The objective of this full-time programme is to give a dual competence to future DRH or HR specialists. The first is a confirmed capacity for relations, listening, leadership, negotiation, all through an indispensable personal self-knowledge. The second aptitude is having an excellent mastery of the "management" rather than the "administrative" tools of HR.
Programme Overview
The class is limited to 30-35.
The pedagogic methods are essentially based on the active participation of the participants: case studies, simulations, practical exercises, presentations of experience by professionals, work in the field, conferences. Group work is an important part of the programme with the very frequent use of audiovisual means (filmed supports, video editing, etc.) and NICT.
Continuous student assessment is ensured according to the methods adapted to the characteristics of each discipline in the programme and announced by the directors of seminars at their beginning. For pedagogic reasons, presence is obligatory. Symposiums, round tables, where HR specialists are invited are organised and led by participants of the programme.
Since its creation, the HRM programme has developed very productive contacts and networks in professional HRM circles such as the ANDRH (The National Association of Human Resources Managers) which has clearly facilitated the obtaining of work placements and jobs.
Structure and Content
- Employee integration
Acquisition of Resources (recruitment, interviewing)
Development of resources (management of talents, socialisation
)
- Law and administration
Corporate law (breach of contract)
Management of salaries (wage practice, analysis of positions, retirement and contingency fund)
- Quantitative technical and social data in HRM
Social data (XL at the service of HRM, analysis of social data, audit and social accounting)
- Relational Management
- Social negotiation tools
Social relations (the history of unions, trade unions )
Corporate law (relations with IRP)
- Strategy and HRM
The role of the environment in HRM (executive strategy, service activities and their HRM, mobility, careers )
HRM strategic actions (GPEC, salary policy)
- HRM business partner
HRM and governance (restructuring, management committee)
Sources of legitimacy (implementing change, diversity, financialization of economies and HRM)
- Field research and corporate social responsibilities
Strategic approaches
Intervention methods
Thesis
Students decide on a research subject with the pedagogic director. They then perform a review of the European and Anglo-Saxon literature on the subject. The real added value of research resides in the obligation that the students create benchmarks among the professionals interested in the research theme. This work takes a concrete form with a thesis that is defended in front of a thesis committee.
In-Company Mission
With a minimum duration of 3 to 6 months, the mission leads the student to perform one or several projects in an HRM department (recruitment, analysis of positions, setting up of a system of skills management, etc
). He or she is in regular contact with the mission advisor by means of a mission letter and a report which, from the firm's point of view, provides answers to the firm's questions and from the University's point of view, is capable of being critical depending on the procedures encountered. It leads to proposals for the improvement of HRM practices in the firm.
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