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Master in Human Resources Management

Plan de estudios y titulación

Program Curriculum

Module I. Postgraduate Diploma in Human Resource Management and Labour Relations

  1. Personnel policies as a strategic factor.
    1. Challenges deriving from market globalization.
    2. Adaptation of the human structure to the markets.
    3. Strategic contribution of the role of personnel.
    4. Area internationalization.
    5. Profile and role of "People Management".
  2. Commitment management, leadership and teams.
    1. Can managers really motivate?
    2. Leadership and problems deriving from it.
    3. Teams: dynamics and power.
    4. Is conflict necessary to move forward?
  3. Communication, atmosphere and culture.
    1. Communication between departments.
    2. From atmosphere to organizational culture.
    3. Organizational culture: strategic potential.
  4. Professional planning, selection, training and development.
    1. Action plans within human resource planning.
    2. Selection policies and stages of the procedure.
    3. Training in organizations. Training Plans and Policies.
    4. Needs analysis and training action plans.
    5. Plan for careers promotion, succession and planning.
    6. Integrated flow charts as management guides.
  5. Compliance assessment, evaluation of places and salary scales.
    1. Staff evaluation as a manager's duty.
    2. How to optimize the interview and make it positive.
    3. Salary policies and evaluation of places.
    4. Tax optimization of the "salary package".
  6. Competence analyses.
    1. Competences: a common language to improve results.
    2. Identification and application of the competence model.
  7. Legal updating.
    1. Legal sources for the regulation of work conditions.
    2. Collective negotiations: roles and contents.
    3. Work procedure.
  8. Labour risk prevention.
    1. Prevention management.
    2. Business responsibilities.
  9. Labour relations.
    1. Current setting for labour relations.
    2. Analyses of the actors and their roles as representatives.
    3. General and sector agreements.
    4. Conflicts and their signs.
    5. Design and establishment of work strategies.
    6. Perspectives for the new economic and social situation.

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Module II. Postgraduate Course in the Selection, Evaluation and Conservation of Human Potential

  1. Successful professional factors in growing companies. Competences associated with strategic development, business mission, management duties and resource management.
  2. Personnel selection as a key strategy factor.
    1. Profile definitions.
    2. Competence selection.
    3. Virtual environments for recruitment and selection.
    4. Focused interview methodology.
  3. CV-based interview.
    1. Bases for objectivity.
    2. Workshop.
  4. Senior executive selection and assessment.
    1. Interviews in depth.
    2. Potential management assessment.
    3. Executive search and Management Audit.
  5. People assessment processes.
    1. Compliance management and business strategy.
    2. Principles, roles and feedback.
    3. Assessment interview.
  6. Assessment through simulation (Assessment Centre).
    1. Requisites, logistics and tools.
    2. Practical applications of the assessment centre.
      1. Extern selection.
      2. Intern selection.
  7. Innovative practices to ensure talent.
    1. How to identify, manage and maintain talent.
    2. Models of diagnosis and loyalty.
  8. Compensation and benefits related to professional loyalty.
    1. Compensation systems for preservation.
    2. Compensation systems for incentivizing.
  9. Positive and feasible staff adaptation procedures.
    1. Is it possible to find innovative alternatives?
    2. How to design a corporate plan and to put it across.
    3. Outplacement and Employment Antenna.
    4. Professional management of the dismissal

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Module III. Postgraduate Course in Training and Developing Human Capital

  1. Training and development as strategic factors.
    1. Knowledge administration: a trend or need?
    2. Generators of competitive capacities, resources and advantages.
    3. Quantification of the intellectual capital of the company.
  2. The trainer as an internal consultant.
    1. What does the internal client expect from trainers?
    2. Can future challenges be planned?
    3. Performance problems.
  3. Value added by training.
    1. Audits or analyses of competences gaps.
    2. Design of strategies to find solutions.
    3. Assessment of training procedures and actions.
    4. Where does the added value reside?
  4. Virtual environments for training and development.
    1. Possibilities with Web 2.0.
    2. Self-training and virtual training.
    3. Definition and implantation of an eLearning project.
    4. Creation of virtual communities as a basis for professional development.
    5. Learning and collaborative network.
    6. Tools for collaborative learning on network.
  5. The management of knowledge in organizations.
    1. The need of learning, sharing and producing.
    2. The intellectual capital.
    3. Knoing how to implant a GdC programme in the organization, its implications, its barriers...
  6. Procedures for talent development.
    1. Identification of potential and professional identity.
    2. Development centres as a tool for preserving talent.
    3. Management development centres: tutoring and coaching.
  7. Competence development for young senior executives.
    1. Assertive leadership.
    2. Working with emotional intelligence.
    3. Self-Assessment.
  8. Excellence though assisted development.
    1. Coaching, a process for improvement.
    2. Training to act as an internal or professional coach.
    3. Coaching for teams.
    4. High performance teams.
    5. Mentoring, when should it be used?
    6. Should we design a procedure for coaching or mentoring?

 

Module IV: BSM Inside

This module deals with three key skills that future professionals need in order to achieve success in any area, and to quickly and efficiently respond to the constant challenges that emerge in business. The subjects coincide with UPF Barcelona School of Management's key identifying features: analytical capacity, communication and social purpose.

  • Evidence-based management: This subject brings us closer to professional decision making through prudent, clear and precise data analysis. Real life, relevant examples give students an opportunity to discover the manifold opportunities that big data can provide to different professional sectors.
  • Storytelling: In this subject we develop the functions and mechanisms of audiovisual narrative (storytelling) and we apply them to professional communication. We tackle issues such as how to create communications that make an impact (on a personal, project and corporate level) as well as interpersonal communication and team motivation. The goal is to help professionals transmit any idea successfully, with creativity and energy.
  • Ethics and sustainability: Professionals in all sectors have to deal with issues relating to ethics and sustainability throughout their working lives. In this subject, we focus on identifying, analysing and effectively responding to these questions.

 

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Final Degree

Master's in Human Resources Management in Organizations, issued by the Universitat Pompeu Fabra.

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