Executive Master in Human Resources Management

The Executive Master in Human Resources Management develops the modern profile of the leaders of Human Resources and raises the keys to success for people’s development and management systems in the organizations.

Strategic Management

Strategy.

It enables participants to acquire a general understanding of the entire company which is extremely useful when it comes to analysing, formulating and implementing strategy. It analyses the general environment and the potential impact that technological, political, economic and social developments may have on the company.

• Environmental analysis: opportunities and threats.
• Internal analysis: strengths and weaknesses.
• Strategic decisions and business plans.
• The contribution of the Human Resources function to the general strategy and the Human Resources strategic plan.

Management control for managers and the balanced scorecard.

The objective of this subject is to enable participants to understand and interpret company information and financial statements from the non-specialised perspective of management. It also helps participants see how financial decisions are closely interrelated with the running of the company as a whole.
- The balance sheet and the profit and loss account.
- Economic data analysis and interpretation.
- Decision making at a Human Resources level based on economic and financial criteria.

By using the balanced scorecard and its strategic maps we are able to analyse the cause and effect relationships between the company's human aspects on the one hand and the company's processes, customers and finance on the other.
- Measuring Human Resources indicators.
- Strategy implementation and how it is connected to Human Resources initiatives.

Information systems.

Nowadays, solutions to management and business problems increasingly involve Information and Communication systems and Technologies. The introduction of these systems profoundly affects the people who use them and they need to be designed and implemented taking into account the human factor.
- Information systems, strategy and people.
- The Internet and its business models.
- Concepts and tenets of the information society.

Marketing for Human Resources professionals.

The models used by Marketing professionals are of great use to Human Resources professionals. They enable them to target the organisation towards the customer. They apply rigorous and logical procedures to decision making. They approach new challenges with creativity and bravery and they are also committed to achieving results. These concepts need to be understood when the company is reaching out to the market and they can at the same time be applied to inside the organisation by considering employees as inhouse customers.
- Customer Orientation.
- Market research.
- Consumer analysis and the purchasing process.
- The Marketing Plan.
- Product, pricing, channels, communication, the sales network...

Policies of Human Resources

The company culture, comprised of its symbolic, psycho-social and instrumental dimensions, determines the decision making criteria and defines behaviours. It therefore plays a key role in making organisations competitive. This module familiarises participants with different company cultures and facilitates change and adaptation processes.
- The cultural audit and creating change maps.
- Management and leadership of cultural change processes.
- Influencing through organisational design.

Management by competencies.

Management by competencies has consolidated itself as a coherent practical model that integrates Human Resources policies and facilitates the functions of managers and people in executive positions.
- Strategy, competencies and Human Resources systems.
- Drawing up a customised competencies model suited to the organisation.
- How to use the integrated Human resources management model.

Managing mobility.

Company strategy and company forecasts need to be transferred to planned personnel flow management that will promote and adjust the qualitative and quantitative configuration of the workforce.
- Strategic people planning inside the organisation.
- Talent recruitment policies. Employer branding.
- Selection and welcoming policies.
- Talent retention.
- Succession plans and professional careers.
- Outplacement.
- Expatriation policies.
- Key business activities and outsourcing.

Organisational communication.

Communication processes inside the company enable it to identify and achieve its goals. The aim is to design communication plans that increase communication with the outside world, speed up the flow of essential inhouse information and make it easier for people to contribute to improving the company.
- The communication policy inside the company.
- Communication in projects and communication during times of crisis.
- People integration and participation.
- Communication in knowledge management.
- Technology and new forms of communication.

Performance management.

Performance appraisal and the impulse to make a personal contribution are two key aspects of Human Resources. The aim here is to design and implement systems that will enable us to identify the best contributions and the degree to which objectives have been attained.
- Designing appropriate systems and models for each organisation.
- Implementing appraisal plans.
- Job posts and competencies.
- Management by objectives.
- Results and rewards.
- 180º systems.

Compensation policy.

The key factor in people management is how to administer rewards which promote the behaviours the company requires. The "total compensation policy" is an effective way of attracting, retaining and developing people inside the organisation. It is a means of identifying different remuneration criteria so as to be able to decide on the most suitable system for each specific organisation.
- The total compensation model.
- Compensation policies.
- Internal equity, market competition and variability.
- Remuneration and company results.
- Fringe benefits.
- "a la carte" remuneration systems.

Learning and development management.

Based on the company strategy, the organisation must provide the means for developing competencies, make sure they are implemented and take advantage of the talent of its workforce. It also needs to ensure the cultural and de facto commitment of upper management to the training and development strategy. It must make people understand that learning is an opportunity for improvement and should be regarded as a competitive advantage.
- Organisational strategy, training and change.
- Organisational learning.
- Manager development and professional careers.
- Programme design and evaluation.
- Learning in knowledge management.
- New forms of learning.

The healthy organisation.

In order to get the best out of its human teams a company organisation must create an environment that addresses the intellectual, emotional ad physical needs of its personnel. Since people's demands change and increase, this factor also plays a key role in attracting and retaining talent.

Labour relations and strategic negotiation.

The commitment people show towards company projects is directly related to the organisation's ability to successfully manage natural conflicts. It needs to foster a positive attitude towards legal and institutional frameworks. To foster negotiation and conflict management competencies. To gear itself towards relationships of cooperation and growth. To view economic efficiency and social efficiency in terms of interdependence, conciliation and complementariness.
- Labour relations policies and company strategy.
- The current state of labour relations.
- Labour relations in upper management.
- Strategic negotiation.

Developing the competencies of Human Resources Managers.

The different roles that the Human Resources area may be called upon to perform and the demands of the organisation's stakeholders ultimately determine the essential competencies model for the Human resources professional. These competencies are developed transversally throughout the course of the programme but more specifically during three residential modules.
- Strategic vision, knowledge of the business...
- The dimensions of leadership...
- Projects management and systems implementation...
- The alliance with the line of command and facilitating and consultancy processes...

Final project.

• The project is a transversal learning methodology throughout the programme which is carried out in teams under the supervision of an expert tutor.
• These final projects have a strategic focus. They address specific circumstances inside a given company and are presented before a panel during the last residential module at EADA-Collbató, coinciding with the end of the programme.
• These presentations constitute an intense day of learning, debate and reflection for all professionals in the area of Human Resources.