Proposal for Human Capital Management at Singapore University of Social Sciences

The Task

The Singapore University of Social Sciences (SUSS) is one of six universities in Singapore. Originally UniSIM, the university prides itself as a pioneer in life-long learning and adult education as it is has been offering part-time courses to working adults since 2005. However, with the national SkillsFuture movement and declining birthrates, SUSS expects stronger competition from other
universities in the adult learning space. For instance, the Singapore Management University (SMU) has set up a corporate training arm, SMU Academy that offers modules that can be stacked towards a Master’s degree (Today Online, 26 Apr 2017).

More recently, the National University of Singapore launched a new NUS Lifelong Learners (or L3) programme, which maps out a 20-year learning path to cater for continuing education and training courses that aims to equip its alumni with requisite knowledge and skills to meet the dynamic workplace today. (The Straits Times, 6 Mar 2018)

As the new People Analytics Manager in SUSS, you believe that a data-driven approach towards human capital management could help the university compete in the new business environment. You administer a survey to gather student sentiments on the university and programmes offered and plan to use findings to illuminate how human capital impacts the university outcomes and
competitiveness.

(1a) First, describe how well the university is doing and areas for improvement by analysing the student survey data provided. Apply a mixture of descriptive and predictive analytics to understand and report on the factors that drives students’ satisfaction and willingness to continue their education with SUSS.

Note: Pls copy and paste the SPSS output for each descriptive and predictive statistics that is used

(1b) Next, construct the linkages between human capital and university outcomes. Apply Fitz-Enz’s Human Capital-to-Enterprise pathway to demonstrate how the different departments in SUSS impact the university goals and competitive strategy (as inferred from the university’s mission and vision). Identify key HR deliverables that should be achieved and monitored. Annex A provides a
brief factsheet on SUSS, summarising the espoused mission and vision and roles of relevant departments within the university.

Note: Choose only ONE of the four departments as indicated in Annex A below

(1c) Lastly, propose a HR scorecard that will help measure and monitor achievement of each HR deliverable identified in the Human-Capital-to-Enterprise Pathways. Explain the measurement objectives and how the selected metrics will be used to guide decisions and actions. There is no need to specify the desired target to be met for each metric.

When mapping the Human Capital-to-Enterprise pathways, students are advised to focus on demonstrating clear and detailed linkages rather than breath of coverage. This entails (a) identifying a single competitive strategy for the university and (b) identifying ONE business unit that are critical to delivering the competitive strategy

a. Inclusive Education. The university is proud to be Singapore’s first institute for lifelong learning, we champion inclusivity to bring education to all regardless of their age, qualification, experience, background – fresh school-leavers, working adults or silver learners. Our broad admission criteria for our lifelong learners partaking in our diverse learning environment ensure that they are given equal opportunities to develop to their fullest potential throughout life.

b. Experiential & Applied Learning. Grounded in our core philosophy of ‘Head, Heart, Habit’ (3H), we continually develop well-rounded future talents who are professionally competent, socially conscious, and lifelong learners with a heart to impact lives. We build experiential and applied learning to enliven and enrich our student experience through a host of global learning programmes, internships, entrepreneurship and service learning projects as well as student-led expeditions to provide a holistic education that nurtures empathy, broadens contextual understanding and deepens perspectives.

c. Passion for Society. Beyond the individual, our social emphasis focuses on teaching and practising sciences in the service of society *. Our core curriculum, applicable to all our programmes, inculcates this core knowledge and understanding about emerging issues in the society in all our students and how they can play a role in their professional practice and community.

Vision. The university for lifelong learning.

Mission. To provide lifelong education, equipping learners to serve society.

Core Values. At SUSS, we advocate the Spirit of Learning by creating enriching learning experiences. To us, learning is a lifelong pursuit of knowledge that benefits not only the individual, but those around them as well. Because, when combined with a Passion for Community, knowledge enables us to make a positive, lasting difference in people’s lives. As we contribute to an inclusive and resilient society, it is important that we conduct ourselves with Integrity, and treat people with equal Respect and Trust. Together, we drive Innovation for Excellence, using new ideas and technologies to service society’s changing needs. Teamwork ensures that we work with, and learn from one another, leveraging individual strengths to achieve our collective goals.