HRM & Industrial Relations study plan

Map the strategic HRM model (resource-based view, HR strategy typologies, vertical and horizontal alignment) into a one-page diagram from memory

Distinguish the sources of employment law (statute, regulation, common law, collective agreements) and classify ten sample scenarios by source

Explain how strategic HR choices create legal exposure in hiring, pay, and termination decisions

Build a personal glossary of 25 strategic HRM and employment law terms with one-line definitions

Outline the statutory framework for discrimination, harassment, wage and hour, and leave entitlements, noting the protected characteristics and employer duties in each

Apply a four-step compliance test (identify duty, identify risk, identify control, identify evidence) to three workplace fact patterns

Compare the legal status of collective bargaining, union representation, and grievance procedures in unionised versus non-unionised settings

Analyse how employment law constrains disciplinary and dismissal decisions and draft a compliant disciplinary checklist

Trace the employee relations cycle from onboarding through grievance, discipline, and exit, identifying the HR decision point at each stage

Evaluate the difference between performance management as a development tool and as a disciplinary instrument

Design a performance improvement plan structure that satisfies both developmental and procedural fairness requirements

Explain the role of employee voice mechanisms (works councils, engagement surveys, joint committees) in reducing disputes

Build a workforce planning model that converts demand forecasts into headcount, skills, and sourcing requirements

Compare internal versus external talent acquisition channels on cost, speed, quality, and legal risk

Break down total rewards into base pay, variable pay, benefits, and non-monetary elements, and explain the strategic purpose of each

Explain job evaluation, pay structures, pay equity, and the principles behind incentive design

Distinguish learning, training, development, and competency frameworks, and select the appropriate intervention for three business problems

Design a training needs analysis that connects organisational, task, and individual levels

Identify the core HR metrics (turnover, time-to-fill, cost-per-hire, absenteeism, engagement, training ROI) and state the formula and limitation of each

Explain how HR information systems and people analytics support evidence-based HR decisions and where data quality risks arise

Apply the hierarchy of hazard controls to physical, ergonomic, and psychosocial risks

Explain the employer duty of care, risk assessment process, and incident reporting obligations

Link wellbeing programmes and benefits design to absence, retention, and productivity outcomes

Evaluate the interaction between compensation incentives and safety behaviour, including unintended consequences

Compare change management models (Lewin, Kotter, ADKAR) and select one for a described restructuring scenario

Identify the ethical tensions in redundancy, restructuring, and HR data use, and apply an ethical decision framework to resolve them

Explain the HR business partner role and how strategic HRM is operationalised through the HR operating model

Assess how change fatigue and communication failure undermine strategic HR initiatives

Synthesise all nine domains into a single concept map showing cross-domain dependencies

Complete a timed 60-question mixed practice set and categorise every error by domain and error type

Re-teach the three weakest domains from memory without notes

Consolidate the personal glossary and formula sheet into a final revision aid