BUSINESS-10 · Undergraduate · ENGLISH · PLANNED
Study an original business case, compare options, make a decision and defend implementation.
Study time is an initial activity estimate, excluding extra reading, revision and extended laboratory or project work. Videos and question bodies have not been produced by adding this outline.
Complete these courses or demonstrate equivalent knowledge. These are recommended prerequisites, not enforced enrolment locks.
YouTube playlist: ARK Business Administration · BBA/MBA | Human Resource Management and People Analytics
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Sign in to save this learning pathPractical outcome: Create a fair hiring plan for a fictional organisation.
Explain workforce planning using a visual and one worked real-world example. Context: Create a fair hiring plan for a fictional organisation. End with a prediction or check-for-understanding.
Explain job analysis using a visual and one worked real-world example. Context: Create a fair hiring plan for a fictional organisation. End with a prediction or check-for-understanding.
Explain job descriptions using a visual and one worked real-world example. Context: Create a fair hiring plan for a fictional organisation. End with a prediction or check-for-understanding.
Explain recruitment using a visual and one worked real-world example. Context: Create a fair hiring plan for a fictional organisation. End with a prediction or check-for-understanding.
Use the first concepts from this section. Create a fair hiring plan for a fictional organisation. Produce a labelled diagram, trace or calculation; explain each step and check one changed input.
3–6 questions on the preceding first-half concepts only: recall, visual interpretation, application and one plausible misconception. Explain each answer after submission.
Explain structured interviews using a visual and one worked real-world example. Context: Create a fair hiring plan for a fictional organisation. End with a prediction or check-for-understanding.
Explain selection validity using a visual and one worked real-world example. Context: Create a fair hiring plan for a fictional organisation. End with a prediction or check-for-understanding.
Explain onboarding using a visual and one worked real-world example. Context: Create a fair hiring plan for a fictional organisation. End with a prediction or check-for-understanding.
Explain candidate experience using a visual and one worked real-world example. Context: Create a fair hiring plan for a fictional organisation. End with a prediction or check-for-understanding.
Create a fair hiring plan for a fictional organisation. Work without the example, compare two cases, record assumptions and limitations, then self-review correctness, reasoning and clarity.
6–12 questions covering Workforce planning, Job analysis, Job descriptions and the remaining section concepts, with cumulative retrieval from earlier sections. Include a new transfer problem; 70% unlocks progression.
Practical outcome: Design a development and performance process with transparent criteria.
Explain training needs using a visual and one worked real-world example. Context: Design a development and performance process with transparent criteria. End with a prediction or check-for-understanding.
Explain learning design using a visual and one worked real-world example. Context: Design a development and performance process with transparent criteria. End with a prediction or check-for-understanding.
Explain performance goals using a visual and one worked real-world example. Context: Design a development and performance process with transparent criteria. End with a prediction or check-for-understanding.
Explain feedback systems using a visual and one worked real-world example. Context: Design a development and performance process with transparent criteria. End with a prediction or check-for-understanding.
Use the first concepts from this section. Design a development and performance process with transparent criteria. Produce a labelled diagram, trace or calculation; explain each step and check one changed input.
3–6 questions on the preceding first-half concepts only: recall, visual interpretation, application and one plausible misconception. Explain each answer after submission.
Explain career development using a visual and one worked real-world example. Context: Design a development and performance process with transparent criteria. End with a prediction or check-for-understanding.
Explain compensation principles using a visual and one worked real-world example. Context: Design a development and performance process with transparent criteria. End with a prediction or check-for-understanding.
Explain benefits using a visual and one worked real-world example. Context: Design a development and performance process with transparent criteria. End with a prediction or check-for-understanding.
Explain employee wellbeing using a visual and one worked real-world example. Context: Design a development and performance process with transparent criteria. End with a prediction or check-for-understanding.
Design a development and performance process with transparent criteria. Work without the example, compare two cases, record assumptions and limitations, then self-review correctness, reasoning and clarity.
6–12 questions covering Training needs, Learning design, Performance goals and the remaining section concepts, with cumulative retrieval from earlier sections. Include a new transfer problem; 70% unlocks progression.
Practical outcome: Analyse synthetic workforce indicators without identifying individuals.
Explain employee voice using a visual and one worked real-world example. Context: Analyse synthetic workforce indicators without identifying individuals. End with a prediction or check-for-understanding.
Explain labour relations using a visual and one worked real-world example. Context: Analyse synthetic workforce indicators without identifying individuals. End with a prediction or check-for-understanding.
Explain employment-law variation using a visual and one worked real-world example. Context: Analyse synthetic workforce indicators without identifying individuals. End with a prediction or check-for-understanding.
Explain workplace investigations concepts using a visual and one worked real-world example. Context: Analyse synthetic workforce indicators without identifying individuals. End with a prediction or check-for-understanding.
Use the first concepts from this section. Analyse synthetic workforce indicators without identifying individuals. Produce a labelled diagram, trace or calculation; explain each step and check one changed input.
3–6 questions on the preceding first-half concepts only: recall, visual interpretation, application and one plausible misconception. Explain each answer after submission.
Explain inclusion using a visual and one worked real-world example. Context: Analyse synthetic workforce indicators without identifying individuals. End with a prediction or check-for-understanding.
Explain retention analysis using a visual and one worked real-world example. Context: Analyse synthetic workforce indicators without identifying individuals. End with a prediction or check-for-understanding.
Explain people-data privacy using a visual and one worked real-world example. Context: Analyse synthetic workforce indicators without identifying individuals. End with a prediction or check-for-understanding.
Explain responsible people analytics using a visual and one worked real-world example. Context: Analyse synthetic workforce indicators without identifying individuals. End with a prediction or check-for-understanding.
Analyse synthetic workforce indicators without identifying individuals. Work without the example, compare two cases, record assumptions and limitations, then self-review correctness, reasoning and clarity.
6–12 questions covering Employee voice, Labour relations, Employment-law variation and the remaining section concepts, with cumulative retrieval from earlier sections. Include a new transfer problem; 70% unlocks progression.
Combine all three sections: Analyse synthetic workforce indicators without identifying individuals. Submit an original worked artifact, evidence or tests, assumptions and a reflection. Rubric: correctness, method, practical usefulness, reproducibility and communication. Self-reviewed, not certified.
6–12 balanced questions sampling every section of Human Resource Management and People Analytics, including interpretation, calculation or reasoning, a misconception and a new application. Passing is 70%; review errors before retrying.
Case discussions, business plans, management simulations and original consulting projects. Guided work leads to an independent attempt, with a diagram, explanation, trace, calculation or tested artifact. Question bodies are generated when opened in your private learning path. Programming submissions are stored as text; the platform does not execute submitted code.
Use original or appropriately licensed datasets. Practical science activities use models or supplied data unless a qualified supervisor has reviewed a physical experiment.
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