Overview
Human resource management is both a craft and a strategic system. This MSc equips you to design talent acquisition, performance, reward, learning and employee relations systems that create organisational capability while meeting legal and ethical standards. You will practise evidence-based HR, workforce analytics and inclusive design, and complete a consultancy-style capstone with a live or simulated organisational client. Ideal for aspiring HR business partners, people operations leaders and line managers taking strategic people responsibility.
MSc Human Resource Management is taught as one award, not a list of unrelated modules. The published length is 18 months, and the credit total is 36. Students move from Strategic Human Resource Management through Strategic Human Resource Management; Organisational Behaviour & Workplace Psychology; Talent Acquisition, Assessment & Employer Brand; Employment Law & Employee Relations; Learning, Development & Leadership Capability; Performance, Reward & Total Rewards Design, and finish on MSc HRM Capstone Consultancy Project.
Each course has a question, a method, and a submission. In this field, students diagnose one organisation and carry a decision through to a recommendation. Reading is a case, a short financial extract, and a stakeholder note. The artefact a marker expects is a consulting brief a manager could use.
The award is built so that a graduate can do the following in practice: Design integrated HR systems aligned to business strategy Apply employment law principles to complex workplace issues Use people analytics for workforce planning and retention
Teaching assumes the student can read a source, attempt a problem before the seminar, and revise after feedback. Attendance at live seminars is part of the design. The capstone or final course must use the methods of the earlier courses; a project that ignores them does not pass.
The pages for each course name the topics that are examined. Those topics are the syllabus. A brochure line is not a substitute for them.
Curriculum informed by CIPD professional standards and contemporary research on high-performance work systems. Stacks upward from the Graduate Certificate in Human Resources for career switchers.
Who This Programme Is For
- ✦HR professionals advancing to HRBP or people leadership roles
- ✦Line managers taking strategic people accountability
- ✦People ops leaders in scale-ups professionalising systems
- ✦Graduates of the HR certificate seeking a full master's
Faculty spotlight
CIPD-qualified Professor Daniel Osei leads employment relations; Dr. Emma Laurent covers inclusion systems and bias-aware assessment design.
Programme Structure & Delivery
Coursework
Interactive modules, weekly readings, recorded and live seminars, and collaborative discussions with peers worldwide.
Assessment
Module assignments, proctored examinations, and capstone projects designed to demonstrate mastery of the field.
Learning Outcomes
- ✦Design integrated HR systems aligned to business strategy
- ✦Apply employment law principles to complex workplace issues
- ✦Use people analytics for workforce planning and retention
- ✦Lead inclusive talent and development programmes
- ✦Facilitate organisational development and change
Career Pathways
- ✦HR Business Partner
- ✦Head of Talent / People Operations
- ✦Organisational Development Consultant
- ✦Reward & Performance Manager
- ✦Chief People Officer track
Assessment
Modules are assessed through a published mix of coursework, applied projects, and examinations. Exam windows are announced in advance so students in other time zones are not forced into overnight sittings. Alternative arrangements are available where documented.
Curriculum
Term 1 — Strategic People Foundations
HRM501Strategic Human Resource Management- HRM501-M1 · Position, rivals, and the choice in front of the organisation — Strategic Human Resource Management
- HRM501-M2 · A financial result and the operational cause — Strategic Human Resource Management
- HRM501-M3 · The decision, the team, resistance, and the plan — Strategic Human Resource Management
- HRM501-M4 · Stakeholders and what they can block — Strategic Human Resource Management
- HRM501-M5 · Ethics and the limit of the recommendation — Strategic Human Resource Management
- HRM501-M6 · A consulting brief: problem, evidence, recommendation, defence — Strategic Human Resource Management
3 creditsHRM502Organisational Behaviour & Workplace Psychology- HRM502-M1 · Constructs, measures, and what a score does not mean — Organisational Behaviour & Workplace Psychology
- HRM502-M2 · Study design, bias, and sample limits — Organisational Behaviour & Workplace Psychology
- HRM502-M3 · Evidence review and competing explanations — Organisational Behaviour & Workplace Psychology
- HRM502-M4 · Ethics of inquiry and the duty not to overclaim — Organisational Behaviour & Workplace Psychology
- HRM502-M5 · Application to one workplace or community setting — Organisational Behaviour & Workplace Psychology
- HRM502-M6 · A critical review with method, finding, and limit — Organisational Behaviour & Workplace Psychology
3 creditsHRM503Talent Acquisition, Assessment & Employer Brand- HRM503-M1 · Audience, offer, and the evidence for both — Talent Acquisition, Assessment & Employer Brand
- HRM503-M2 · Channel choice and what the channel cannot do — Talent Acquisition, Assessment & Employer Brand
- HRM503-M3 · Message, proof, and a measure of response — Talent Acquisition, Assessment & Employer Brand
- HRM503-M4 · Ethics of persuasion and claims that must not be made — Talent Acquisition, Assessment & Employer Brand
- HRM503-M5 · A campaign or content decision with a budget line — Talent Acquisition, Assessment & Employer Brand
- HRM503-M6 · A recommendation a client could act on — Talent Acquisition, Assessment & Employer Brand
3 creditsHRM504Employment Law & Employee Relations- HRM504-M1 · Forum, rule, and parties — Employment Law & Employee Relations
- HRM504-M2 · Claim, counterclaim, and the facts that would change the result — Employment Law & Employee Relations
- HRM504-M3 · A clause, briefing, or policy note for a named audience — Employment Law & Employee Relations
- HRM504-M4 · Sources, revision, and the strength of the authority — Employment Law & Employee Relations
- HRM504-M5 · Institutions and the limit of the award — Employment Law & Employee Relations
- HRM504-M6 · A supervised paper: question, sources, argument, and defence — Employment Law & Employee Relations
3 creditsTerm 2 — Development & Performance Systems
HRM505Learning, Development & Leadership Capability- HRM505-M1 · Position, rivals, and the choice in front of the organisation — Learning, Development & Leadership Capability
- HRM505-M2 · A financial result and the operational cause — Learning, Development & Leadership Capability
- HRM505-M3 · The decision, the team, resistance, and the plan — Learning, Development & Leadership Capability
- HRM505-M4 · Stakeholders and what they can block — Learning, Development & Leadership Capability
- HRM505-M5 · Ethics and the limit of the recommendation — Learning, Development & Leadership Capability
- HRM505-M6 · A consulting brief: problem, evidence, recommendation, defence — Learning, Development & Leadership Capability
3 creditsHRM506Performance, Reward & Total Rewards Design- HRM506-M1 · Position, rivals, and the choice in front of the organisation — Performance, Reward & Total Rewards Design
- HRM506-M2 · A financial result and the operational cause — Performance, Reward & Total Rewards Design
- HRM506-M3 · The decision, the team, resistance, and the plan — Performance, Reward & Total Rewards Design
- HRM506-M4 · Stakeholders and what they can block — Performance, Reward & Total Rewards Design
- HRM506-M5 · Ethics and the limit of the recommendation — Performance, Reward & Total Rewards Design
- HRM506-M6 · A consulting brief: problem, evidence, recommendation, defence — Performance, Reward & Total Rewards Design
3 creditsHRM507Diversity, Equity, Inclusion & Belonging- HRM507-M1 · Position, rivals, and the choice in front of the organisation — Diversity, Equity, Inclusion & Belonging
- HRM507-M2 · A financial result and the operational cause — Diversity, Equity, Inclusion & Belonging
- HRM507-M3 · The decision, the team, resistance, and the plan — Diversity, Equity, Inclusion & Belonging
- HRM507-M4 · Stakeholders and what they can block — Diversity, Equity, Inclusion & Belonging
- HRM507-M5 · Ethics and the limit of the recommendation — Diversity, Equity, Inclusion & Belonging
- HRM507-M6 · A consulting brief: problem, evidence, recommendation, defence — Diversity, Equity, Inclusion & Belonging
3 creditsHRM508People Analytics, HRIS & Evidence-Based HR- HRM508-M1 · The question, the unit of analysis, and data quality — People Analytics, HRIS & Evidence-Based HR
- HRM508-M2 · Features, baselines, and error — People Analytics, HRIS & Evidence-Based HR
- HRM508-M3 · Validation, leakage, and what the model must not decide — People Analytics, HRIS & Evidence-Based HR
- HRM508-M4 · Monitoring, drift, and human review — People Analytics, HRIS & Evidence-Based HR
- HRM508-M5 · Interpretation for a non-technical decision maker — People Analytics, HRIS & Evidence-Based HR
- HRM508-M6 · A supervised project with method, result, and limitation — People Analytics, HRIS & Evidence-Based HR
3 creditsTerm 3 — Leadership & Capstone
HRM601Change Management & Organisational Development- HRM601-M1 · Position, rivals, and the choice in front of the organisation — Change Management & Organisational Development
- HRM601-M2 · A financial result and the operational cause — Change Management & Organisational Development
- HRM601-M3 · The decision, the team, resistance, and the plan — Change Management & Organisational Development
- HRM601-M4 · Stakeholders and what they can block — Change Management & Organisational Development
- HRM601-M5 · Ethics and the limit of the recommendation — Change Management & Organisational Development
- HRM601-M6 · A consulting brief: problem, evidence, recommendation, defence — Change Management & Organisational Development
3 creditsHRM602Ethics, Wellbeing & Sustainable Work- HRM602-M1 · System boundary, constraint, and actors — Ethics, Wellbeing & Sustainable Work
- HRM602-M2 · Indicators, sources of error, and a better measure — Ethics, Wellbeing & Sustainable Work
- HRM602-M3 · Two options on cost, time, and downside — Ethics, Wellbeing & Sustainable Work
- HRM602-M4 · Safety, environmental limit, and who bears the risk — Ethics, Wellbeing & Sustainable Work
- HRM602-M5 · A site, grid, or product decision — Ethics, Wellbeing & Sustainable Work
- HRM602-M6 · A recommendation with evidence and residual risk — Ethics, Wellbeing & Sustainable Work
3 creditsHRM603MSc HRM Capstone Consultancy Project- HRM603-M1 · Position, rivals, and the choice in front of the organisation — MSc HRM Capstone Consultancy Project
- HRM603-M2 · A financial result and the operational cause — MSc HRM Capstone Consultancy Project
- HRM603-M3 · The decision, the team, resistance, and the plan — MSc HRM Capstone Consultancy Project
- HRM603-M4 · Stakeholders and what they can block — MSc HRM Capstone Consultancy Project
- HRM603-M5 · Ethics and the limit of the recommendation — MSc HRM Capstone Consultancy Project
- HRM603-M6 · A consulting brief: problem, evidence, recommendation, defence — MSc HRM Capstone Consultancy Project
6 creditsAdmission requirements
Academic entry
- Bachelor's degree from an accredited institution (minimum 2:2 or GPA 2.5/4.0)
English language
- English proficiency: IELTS 5.5, TOEFL 46, or equivalent (waived for prior English-medium study)
Documents
- Statement of Purpose (500 words minimum) outlining your goals and fit for the programme
- Two academic or professional references with contact details
- CV or résumé documenting relevant education and professional experience
Programme questions
How long is the MSc Human Resource Management?+
The published duration is 18 months. Teaching language: English. Actual time-to-complete depends on mode and any recognised prior learning.
Can I study this from my country?+
This is a fully online award. You study from your country. No student visa and no campus relocation are required.
What does it cost?+
Degree tuition for this award is published as £0 / tuition-free on the online pathway. Examination or administrative fees may apply at checkout — never an annual tuition invoice. Check the Fees page for any extras.
What are the entry requirements?+
Requirements are grouped on this page (academic, English, documents). Equivalent qualifications are considered. English may be waived after prior English-medium study.
How is the programme assessed?+
Assessment is typically a mix of coursework, projects, and examinations. Doctoral awards include a thesis or dissertation and an oral examination. Details sit in the programme specification and module outlines.
Will this award be recognised where I live?+
Recognition of the award for local employment, professional licence, or ministry attestation is decided by your employer or regulator. Durham University publishes verification pages for certificates. We do not claim automatic equivalence in every country.
How do I apply?+
Start an application on this website. Progress is saved from the first step. Admissions: admissions@durhm.co.uk.
