Syllabus: AQA - AS and A Level Business
Module: 3.6 Human Resource Management
Lesson: 3.6.1 Setting Human Resource Objectives

Introduction

The topic of “Setting Human Resource Objectives” (3.6.1) in the AQA AS and A Level Business specification introduces students to the strategic role of HRM in achieving business goals. It sits within Section 3.6 Human Resource Management and is central to understanding how organisations build and manage effective teams. The content encourages learners to think critically about how businesses align people with performance – a vital step in developing commercially aware and workplace-ready students.

This article unpacks the syllabus content, illustrates its application in real-world contexts, outlines assessment strategies, and connects it to careers provision, meeting Gatsby Benchmarks 4, 5, and 6.

Key Concepts

The AQA specification outlines the following key areas under 3.6.1:

• The value of setting human resource objectives – how HR aims support overall business strategy and improve organisational performance.

• Examples of HR objectives:

  • Employee engagement and involvement

  • Talent development and training

  • Workforce diversity and inclusion

  • Alignment of employee and employer values

  • Workforce planning (number, skills, and location of employees)

• Approaches to HRM:

  • Soft HRM – treating employees as valuable assets and a source of competitive advantage.

  • Hard HRM – viewing employees as resources to be monitored and managed efficiently.

Each objective should be considered in terms of how it supports broader business goals such as productivity, innovation, and adaptability.

Real-World Relevance

Human resource objectives are not just a theoretical exercise – they shape the everyday operations of leading businesses:

• Marks & Spencer has embedded diversity and inclusion into their HR strategy, setting clear metrics for leadership representation and inclusive recruitment practices.

• Google is widely cited for its talent development programmes, linking employee engagement with innovation output.

• In the public sector, NHS England publishes workforce plans to ensure staffing levels and skills match national healthcare priorities.

Such organisations exemplify both soft and hard HRM approaches, depending on context – for instance, balancing compassionate staff wellbeing policies with tight budget control.

How It’s Assessed

In both AS and A Level exams, students are expected to:

• Define and explain HR terms (AO1)

• Apply concepts to case studies (AO2)

• Analyse the impact of different objectives or approaches (AO3)

• Evaluate the effectiveness of HR strategies in given contexts (AO4)

Typical question formats include:

• “Explain why a business might set workforce diversity as a HR objective.”

• “Analyse the benefits to a business of using a soft HRM approach.”

• “Evaluate whether training should be prioritised over employee engagement in a retail business.”

Command words like “analyse”, “evaluate”, and “assess” require students to go beyond definitions and show understanding of cause-effect relationships and trade-offs.

Enterprise Skills Integration

This topic directly supports the development of enterprise and workplace skills, including:

• Strategic decision-making – assessing which HR objectives best fit organisational needs.

• Problem-solving – identifying and addressing workforce gaps or misalignments.

• Stakeholder awareness – understanding how HR decisions affect staff morale, productivity, and customer service.

Enterprise Skills simulations allow students to step into HR roles where they must choose between investing in training or recruiting externally, deal with disengaged teams, or align HR policy with business expansion plans – all mapped to curriculum points.

Careers Links

This topic connects strongly to the world of work and supports delivery of Gatsby Benchmarks:

• Benchmark 4 – Curriculum learning linked to careers. Students explore HRM as a functional area with direct implications for workplace roles.

• Benchmark 5 – Encounters with employers. Use of real HR case studies and video interviews with professionals strengthens understanding.

• Benchmark 6 – Experiences of workplaces. Through simulated HR scenarios, students experience the challenges faced by HR managers.

Relevant career pathways include:

• HR Officer / HR Business Partner

• Talent Acquisition Specialist

• Diversity and Inclusion Manager

• Workforce Analyst

• Learning and Development Coordinator

Teaching Notes

Tips for delivery:

• Start with an employer example students know (e.g. McDonald’s or the NHS) to anchor abstract HR objectives in familiar territory.

• Use debate to contrast hard and soft HRM approaches. Assign groups to argue for each, using examples from different sectors.

• Integrate HR data analysis activities (e.g. turnover or productivity metrics) to support crossover with Unit 3.6.2.

Common pitfalls:

• Students often confuse HR objectives with overall business objectives. Reinforce the link but maintain the distinction.

• Over-simplification of HRM styles. Clarify that real businesses often blend soft and hard approaches.

Extension ideas:

• Run a mini-simulation: Ask students to act as HR directors for a fast-growing company and set objectives for a new 12-month plan.

• Explore news stories involving labour disputes, diversity issues, or recruitment shortages to critically assess HR strategy in action.

By anchoring this topic in practical applications, reinforcing analytical skills, and explicitly linking it to career pathways, teachers can transform a theoretical