Dr Faten Baddar Alhusan Sharing Good Practice Conference on the 7th June, 2017, St Angela’s URSULINE SIXTH FORM Dr Faten Baddar Alhusan

Dr. Faten Baddar Alhusan Dr Faten Baddar is a Lecturer in International Human Resource Management Studied and worked in the UK, France, Cyprus, Jordan, Kuwait & Dubai (UAE). Worked in Private and Public Sectors in different fields with various experiences. In Academia/Higher Education, I have developed and led a number of programmes including International Human Resource Management, International and Cross-Cultural Marketing, and Marketing Communications. My PhD and Main Research was conducted with Multinational Companies and has been used to inform my teaching and the learning activities of students. At Newcastle I am teaching at PG and UG: Managing Across Cultures, Research Methods, Managing People in a Global Context, and introduction to management and organisations. I am director of studies/First supervisor of PhD Students – 5 successful completions Dr. Faten Baddar Alhusan BA (Hons), MBA, PhD, PGCertHE, FHEA, MCIPD

My Research Interests – Stream 1 1) Multinational Companies (MNCs) HRM Strategies and Policies What is the approach to the management of their staff in different countries? How they transfer HRM practices/Best Practices and knowledge across borders? The processes utilised, and degree of standardisation / adaptation of their practices? My PhD investigated French MNCs which overtook existing subsidiaries – M&As within the context of privation – involvement of the World Bank Changes introduced (HRM practices, structures, etc.) How they transferred knowledge to the subsidiaries? Including the role of expatriates How they controlled and monitored the implementation of these policies and changes? The factors that influenced their decision making (e.g. cultural and institutional differences, subsidiary’s strategic role, Mode of entry – M&As; etc. Role of HR Function Longitudinal Research

My Research Interests – Stream 2 2) Strategic / Key Account Management How to management the relationship with Elite/most important and strategic customers: Formal/hard and informal/soft sides of the relationship: A) Formal Activities Resources Actors B) Informal Trust Commitment Satisfaction

Why Newcastle University London? 85% Go on to work and/or study  A Personal Education: Smaller class sizes than a ‘traditional’ university set up Know your academics Know your classmates Extra support More books per student Research-led Teaching Statement Percentage In a professional or managerial job 80 % Not in a professional or managerial job 20 % In an unknown job type 0 % Percentage based data table for Employment six months after the course

Autonomous Learners !... How? 1) Blended Learning Approach – (Technology enhanced learning) Engagement and Activity - provide best models for learning Students do things with new information, ideas, knowledge and concepts. Lectures are replaced/supported with a variety of learning resources that move from a passive, note-taking role to an active, learning orientation. Blended Learning – classroom learning supported by online learning (BB)

Realistic learning The learning experience involves activities that are: Meaningful – students see personal, social, professional, intellectual and practical relevance in the curriculum. Active – students are actively engaged in the learning process. Challenging – activities challenge students’ existing constructs, knowledge and assumptions and offer opportunities for creative and enjoyable learning. Reflective – students have structured opportunities for reflection within a process of development that allows students to internalise their experiences and make connections across boundaries. Collaborative – students learn with and through peers, tutors and others creating and sustaining a diverse learning community.

Autonomous Learners !... How? Realistic Learning University Skills Meaning ful Active Reflective Challenging Collaborative Research & Evaluation Informat ion retrieval Communication Creativity & critical thinking Discussion Board √ √√ Blog √√√ Wiki E-portfolio WIMBA

Assessment A combination of coursework, written exams and practical exams Essays Reports Business Case Analysis Strategic Plans Reflective statements Masterclasses Public Lecture Series Alumni events Keys to CRITICAL THINKING

Industry Immersive Education – Skills that Drive Growth in the next 5 years according to the Flux Report Leadership skills 62% Management skills 62% Interpersonal skills 53% Innovation and creativity 45% Resilience 43% Technical/specialist skills 40% IT skills 40% Sales/marketing skills 32% Client management skills 24% Other/none of the above 4%

Industry Immersive Education Practical classroom projects – e.g. Group projects at Spitafields market which provides opportunity to apply theory to practice and develops teamwork; business simulations; consultancy; Masterclasses – Given to students weekly by Top business leaders Public debate series – e.g. EU referendum Alumni events – networking for future career Guest lecturers – from leading industry figures Career Service Work placements and internships

Business and Public Service Officials Career Opportunities An Industry-Immersive Education Business Management graduates go into a wide variety of careers, including: financial services accountancy management consultancy business development marketing retail management human resource management Business and Public Service Officials 45%

How best to prepare students for university Writing skills (how to write essays, business reports) Evidence based arguments Critical discussions Referencing – citation in texts Turnitin (Avoid plagiarism) How to research for information How to analyse the information How to analyse case studies How to work in groups

Thank you

Changes in organisational focus on resourcing and talent practices, by sector (% of respondents)