Dr. Huselid teaches a number of graduate and executive level courses at Rutgers, all of which focus on the intersection of HR, Strategy, Finance, and Measurement – his primary areas of expertise. These classes include Human Resources Strategy and the Firm I, Human Resource Strategy and the Firm III – Measurement Issues, HR Measures (in SMLR’s Executive Program in HR Leadership), Financial Analysis for Industrial Relations and Human Resources, and Human Resource Decision Modeling.

Most of Dr. Huselid’s teaching energies in the last few years have been devoted to Human Resource Strategy and the Firm III – Measurement Issues, and HR Measures (EHRML). These courses begin with the assertion that – in an economy dominated by intangible assets such as R&D, brands, and customer capital – effective workforce management and execution of firm strategy requires that we go well beyond the bounds of the HR function. It requires a strategically aligned and managed HR Architecture – which includes the HR function, the broader HR system as it is implemented by line managers, and workforce performance. Based upon a combination of lectures and case studies, students in these courses design and provide implementation plans for balanced, workforce, and HR scorecards intended to help managers navigate the strategy execution process.

In Human Resources Strategy and the Firm I the objective is to have students develop the skills necessary to design an internally consistent High Performance Work System that is appropriately matched with the firm's competitive strategy. This goal requires that students learn the functional tools of HR management as well as the broader business issues of strategy and competitive analysis. Although this type of course is typically presented in the last semester of a program of study such as the Rutgers MHRM, exposure to this material early in the process provides a framework for specialized training in the functional areas that will follow in subsequent coursework.

Financial Analysis for Industrial Relations and Human Resources provides human resource managers with (1) an understanding of the financial considerations that drive corporate policy, (2) the financial tools needed to apply a return-on-investment perspective within the HRM and labor relations functions, and (3) experience with basic financial analyses.

Human Resource Decision Modeling consists primarily of a number of case exercises, which require students to demonstrate expertise in financial analysis, computer acumen, and problem-solving skills to common problems at the intersection of financial analysis and human resource management.