
- Grade 12 Mathematics of Data Management (U)
(Note: minimum final grade required is 65)
- Plus four additional Grade 12 University (U) or University/College (M) courses
- Final minimum average of 65.0% based on the highest six Grade 12 University (U) or University/College (M) courses
Mature Applicant with standing in the required courses and grades stated above
Post-Secondary Standing* (if applicable)
English Language Requirements
Applicants whose first language is not English will be required to demonstrate proficiency in English by one of the following methods:
- A Grade 12 College Stream or University Stream English credit from an Ontario Secondary School, or equivalent, depending on the program's Admission Requirements
- Test of English as a Foreign Language (TOEFL) test with a minimum score of 560 for the paper-based test (PBT), or 84 for the Internet-based test (iBT), with test results within the last two years
- International English Language Testing System (IELTS) Academic test with an overall score of 6.5 with no score less than 6.0 in any of the four bands, with test results within the last two years
- Canadian Academic English Language (CAEL) test with an overall score of 70, with test results within the last two years
- Pearson Test of English Academic (PTE) with a minimum score of 59, with test results within the last two years
- A Cambridge English Test (FCE/CAE/CPE) with an overall score on the Cambridge English Scale of 176 with no language skill less than 169, with test results within the last two years
- An English Language Evaluation (ELE) at Fanshawe College with a minimum score of 75% in all sections of the test, with test results within the last two years
- Fanshawe College ESL4/GAP5 students: Minimum grade of 80% in ESL4/GAP5 Level 9 or 75% in ESL4/GAP5 Level 10
Recommended Personal Preparation
- Read about different types of learning styles and assess personal learning style to strengthen study skills prior to entering the program
- Strengthen problem solving, critical thinking and time management skills
- Applicants with a Fanshawe College Diploma in Business - Human Resources with a minimum GPA of 3.5 can apply to Level 4 of the Honours Bachelor of Commerce (Human Resources Management) Degree.
- Applicants with a Fanshawe College Advanced Diploma in Business Administration - Human Resources with a minimum GPA of 3.0 can apply to Level 6 of the Honours Bachelor of Commerce (Human Resources Management) Degree.
- Applicants applying for individual course credits from Canadian universities must provide a detailed course content of theory and laboratory exercises (if appropriate).
- International applicants may apply for course credit achieved at the post-secondary level. Detailed course content of theory and laboratory exercises from the international institution must be included with a transcript as part of the request (official documents provided to the Office of the Registrar in a sealed envelope). If translation of the documents into English is necessary this must be performed by a recognized service.
- Based on the guidelines established by the Postsecondary Quality Assessment Board for Honours Degree Programs, credits for advanced standing cannot exceed 50% of the program's total.
Applicant Selection CriteriaWhere the number of eligible applicants exceeds the available spaces in the program, the Applicant Selection Criteria will be:
- Preference for Permanent Residents of Ontario
- Receipt of Application by February 1st (After this date, Fanshawe College will consider applicants on a first-come, first-served basis until the program is full)
- Achievement in the Admission Requirements
- Achievement in Post-Secondary Studies* (if applicable)
- *Applicants currently enrolled in a university or who have previously attended university or other post-secondary institutions and are applying to transfer into the Honours Bachelor of Commerce (Human Resources Management) program are considered on the basis of their post-secondary standing. Specifically, applicants currently enrolled in a university or who have previously attended university must maintain a minimum average of 65.0% on the last ten full credit or full credit equivalent courses in order to be considered for admission. Applicants with less than ten full credit courses must maintain a minimum average of 65.0% on all courses in order to be considered for admission. Applicants applying from a community college must have successfully completed a diploma program with an overall GPA of 2.5 in their program. In addition, all students applying from university or college must have completed the pre-requisite courses in Mathematics and English as stated in the Admission Requirements.
Honours Bachelor of Commerce (Human Resources Management)-2019/2020
MATH-7007 Mathematics for Decision Making 4 In this course, students will study the fundamental mathematical concepts required to understand and analyze a variety of business-related applications. These applications include: mathematics of merchandising, cost-volume-profit analysis, simple and compound interest, annuities, debt retirement through amortization or sinking funds, bonds, net present value, and internal rate of return. ACCT-7002 Accounting 1-Intro 4 This introductory course in financial accounting gives students an overview of accounting concepts, the accounting cycle and the preparation of financial statements for various forms (proprietorship, partnership and corporation) and types (service and merchandising) of business. Other topics include: recording merchandising transactions using a perpetual vs. periodic inventory system, owner investments/withdrawals including shareholder equity transactions, cash flow and financial statement analysis. COMP-7012 Computer Applications for Business 3 This is an introductory course where students will learn to use the major elements of the Microsoft Office application suite, specifically Word, Excel, Access and PowerPoint. The training is provided in a hands-on lab and entails the completion of weekly assignments pertaining to each of the application areas. Emphasis will be placed on developing analytical skills in Excel, and in using data extracted from databases. This course will prepare students to take an active role as knowledge workers. MGMT-7006 Management Fundamentals 3 MGMT 7006 is a foundation course in the principles and practices of managing people and organizations. Structured around four functions of management-namely, leading, planning, organizing and controlling, the course looks at the challenges managers face in modern organizations. Topics include analysis of environmental constraints and the development of internal resources in relation to leading and planning and the role of structure, process and controls in organizing and controlling.
MKTG-7001 Marketing 1 3 High performing businesses create value for their customers and build profitable customer relationships. This course introduces students to the methods used to understand the marketplace and the consumer. Through the use of case studies and brand examples, students will learn the techniques used to segment a market and identify target customers. They will also learn methods marketers use to develop a compelling value proposition through the integration of product (service) mix, pricing, promotion and channel management strategies. The course culminating project is the creation of a marketing plan. ECON-7005 Microeconomics 3 Microeconomics is the study of how households and firms make decisions and interact within defined markets. This course will provide an overview of fundamental models utilized to explain economic phenomena including, opportunity cost; demand and supply; price elasticity; government interaction in private and public markets; industry structure and international trade. Students will apply these models to explain historical and current Canadian domestic activity and its interaction(s) in the global environment. SYST-7001 Business Information Systems 3 This course provides a strategic view of management issues associated with the governance, development, acquisition and deployment of information systems. With an emphasis on the strategic importance of Information Systems the following topics will be explored: IT governance; systems development analysis, design and issues; systems implementation, testing and support; networks; ecommerce/EDI; IS operational and security issues; and the human side of Information Systems management. COMM-7018 Professional Comm. in a Diverse World 3 This course teaches students the fundamentals of intercultural and diverse communication; topics examined include identity, ethics, and multiculturalism issues, and are studied in the form of case studies and thematic readings. Students learn how to craft effective communications (written, nonverbal and verbal) that are sensitive to issues involving geographic, cultural, gender and ability diversity. These issues are examined through the lens of professional communications. Assessments in this course encompass both written assignments and presentations (individual and group).
ACCT-7014 Accounting for Managers 4 This course introduces students to the role of a manager and the managers need for information for decision making in strategic planning, implementation and organizational control. Students are provided with instruction toward a fundamental understanding of cost concepts and terminology, such that they are able to isolate areas of cost and costing techniques leading to sound information for management decision making. The main topics covered are professional ethics for management accountants, the role of the manager in the strategic direction of the organization, cost accounting fundamentals, traditional and contemporary approaches to product costing, the budgeting process, reporting control, relevant costing, and the application of a selection of cost analysis and planning techniques. ECON-7006 Macroeconomics 3 Macroeconomics is the study of economy wide phenomena including inflation, unemployment and economic growth. This course will explain the how these major economic forces impact the economy through analysis and application of concepts such as gross domestic product; cost of living calculations; unemployment; economic growth theories; Canadas banking system; aggregate demand and supply and government domestic and international policy strategies (monetary policy, fiscal policy and international policy). The student will apply these macroeconomic concepts to describe historical and current Canadian performance in both a domestic and international context. MGMT-7007 Human Resources Management 3 This foundational HR course will introduce students to the strategic role of the human resources professional in the context of the human resources management field and the current business environment. Topics include organizational goals and strategic objectives, job analysis, training and development, recruitment and selection, planning, performance management, employment legislation, and career development. Students will apply their knowledge and understanding of HR management to critically analyse and propose revisions to a human resources strategy and plan.This course is HRPA approved and is required to write the Comprehensive Knowledge Exam 1 (CKE1) and/or the Comprehensive Knowledge Exam 2 (CKE2). These exams are part of the attainment of the externally accredited entry level Certified Human Resources Professional (CHRP) designation (CKE1) and/or the advanced level Certified Human Resources Leader (CHRL) designation (CKE2), respectively. You must achieve a minimum of 65% in any one of the nine CHRP/CHRL courses and an overall average of 70% in these nine courses to be eligible to write the CKE1 and/or CKE 2. For further information on this designation, please see: http://www.hrpa.ca/RegulationandHRDesignations/Pages/HR-Designations.aspx METH-7022 Statistics for Business 3 The purpose of this course is to introduce students to the field of statistics and its many applications to the business world. Applications of data analysis and statistical methodology will form an integral component of the course, supported by the sound development of statistics and appropriate computer software. Topics include: presentation and description of data, summary measures, probability, probability distributions, sampling distributions, confidence intervals, hypothesis testing and regression analysis. MGMT-7011 Leaders & Leadership 3 Leadership is about getting results over the long-term. In an organization, the leaders main role is to not only move the entire organization forward but to create leadership in everyone with whom they work. Students will learn to apply a proven leadership process in the workplace of the 21st Century by understanding the role of credibility, values, vision, ethics, empowerment, human relations, communication, developing others and effective feedback. They will build leadership skills, insight and judgment enabling them to make a significant impact on the operational effectiveness of an organization.
LAWS-7002 Business Law 3 This course is an introductory survey of Canadian Business Law with a focus on Ontario legislation and common law. Topics include; the Canadian constitution and court system, torts (particularly negligence and professional responsibility), contracts, property (personal, real and intellectual), security interests, agency, forms of business organization, the legal aspects of credit, and employment law. The purpose of the course is to enhance the students decision making ability with respect to various legal and ethical issues that arise in a business setting. MGMT-7008 Operations Management 3 Students will learn the art and science of ensuring that goods and services are created and delivered successfully through the value chain to the end customer. The course covers practical applications of operations in both the manufacturing and services environments with an emphasis on operational strategy, leadership, decision making and customer satisfaction. Topics will include: competitiveness, strategy and productivity, forecasting, Lean System, Total Quality Management (TQM) and the ability to analyze key issues and problems in operations management. MGMT-7009 Principles of Organizational Behaviour 3 Beginning with the concept of the organization as an open system, students will examine key elements pertaining to the behaviour of people within an organization. They will examine models of motivation, group dynamics, teamwork, change management and communication. They will then analyze the effects of the organization's leadership, structure and external environment on culture, climate and on human behaviour. They will apply this knowledge and understanding to recommend strategies for a minor transformation and develop an appropriate change plan. MKTG-7002 Marketing 2 3 This course advances the study of buyer behaviour and strategic marketing management practices in both business-to-consumer and business-to-business markets. Students utilize the case study method and apply the use of quantitative and qualitative tools to analyze the market and assess the impact of marketing decisions domestically and globally. The successful student will demonstrate the ability to solve marketing problems using a combination of creative thinking and appropriate application of marketing theory and principles. The course culminating project is the creation of a marketing plan based on a case study scenario.
FINA-7006 Financial Management 3 This course provides the framework for making decisions affecting a firms present and future cash flow. Aimed at future non-financial managers of a firm it provides the foundations for sound financial management. Starting from the purpose of financial statements participants will be able to address how they can be used in day to day operations and in order to make future decisions. Performance of the firm is analyzed against its own past performance or the performance of comparable companies. Working capital is vital to the survival or expansion of a firm and it will be explored in detail. Sources of financing (short or long term) will be explored. MGMT-7012 Managing Performance 3 The Performance Management course builds on the learning from Principles of Organizational Behaviour and enables students to apply and integrate several components of human resources management and performance, including corporate culture, leadership, compensation, and labour relations. The students will first acquire a deeper knowledge on key topics: job design and performance measures, setting goals and objectives, facilitating performance improvements, addressing poor performance, wrongful dismissal, probationary review, progressive discipline, and termination. They will then apply this knowledge to rehearse the role of the human resources practitioner assisting managers with performance issues. MGMT-7013 Talent Acquisition 3 This course will explore the development and evaluation of the recruitment strategy, including areas such as recruitment, interviewing, personnel selection and the orientation process. Further course topics will include: selection of best methods to develop and implement recruiting strategies for attracting potential candidates; using valid assessment tools to establish valid criteria for hiring; and, legal and ethical issues involved in personnel selection. Through a series of linked case studies, students will develop strategies and recommendations that align recruitment and selection with goals of the organization. MGMT-7014 Employee & Labour Relations 3 This course explores the major aspects of the labour relations process in Canada. It begins with an overview of major theories of labour activity, then progressively discusses topics such as the roles of the major players in the labour relations process, theories of labour movement action, collective agreement negotiation, grievances and arbitration, and Canadian labour relations in a global context. By the end of the course, students will be able to participate in and support the labour relations process from a management perspective. Students will participate in a collective bargaining simulation as a capstone activity, and this simulation will comprise a significant portion of their overall course evaluation.
MGMT-7015 International Human Resources 3 This course will provide students with an overview of the impact of globalization on the management of human resources at home and abroad. The course will focus on the complex, interdisciplinary nature of international human resources and take the student beyond a narrow functional focus. The student will explore managing and developing global leaders and their staff against the backdrop of mergers, acquisitions, joint ventures and cross border alliances. Expatriate assignments, social and cultural diversity and the paradoxes of human resource management in a global environment will be investigated. Students will research and present a comparison of human resources between Canada and another country. MGMT-7016 Managing Programs & Projects 3 This course gives management students the leadership skills to develop a project selection and prioritization process within a PMO (Project Management Office). The course also focuses on program and project leadership, the various methods of leadership, project integration and assesses legal and ethical project management issues. Students learn the process of analyzing, creating and managing the project plan and the project management processes for managing and controlling the overall program/project. This course covers all of the PMI (Project Management Institute) knowledge areas of project management together into a consolidated whole, and gives the student a higher-level leadership view of portfolio, program and project management and the tools and techniques to plan, execute and control various types of projects. SFTY-7003 Workplace Health & Safety 3 This course introduces students to occupational health and safety (OHS) as a major HR responsibility, and regulatory frameworks of OHS legislated in Canada. Students initially explore general approaches to health and safety by examining prominent workplace hazards and methods used to recognize, assess and control them before learning about fundamental procedures such as emergency response, fire/spill evacuation, near-miss reviews and incident investigation. Adopting a proactive approach, furthermore, the course introduces students to safety training, ergonomic intervention/education as well as health/wellness promotion as key measures to support H&S culture within an organization. Students will complete a culminating research project in which they analyze the elements of successful OHS program of an organization and make improvement recommendations. MGMT-7017 Compensation 3 This course will provide students with an understanding of the process, issues, and techniques involved in developing a compensation system. Students will learn both the theoretical and applied aspects of the compensation function. They will develop and recommend strategies that link the compensation function to the goals of the reward systems that are necessary to attract, retain and motivate the workforce. Throughout this course students will learn how to attain strategic compensations objectives (efficiency, fairness and legal compliance) while creating a compensation program to support a variety of corporate strategies. Students will complete a simulation exercise, applying market survey data in the creation of a compensation program, identifying various base pay and performance pay approaches, and making recommendations for compensation administration.
LAWS-7003 Employment & Labour Law 3 This course will provide students with a comprehensive overview of Canadian employment law and its impact on human resource management. The focus will be on current federal and provincial legislation affecting the non-unionized environment. The Canadian legal framework will be examined, including statutory and common law and the judicial system. The student will explore the legal context of the entire employment relationship from hiring to ending the relationship and beyond. The students will assess and apply the statutory and common law to a case and present their methodology and reasoning. MGMT-7018 Training & Development 3 Training and development will be examined from its strategic footing in employee engagement, performance and organizational culture. The students will examine the full process involved in the design of a learning program from the perspective of a human resources practitioner in a position to recommend developmental solutions. The students will apply their knowledge of this process to properly diagnose performance issues, assess training needs, and determine the requirement for the design, administration and evaluation of training and development programs. In a culminating activity, the students will develop and present a business case for a training and development program aligned with an organizational performance issue. COMP-7013 HRIS-Data & Enquiry 3 This course explores Human Resource Information Systems (HRIS) in depth. An overview of the composition and role of HRIS is provided, leading to hands-on use of analytical tools such as Excel to make more informed HR decisions. Important functional areas of HRIS systems are identified, particularly with regard to how this information is used for decision making in the organization. Finally the process of HRIS acquisition will be covered, including needs analysis, evaluation, selection and project implementation. MGMT-7019 Pension & Benefits 3 This course will examine the development, design and administration of employee pensions and benefits within the context of Canadian business. Students will review and evaluate pension and benefit design as it relates to the strategic compensation goals of the organization. They will examine the interdependence of Canadian legislation with respect to employer and employee sponsored pension and benefit plans, and explore features of insurance, disability, pension, and wellness plan components. At the end of the course, students will analyze a benefit plan for a mid-sized company and make recommendations for improvement. COOP-1021 Co-Op Educ. Employment Prep 1 This workshop will provide an overview of the Co-operative Education consultants and students' roles and responsibilities as well as the Co-operative Education Policy. It will provide students with employment preparatory skills specifically related to co-operative education work assignments and will prepare students for their work term.
MGMT-7020 Planning for the HR Professional 3 This course introduces students to the conventional methods of forecasting human resources (HR) demand and supply as well as strategic approaches to HR planning. Students will examine the role of information technology and job analysis techniques and learn how to utilize comprehensive tools to support managerial succession planning and other strategic organizational objectives. The foundation of strategic HR planning is further examined by investigating the fundamentals of organizational strategy and how environmental factors influence strategic HR choices. Examples of common corporate strategic choices and their effects on such key human resource management functions as planning, talent acquisition, training, performance evaluation and labor relations will be examined. Students will complete a project in which they analyze the strategy for a successful organization and examine the contribution of HR at different stages of strategy planning and execution. MGMT-7021 Negotiation/Mediation/Dispute Resolution 3 This course will provide students with the knowledge and basic skills for negotiation an conflict resolution. The course offers a safe environment to practice these skills and to observe others practicing these skills. The theory and strategies of negotiation and dispute resolution will be examined in the context of personality, values and perceptions. The course will explore individual and group conflict and resolution, including cross-cultural contexts. Students will take on the roles of complainant, respondent and mediator and select and report on one of these experiences. MGMT-7022 Organizational Development 3 Most organizations continuously seek to improve their performance. In this course students will examine principles and methods to create positive change in an organizations processes and structures, whether through continuous improvement or planned system-wide interventions. They will learn the importance of aligning the organizations leadership, structure, processes, relationships, learning, and people systems with its strategic goals. In a capstone project, the students will use their co-op experience to identify a case where they will apply their skills and knowledge to develop an organizational transformation plan for improved performance. The plan will include diagnostic research, gap analysis, recommendations and plans for intervention, execution, communication, change management and evaluation. MGMT-7023 Strategic Policy & Planning 3 This course explores the four elements of strategic management from a leadership perspective: environmental analysis, strategy formulation, strategy implementation and evaluation and control. The course also explores the external and internal checks and balances that keep organizations vital, focused and able to respond to change or when unnoticed may lead to failure. Cases are used to bridge theory and practice that integrate the concepts and techniques of marketing, accounting, finance, management, production and information systems with strategic management in relation to performance goals, external shifts, internal capabilities and strategy formulation and implementation. This course also examines corporate governance and latest examples of corporate failure and controversy. COOP-5001 Degree Co-Op Integration 2 The purpose of this capstone course is to prepare students for careers in their field post-graduation. Students will have an opportunity to reflect on their co-op work term to identify career options, skill gaps, and opportunities to guide them in their career search. Students will also be exposed to a variety of guest speakers and topics that will provide them with an understanding on industry trends, job opportunities, professional accreditation, and key industry insights. Students will also be coached on career search skills, interview and networking skills to help prepare them post-graduation.
COOP-BHM1W BHM1 Co-op Work Term 1
COMM-7021 Argumentation & Persuasion 3 Argumentation and Persuasion is an advanced writing and communications breadth course. The purpose of this course is to examine the sophisticated interrelationship between rhetorical choices (including modes, style, and tone), audience requirements, engagement with outside sources, and texts' ultimate success. Students will learn how to apply these concepts to their own writing, and thus how to construct a variety of successful texts, including advanced argumentation.
LIBS-7001 Ethics in a Global Context 3 The last half century or so has seen a rapid shift towards globalization. As a result, even our most mundane actions can easily and unwittingly impact someone halfway around the world. As good global citizens, we must consider our actions in a global context. This course introduces students to the four most prominent ethical theories - Utilitarianism, Deontology, Ethics of Care and Virtue Ethics - as well as the two chief models of business ethics - Friedmans account that shareholders interests trump all and Freemans more recent suggestion that corporations must balance the interests of all stakeholders. We also consider these theories within the context of a variety of topics, including abortion, euthanasia, the death penalty, sexual morality, pornography, addictions, terrorism, human rights, world hunger, poverty, economic justice and environmental issues.
Careers - 2019/2020
Career OpportunitiesStudents will be prepared both academically and experientially for a variety of human resources opportunities in many organizations and sectors, including government, non-profit, education, manufacturing, hospitality, health care, financial services, and many others. Graduates may work in positions such as an HR training coordinator, recruiter, compensation analyst, health and safety specialist, labour relations representative, benefits administrator or an HR generalist.
More Information - 2019/2020A Mandatory Mobile Computing (Laptop) Program
A Co-operative Education Program
A Four-Year Honours Degree ProgramProgram Code: BHM1
Campus Code: LC (LC - London)
15 week terms
Academic Calendars available at www.fanshawec.ca/academicdates
Lawrence Kinlin School of Business: 519-452-4290
Program DescriptionThe Honours Bachelor of Commerce (Human Resources Management) program is a four-year, honours level degree with a mandatory co-op work term between Levels 7 and 8. Students will study core fundamentals of business including business strategy, management, accounting, leadership and marketing in addition to the specialized human resources management courses, including performance management, human resources planning, talent acquisition, employee and labour relations and compensation and benefits administration. All nine CHRP course credits required for professional licensing bodies are included in this program.
President: P. Devlin, CMM, MSC, CD, HBA, MSS
Senior Vice-President Academic Services: G. Lima, MA
Vice-President Student Services: M. Beaudoin, BA, MLS
Dean (Acting), Faculty of Business:
S. Deakin, MAcc, CPA, CA
Chair, Lawrence Kinlin School of Business:
M. Pierce, BA, MA
S. Webb, LL.B., MIR, PhD
R. Gill, CPHR, PhD
N. Budhwani, MBA, MEd, PhD C. Newton, BBA, BEd, MBA, DBA (in progress), PMP J. Harren, BA, MIR, CHRL S. Wang, BSc, MSc, PhD
D. Johnson, BSc, MSc, MBA
Within the program, breadth courses are taught by a variety of faculty with graduate credentials in Social Sciences, Humanities and Sciences.
Fanshawe College has been granted a consent by the Minister of Advanced Education and Skills Development to offer this degree program for a seven-year term starting November 2014. The College shall ensure that all students admitted to the above-named program during the period of consent will have the opportunity to complete the program within a reasonable time frame.
- Students entering Level 1 of the program in January are expected to proceed into Level 2 of the program in the summer term
- A CONNECT lab fee is included in the Additional Program Fees stated in the Fee Schedule. This fee helps cover costs associated with the delivery of the CONNECT mobile computing program.
- Students should not purchase a laptop computer or software until the College publishes the recommended configuration, models, software titles and versions for that academic year.
Co-operative EducationThis four-year honours degree program requires completion of one mandatory co-op work term. More information about Co-operative Education can be found at www.fanshawec.ca/co-opLearning Outcomes
The graduate has reliably demonstrated the ability to:
1. Use the interdependence of various functional areas of business (i.e. financial, marketing, operations, human resources) to achieve organizational success in domestic and international environments.
2. Develop strategies that will achieve organizational goals through integration of business methodologies that assess costs, benefits, risks, and opportunities, and that utilize current and emerging technology and trends.
3. Enhance business opportunities by incorporating external variables into various business decision models.
4. Assess the unique business needs of organizations of various sizes, public sector, private sector, and not-for-profit firms.
5. Evaluate professional, ethical, and legal codes of conduct.
6. Research, analyze, and critically evaluate qualitative and quantitative data from a variety of sources to support business decisions through effective problem solving, critical thinking, logic and reasoning.
7. Communicate information, arguments, and analysis accurately and reliably for the message, audience, and purpose.
8. Perform effectively and efficiently within groups or teams, demonstrating leadership, team-building, conflict resolution, negotiating and influencing skills.
9. Design personal learning plans and integrate lifelong learning strategies into current and future development goals.
10. Assess resource allocation decisions that influence sustainability practices and drive economic, social, cultural, and environmental stewardship.
11. Analyze domestic and international business opportunities within an international context.
12. Plan, implement, and evaluate projects and programs, using project planning principles and tools.
13. Assess the overall financial performance of an organization.
14. Apply management-level decision-making and strategic planning skills.
15. Evaluate strategic human resources policies, procedures, and programs related to the following areas: staffing (recruitment, selection, retention, human capital strategy) and performance management; orientation, training and development; diversity initiatives; health and safety; disability management; finance; employment legislation, basic contract law and privacy laws.
16. Research and support the development of compensation and benefit plans that assist the organization to achieve its business goals.
17. Develop mechanisms, including policies, procedures, and programs, to foster positive employee relations, to mediate disputes/grievances in unionized and non-unionized environments, to facilitate arbitration, and to negotiate collective agreements.
18. Evaluate Human Resources plans to ensure alignment with organizational goals and responsiveness to current and future labour market conditions.
19. Manage training and organizational development and change initiatives including workforce design, development, and employee engagement initiatives, to support organizational effectiveness.
20. Establish and manage systems and processes to collect and safeguard Human Resources information.
21. Analyze and evaluate required numerical and financial data for projecting the impact of human resources plans.
22. Assess workplace health and safety practices to: ensure practices meet legislative requirements, analyze risk to the health and safety of employees, and determine appropriate preventative measures.
23. Assess how and why human resources programs, policies and procedures differ among countries, and the limitations that will be experienced by human resources managers who have transnational responsibilities.
Open House: Saturday, November 16, 2019, in London, Simcoe, St. Thomas, Woodstock, Clinton and Tiverton.Read More