Human Resource Management is currently one of the fastest-growing management fields. Organizations are increasingly recognizing the strategic role of human capital for achieving significant business results, sustainable growth and innovation. The aim of this program is to grow up future HR managers with a sharp insight on people issues who will act as agents of transformation and as strategic investors in their organizations’ human capital. HR professionals can make a critical contribution to the process of business value creation. This program is designed for individuals students who want to evolve in HR management within a multicultural and international environments.
Ce programme délivre le titre MANAGER DES RESSOURCES HUMAINES INSCRIT AU RNCP AU NIVEAU 1 SOUS LE CODE NSF 315, ARRÊTÉ DU 7 AVRIL 2017 PUBLIÉ AU JOURNAL OFFICIEL LE 21 AVRIL 2017.
JE M'INSCRIS à CE PROGRAMME
Directeur de programme :
“Globalization and the changing economic, demographic and political environment means that, what constitutes effective HRM and how it may best be practiced is constantly evolving and increasingly requires an international position. »
This program provides a combination of courses to enable the professional development of future HR practitioners capable of operating across national borders. This program is based on the development of practical skills and opportunities for the application of knowledge to real-life, international HR issues. The aim of the MSc HR Talents Management and Social innovation is to give to the student the knowledge, understanding and skills required by HR professionals operating within global organizations. »
Strategic HR management
STRATEGIES IN HUMAN RESOURCES
Relationship between the HR policy pursued and the company’s strategy and its short-term, medium-term and long-term impacts. Contribution of the HR during the merger and/or acquisition phases – Due Diligence and Memorandum of Understanding; to prepare the merger upstream of the operation (identify in advance the difficulties of any kind); build an integration plan including an integration plan for the HR function.
CORPORATE SOCIAL RESPONSABILITY
Principles and practices of business ethics and CSR (Corporate Social Responsibility). Its purpose is to enable to reason about the role of ethics in business administration in a complex, dynamic, global environment.
CROSS CULTURAL MANAGEMENT
The ability to communicate cross culturally and understand diverse perspectives is a necessity in order to achieve a competitive advantage in global economy. The aims of this part are to understand the impact of culture on management ; to identify the areas in which cultural differences pose challenges as well as opportunities in managing people across cultures; and, to become more self-aware of our cultural conditioning, individual biases and assumptions.
GLOBAL STAFFING & TALENT EFFICIENCY MANAGEMENT
Employment policy and the different Regulation in the European Union. Work flexibility organization. Time management and productivity.
LEADERSHIP MANAGEMENT AND COACHING
Coaching for Performance, high-performance Leadership, Leadership Transformation.
DESIGN THINKING AND TALENT DEVELOPMENT
Comprendre le changement de paradigme du design thinking. Situer le design thinking parmi les autres approches d’innovation (lean startup, agilité). Découvrir la démarche du design thinking appliqué aux RH.
Managing people and organizations
DROIT DU TRAVAIL (FRANÇAIS ET EUROPÉEN)
Management des ressources humaines en conformité avec les textes et loi sociales en vigueur en France et transposition dans le droit européen. Se repérer dans la hiérarchie des règlementations et jurisprudence, constitution, traités sociaux, conventions et accords collectifs.
DECISION MAKING IN HR FINANCIAL, HR METRICS
HR analytics is the use of people-data in analytical processes to solve business problems. HR analytics uses both people-data, collected by HR systems (e.g. payroll, absence management) and business information (e.g. operations performance data). At its core, HR analytics enables HR practitioners and employers to gain insights into their workforce, HR policies and practices, with a focus on the human capital element of the workforce, and can ultimately inform more evidence-based decision making.
NÉGOCIATION AVEC LES PARTENAIRES SOCIAUX
Etat des lieux des relations sociales. Spécificités macro et micro des relations sociales en France. Les fondamentaux de la pratique des relations sociales en entreprise. Les particularités du dialogue social dans un contexte international.
GESTION ET MANAGEMENT DES RÉORGANISATIONS COLLECTIVES
Maîtrise des différentes approches légales et règlementaires des plans de restructuration des organisations. Négociation avec toutes parties prenantes. Exercice pratique de la mise en place d’un plan de licenciement collectif.
PEOPLE DEVELOPMENT AND TALENT MANAGEMENT
This course allows students to acquire and develop the necessary strategic and operational competencies to manage a company’s talent on an international scale. It aids students in defining the policy and the resources required to deploy a full arsenal of talent management processes, from acquisition and identification to development and retention (training, mobility, etc).
CHANGE MANAGEMENT AND SOCIAL ORGANIZATIONAL IMPACT
Perform, in quality of HR, the role of a highly effective organizational change, transition or transformation manager. Draw from a range of professional approaches to enable an organization to implement change smoothly. Motivate and ease people into adjusting to organizational change. Keep stakeholders engaged while an organization undergoes change or transformation.Minimize the risks involved with unsuccessful organizational change initiatives. Identify the roles needed to assemble teams most likely to deliver successful change.
HR performance management
DIGITALISATION DE LA FONCTION RH
Le recrutement digital (sourcing, e-reputation, marque employeur, e-éthique). La communication digitale et la régulation sociale (opportunités et risques juridiques). La formation à l’ère du digital – Ingénierie de forme multimodale. Capitalisation et transfert des savoirs et savoir-faire (communautés de pratiques et knowledge management). Gestion des performances et des talents (nouveaux critères et opportunités générées par les SIRH).
RETRIBUTION SYSTEMS, COMPENSATION & BENEFITS
To explain the components of wages, the objectives of compensation, principles of compensation formulation taking into account the determinants of wage rates, the theories and principle of compensation determination, illustrating different types of wages such as minimum rate of wages, need-based minimum wage, living wage and fair wage, the behavioral and ethical issues faced in an organisation, the procedure and practices involved in wage determination, the compensation decisions involved in management such as job analysis, description, identifying job factors, job evaluation and pay determination and the procedure of compensation benchmarking compensation, involving planning, analysis, integration and action phase.
PERFORMANCE AND TALENT MANAGEMENT
Understanding current workforce strengths and weaknesses. Succession planning. Workforce planning. Career planning processes. Appraisals systems.
Introducing to the main points in the recruitment process as it relates to HRM, the laws related to the employment cycle and the different recruitment strategies such as recruiting from a variety of sources to ensure diversity, employer branding.
The development of a job analysis, job description, and job specifications are also discussed as well as the factors involved in advertising a job to help maintain a multicultural work environment. The steps involved in the selection process such as criteria development, application and resume review as well as the major categories of emplyment tests.
BIEN ÊTRE ET QUALITÉ DE VIE AU TRAVAIL
Prévenir les risques psychosociaux. Santé au travail. Qualité de vie au travail. Déployer une politique QVT au travail.
COMMUNICATION ET PERFORMANCE SOCIALE
Le lien incontournable avec la communication externe. La mise en place d’une politique de communication interne (Démarche, Acteurs, Etapes, Types). Outils de la communication interne : sites internet et intranet d’entreprise, journal d’entreprise, projet d’entreprise/ newsletters, cellules de veille, communication interne/ Communication sociale, réseaux sociaux (networking).
PROJECTS, INTERNSHIPS AND WORK EXPERIENCES
FIRST PROFESSIONAL EXPERIENCE OF OUR STUDENTS
Talent recruiter Region Est
HR & Payroll Administrator
Hala AL KHARRAT
Chargée de recrutement
Hanitra ny Aina ANDRIAMIHANTARIMANANA
Chargée de recrutement
CABINET ADSEARCH – GROUPE ADEQUAT
Véronique EHRWEIN ANTAJAN
Quality RH secteur viticole
Chargée de mission RH
RANDSTAD INHOUSE SERVICES
Gestionnaire plans formation
Coordinatrice Régionale Formation Professionnelle
MEDEF NOUVELLE AQUITAINE
Chargée d’études recrutement et gestion de carrières
Junior HE Officer
Chargée de recrutement
Human Resources officer
Development & HRIS Project Manager