Aligned with NUCB Business School’s mission to cultivate innovative and ethical leaders with a ‘Frontier Spirit,’ this course aims to empower students to effectively manage and develop valuable talent in response to contemporary HR challenges posed by the digital era.

In today’s digital economy, organizations encounter unprecedented opportunities alongside complex challenges in talent management. From AI-powered recruitment and predictive people analytics to immersive e-learning platforms and flexible gig-economy labor models, the nature of work and workforce management is rapidly evolving.

This course uses the case method to explore how digital technologies, artificial intelligence (AI), analytics, and shifting work patterns are transforming talent management. Through rigorous discussion and problem-solving with real-world cases from global companies, students will confront leadership dilemmas and make strategic talent decisions within dynamic and competitive business environments.

Equipped with analytical frameworks, practical tools, and leadership insights, students will learn to design and implement talent management strategies that drive sustainable competitive advantage. They will critically evaluate inclusive and exclusive talent strategies, explore ethical considerations in digital HR, and develop future-ready solutions that balance organizational performance with workforce well-being.

By completing this course, students will deepen their understanding of critical areas in talent management, including strategic talent management, people analytics, inclusive versus exclusive talent strategies, AI applications in talent acquisition, learning organizations, and labor relations within the gig economy.

*本学の教育ミッションを具現化する形で設定されています。

By the end of this course, students will be able to:
1. Strategically align talent management strategies and practices with organizational goals to strengthen competitive advantage of organizations in the digital era.
2. Evaluate and apply appropriate digital tools and technologies to enhance decision-making in acquiring, engaging, and developing talent to meet current and future workforce needs.
3. Critically assess the ethical and legal implications of using digital tools and technologies in talent management.
4. Identify and address labor relations challenges in platform-based and gig economy models, and propose sustainable, equitable solutions.

教育手法 Teaching Method		% of Course Time
インプット型 Traditional		20 %
参加者中心型 Participant-Centered Learning	ケースメソッド Case Method	80 %
	フィールドメソッド Field Method	0 %
合計 Total		100 %

"Pre-class Preparation"
Students are expected to thoroughly read each assigned case and prepare written answers to the questions provided in the assignment files. A minimum of three hours of preparation per case is recommended to ensure meaningful participation in discussions.

A laptop computer is required for accessing electronic handouts and participating in the simulation exercise during class sessions.

"Preparation report (10%)"
Assignment: Identify and discuss the common factor(s) contributing to successful talent management across the following three cases:
(1) Creating the Future at Southwest Airlines (1st case on Day 1)
(2) Agoda: People Analytics and Business Culture (2nd case on Day 1)
(3) Hong Kong Broadband Network: An Integrated Approach to Talent Management (1st case on Day 2)
Due date: One day before the first day of class.
Submission method: Upload to Google Classroom.
Feedback: Common factor(s) will be reviewed and discussed in class.

"Class Discussion (60%)"
This course is delivered primarily through open, case-based discussions. Students are encouraged to actively exchange perspectives with their peers, challenge assumptions, and refine their viewpoints.
While individual comments will not receive direct evaluation during the discussion, students can gauge the effectiveness of their contributions through peer interaction and the flow of debate.

"Case Examination (30%)"
Case: Provided at the end of Day 2.
Examination Questions: Distributed in class on Day 3.
Duration: 3 hours.
Submission Method: Upload to Google Classroom.
Feedback: Marked assessment rubrics will be returned to participants.

*成績は下記該当項目を基に決定されます。
*クラス貢献度合計はコールドコールと授業内での挙手発言の合算値です。

講師用内規準拠 Method of Assessment	Weights
コールドコール Cold Call	0 %
授業内での挙手発言 Class Contribution	70 %
クラス貢献度合計 Class Contribution Total	70 %
予習レポート Preparation Report	0 %
小テスト Quizzes / Tests	0 %
シミュレーション成績 Simulation	0 %
ケース試験 Case Exam	30 %
最終レポート Final Report	0 %
期末試験 Final Exam	0 %
参加者による相互評価 Peer Assessment	0 %
合計 Total	100 %

評価の留意事項　Notes on Evaluation Criteria

Preparation before class and active participation in both small-group and open-class discussion is expected.
The preparation report and the case examination will be graded by the comprehensiveness and depth of arguments.
The final course grading will follow a forced distributed curve when the number of participants is larger than 10.

• 配布資料

Open-source textbook:
Human Resource Management
https://open.umn.edu/opentextbooks/textbooks/71

Additional readings and videos will be distributed and shown in class on an occasional basis.

As this is a newly introduced course, there is currently no prior course evaluation or student feedback available.

（実務経験 Work experience）