Human Resource Management

Program Presentation

This program integrates the fundamental concepts related to the management and leadership of people in the 21st century, within organizations and the different processes and tools that can be useful to better manage them.

The importance of people in organizations is obvious as they all make a decisive contribution toward value creation, sustained competitiveness, and permanent change, for which it is necessary that the participants in the business project adapt in a flexible manner under very short intervals.

Without HR it would be impossible to achieve business objectives, by which it is necessary for managers and professionals related to business management to acquire a comprehensive vision of human resources management and knowledge, and employ the tools, techniques, and specific operational skills of each area. This entire endeavor would be impossible without understanding the need for the advantages of an ethical and coherent commitment so as to create the efficient presentation of a professional service.

With education programs of this nature, and through the pedagogical articulation of theoretical foundations and practical cases on the application of people management, the student will be educated in the use of the tools, techniques, and fundamental procedures in the design and application of human resources management policies and practices.

Who is the programme for?

The proposed study methodology, together with the clarity, comprehensiveness, and didactic design of its content, aims the Human Resources Management program at professionals, with or without experience in the industry, who wish to expand and consolidate their knowledge to apply it at any level of command within the organization and in any public and private business activity.

Diploma

La superación exitosa del Programa permitirá obtener la titulación de Especialización en DIRECCIÓN DE RECURSOS HUMANOS, expedida por la Universidad donde se haya matriculado.

Program Structure

The estimated duration for completing the Human Resources Management program is 360 hours (36 credits)a.

Regarding the distribution of time:

  • Since this is a distance learning program not subject to in-situ classes, there is no specific start date, by which students can enroll at any time as long as there is available space.
  • The maximum available time for completing this Program is 9 months. During this period, the student must have submitted all the evaluations corresponding to the subjects and - if applicable - the Final Project. 

The credit structure for the Human Resources Management program is as follows:

  CREDITSa DURATIONb HOURS
1st Part: Subjects 26 6 260
2nd Part: Final Project 10 3 100
TOTAL 36 9 360

a. The equivalence in credits may vary according to the university that awards the degree. One (1) ECTS (European Credit Transfer System) credit is equivalent to 25 hours (10 hours of guided and supervised activities and 15 hours of autonomous work). If the student is enrolled in a university that does not belong to the European Higher Education Area (EHEA), the relation between credits - hours may vary. 
b. Duration in months

Objectives

General Objective:

  • Training professionals with strategic and executive thinking in human resources management in the integrated and systemic management of organizations, with the support of new information and communication technologies.

Particular Objectives:

  • Learning about and mastering the most appropriate techniques in this area of management to enhance management and decision making skills.
  • Developing the functions and procedures for the planning, organization, execution, and control of human resources in a company.
  • Developing the strategic bases in line with the company's objectives, making it possible to plan and anticipate future trends in the field of human resources.
  • Determining and analyzing the activities and responsibilities of the Human Resources Director in each of their areas of competence, thus proposing tools for complying with each of the phases of the human resources management processes covering each of the areas of knowledge.

Career Opportunities

  • The Human Resources Department of any organization or company.

Study Plan

The Human Resources Management program is composed up of 9 subjects, and in the case of the Specialization, a Final Project called Final Specialization Project is added.

  • 1st PART: SUBJECT (260 HOURS)

The subjects enable the understanding and knowledge of organizational processes, general management, and people management.

The objective is to achieve an overall vision of the subject that adequately prepares specialists for improved performance in their work environment.

The subjects and corresponding hours that make up the program are shown in the following table:

These subjects, despite independent of one another, are structured according to a consistent pedagogical order. Each subject is divided into basic thematic chapters. A printed version of the content is offered for the student to successfully complete the evaluation tests.

  • 2nd PART: FINAL SPECIALIZATION PROJECT (100 HOURS)

In the case of the Specialization, the last phase of the Program will be devoted to the development of a Specialization Final Project, which will be a case study on a topic studied during the program and applied to the student's real-world setting.

2ndPART: FINAL SPECIALIZATION PROJECT
# SUBJECTS HOURS
1 Final Specialization Project 100
  TOTAL 100

Description of the Subjects

  1. STRATEGIC MANAGEMENT OF HUMAN RESOURCES

    Offering an overall vision of the Human Resources manager’s role in the 21st century.

    STRATEGIES AND MANAGEMENT OF HUMAN RESOURCES
    Defining the current strategic management of human resources. Differentiating human resources management models that enable their systemic and strategic demonstration.
    HRM: TECHNOLOGY FOR DIAGNOSIS, PROJECTION, AND CONTROL
    Building technology to diagnose, project, and control human resources management. Using techniques and tools for the above mentioned HRM technology.
    STRATEGIC HR PLANNING AND WORKFORCE OPTIMIZATION
    Interpreting the integrating and systemic process in which the strategic planning of human resources is made of. Determining and optimizing the workforce by considering its main tangible and intangible indicators.
  2. JOB ANALYSIS, DESCRIPTION, AND EVALUATION

    Analyzing the advantages and disadvantages of a job description, analyzing and evaluating job posts in the organization following the most common methodologies, while managing the process from start to finish.

    BRIEF HISTORICAL REVIEW OF EMPLOYMENT AS SEEN THROUGH THE ORGANIZATION
    Interpreting the analysis, description, and appraisal of positions or occupations as an organizational role. Defining integration and collaboration as the main characteristic of work in the current era. Management Models in Human Resources.
    THE MAIN OBJECTIVE OF ANALYSIS, DESCRIPTION, AND EVALUATION: THE PERSON-WORK INTERRELATIONSHIP
    Defining the main objective of analysis, description, and assessment: the person-work interrelationship expressed within skills. Models of analysis and description of job posts and occupations.
    METHODS, TECHNIQUES, AND TOOLS FOR THE ANALYSIS, DESCRIPTION AND EVALUATION OF JOB POSTS AND OCCUPATIONS
    Identifying the methods for the analysis, description, and assessment of job positions and occupations. Knowing the methods, techniques, and tools for the analysis, description, and assessment of a job post. Determining the main sources of information to be used in the analysis, description, and development of job specifications and competency profiles.
    THE METHODOLOGICAL PROCESS OF ANALYSIS, DESCRIPTION, AND EVALUATION OF JOB POSTS AND OCCUPATIONS
    Executing the methodological procedures for the analysis, description, and assessment of job posts and occupations. Applying the methods, techniques, and tools for the analysis, description, and assessment of job posts and occupations.
  3. RECRUITMENT, SELECTION, AND PROMOTION

    Analyzing the selection processes within the business and social setting; knowing the most effective methods and tools; designing and programing phases of the process; observing the ratios and indicators most used in modern companies.

    FUNDAMENTALS OF THE RECRUITMENT AND SELECTION PROCESS
    Define the basis of the recruitment, selection, and promotion process within human resources management. Identifying the fundamentals of the recruitment, selection, and promotion process. Interpreting the personnel selection process as a system. Identifying the roles and importance in the creation and implementation of recruitment and selection systems.
    PRINCIPLES OF THE PERSONNEL SELECTION PROCESS
    Differentiating the principles that govern the processes of recruitment, selection, and promotion of personnel. Applying the theoretical and methodological foundations that serve as a basis for the implementation and execution of recruitment, selection, and promotion systems.
    MAIN METHODS AND TECHNIQUES USED IN THE PERSONNEL SELECTION PROCESS
    Identifying the methods, techniques and tools in the study of the person-work interrelationship within the process of recruitment, selection, and promotion of personnel. Determine the construction of knowledge about the candidates during the selection process.
    THE PERSONNEL SELECTION PROCESS
    Determining the steps to follow in the creation and implementation of personnel selection systems.
  4. PERFORMANCE EVALUATION AND COMPETENCY-BASED MANAGEMENT

    Offering methods and techniques in training and performance evaluation, enabling us to understand, build and use tools, and to implement and control actions so as to achieve HR objectives.

    COMPETENCY-BASED PERFORMANCE MANAGEMENT
    Defining competency management based on fundamental theoretical and methodological principles. Designing job profiles by competencies, processes, and activity maps, associating them to their job competencies. Determining the organization's key competencies and its gaps.
    DEVELOPMENT OF WORK COMPETENCIES
    Designing training and career plans according to the required work skills. Guiding the conception of learning organization in order to maintain organizational and work skills up to date.
    COMPETENCIES-BASED PERFORMANCE EVALUATION
    Developing systems of performance evaluation by mastering its methods and indicators. Characterizing the most common errors in the evaluation of performance as well as the evaluation perspective of human potential.
  5. COMPENSATION AND INCENTIVES

    Using compensation as a management tool integrated into the company's HR policies and strategies.

    EMPLOYEE COMPENSATION SYSTEM
    Defining the conception of employee compensation as a key process of the current Human Resources Management. Differentiating the key phases of employee compensation management.
    WORK-RELATED MOTIVATIONAL THEORIES
    Determining the main concepts related to work motivation for employees’ good performance. Interpreting the most relevant motivational theories associated with work. Conceiving social recognition and spiritual stimulation for the sake of values and human growth.
    PAYMENT SYSTEMS
    Designing individual and group pay-for-time and pay-for-performance systems. Determining the necessary inferences about wage dynamics in their nexus with work productivity.
  6. TRAINING AND CAREER PLANNING

    Training the student in the preparation of a training policy to develop the human potential of their organizations, achieve the company’s strategic objectives and meet the requirements of current quality certifications. Developing the tools and procedures to strengthen the organization's talent.

    TRAINING AND DEVELOPMENT OF THE HUMAN COMPONENT
    Training and Development as part of the Competency-based Management of the Human Component. Determining the Learning Needs as a starting point for the proper formation and development of the Human Component. Tools and techniques for determining the learning needs. Training and Development Programs.
    INDIVIDUAL CAREERS
    Individual careers as part of the Competency-based Management of the Human Component. The Role of Organizations in Career Management. Preparation of Individual Career Plans. Coaching and career plans. Self-growth and self-development in Career Plans.
  7. OCCUPATIONAL RISK PREVENTION: OHSAS 18001

    Providing knowledge to identify the business requirements in prevention and applying the different techniques for the control of occupational risks to achieve the effective development of human management in the management of prevention.

    INTRODUCTION TO OCCUPATIONAL CONDITIONS AND HEALTH
    Brief history of occupational risk prevention. Relationship between work and health. The work place. Damages derived from the work place. Basic aspects of Industrial Hygiene. Specific techniques for controlling occupational hazards. Prevention-Protection.
    ACCIDENTS AND SAFETY AT WORK
    Defining occupational accident. Differences between occupational accidents and other attacks on the health and well-being of workers. Defining occupational disease. Costs on occupational accidents and diseases. Prevention costs
    STUDY ON PREVENTION TECHNIQUES
    Risk assessment: Definition of risk assessment. Risk analysis and assessment. Alternatives and methods for risk assessment. Safety inspection: Definition of safety inspection. Phases of the safety inspection. Accident investigation: Definition of accident investigation. Accident investigation methodology. Statistical analysis of the accident rate: Statistical accident rates. Statistical control methods.
    OCCUPATIONAL RISK PREVENTION MANAGEMENT
    Integration of preventive action in the overall company’s management. Occupational risk prevention management system. Occupational risk prevention management models. The OHSAS 18001:2007 Standard. The continuous improvement cycle. The OHSAS 18000 Standards family. Structure of the OHSAS 18001:2007 Standard. Requirements of the OHSAS 18001:2007 Standard.
  8. HUMAN RESOURCES AUDITING

    Providing the tools and techniques for conducting audits, emphasizing the role of the auditor and the basic aspects of the audit process.

    INTRODUCTION TO AUDITING
    Audit background. Definition of auditing and its relationship with accounting. Duties and rights of the auditees. Audit classifications. Comprehensive auditing.
    MANAGEMENT AUDIT
    Defining and features of performance auditing. Technical differences in auditing. Main performance audit risks.
    HUMAN RESOURCES AUDITING
    The new HR business context. Concept of Human Resources Audit. Content and scope of the Human Resources audit.
  9. BUSINESS ETHICS AND CORPORATE SOCIAL RESPONSIBILITY

    Providing theoretical and practical knowledge related to ethics and its understanding and usefulness in the framework of business and people management.

    FUNDAMENTALS OF BUSINESS ETHICS
    Historical evolution of ethics. Its universal nature. Definition of ethics. Study methods. Reasons to act intelligently. Ethical performance, company perspective. Ethical standards and business efficiency. Fundamental principles of Business Ethics. Life plan requirements. Ethics, legality and values. Shared values. Why the growing interest in business ethics?
    THE NEED FOR BUSINESS ETHICS
    Concept of business and society. Problems of SMEs. Business as a system and an integral part of society. Ethics and society. Business Ethics. Ethics and competitiveness. Corporate Social Responsibility, priorities and purpose of an ethical business. Sustainable management of the business. Accountability to customers, employees, and other stakeholders. Ethical training as a necessity for a safer business climate. Advantages of achieving a fully established code of ethics.
    THE HUMAN FACTOR AT THE HEART OF BUSINESS ETHICS
    People as a source of income and not as costs. Corporate culture, motivation, sense of belonging and leadership. Variables on the ethical performance of a business community. Combination of organizational climate, communication, and authority to determine ethical values. Relationship of Business Ethics with current management trends. Ethics and e-commerce. Internet business, new technologies, and e-commerce.

Note: The content of the academic program may be subject to slight modifications, depending on updates or improvements made.

Management

  • Dr. Silvia Aparicio. Doctor in Economics from the Autónoma University of Madrid and a degree in Business Administration and Management from the University of Cantabria. International Academic Director of the Area of Management Development, Business Organization and Human Resources of the Iberoamerican University Foundation, FUNIBER.
  • Dr. Cristina Hidalgo González Doctor in SC. Business Administration from the University of León. Professor of the Department of Applied Economics at the University of León.
  • Dr. Rubén Calderón Iglesias Doctor in Economics from Antonio de Nebrija University, Spain. Professor at the International Iberoamerican University.
  • Dr (c). Carmen Lilí Rodríguez Velasco Doctorate in Education, International Iberoamerican University (in process). Master's Degree in Labor and Organizational Psychology from the University of Havana, Cuba. International Academic Coordinator of the Management Development, Business Organization and Human Resources Area, FUNIBER.

Teaching staff and Authors

  • Dr. David Barrera Gómez. Doctorate in Engineering from the Polytechnic University of Catalonia and MBA from the Barcelona School of Industrial Engineering, UPC. Business, technology, and enterprise solutions consultant. Professor at the International Iberoamerican University.
  • Dr. Inmaculada Armadans Tremolosa. Doctorate in Psychology from the University of Barcelona. Professor at the Faculty of Psychology, University of Barcelona. Human Resources Consultant at UOC (Universitat Oberta de Catalunya).
  • Dr. Salvador Rus Rufino. Doctor in Philosophy from the University of Navarra. Doctor in History from the University of León. Professor at the University of León. Director of the Chair of Family Business History, University of León.
  • Dr. Jon Arambarri Basáñez. Doctor in Engineering Project Management from the Polytechnic University of Catalonia and the University of Cordoba. Executive MBA, Institute of Applied Business Economics, University of the Basque Country. Telecommunications Engineer, School of Engineering of Bilbao. R&D Director at www.virtualware.es; Multimedia, Animación 3D & Entornos Virtuales Interactivos.
  • Dr. Cristina Hidalgo González. Doctor in Social Sciences. Business Administration from the University of León. Professor of the Department of Applied Economics at the University of León.
  • Dr. Rubén Calderón Iglesias. Doctor in Economics from Antonio de Nebrija University, Spain. Professor at the International Iberoamerican University.
  • Dr (c). Diego J. Kurtz. Doctorate in Engineering and Knowledge Management by PPGEGC - UFSC (in process). Master in International Business - Wiesbaden Business School, Germany. Researcher of the Sustainability Management Nucleus (www.ngs.ufsc.br) and Junior Researcher of the Dynamic SME Project (www.dynamic-sme.org). Program Coordinator and Professor at FUNIBER.
  • Dr (c). Julién Brito Ballester. Doctorate in Projects, International Iberoamerican University (in process). Master's Degree in Labor and Organizational Psychology from the University of Havana, Cuba. Master's Degree in Human Resources Management from the Autonomous University of Barcelona. Master in Systemic Coaching by the Autonomous University of Barcelona. International Consultant and Expert in Human Resources Management, Training, Development and Professional Competencies.
  • Dr (c). Carmen Lilí Rodríguez Velasco. Doctorate in Education, International Iberoamerican University (in process). Master's Degree in Labor and Organizational Psychology from the University of Havana, Cuba. International Academic Coordinator of the Management Development, Business Organization and Human Resources Area, FUNIBER.
  • Dr (c). Lina Pulgarín Osorio. Doctorate in Projects, International Iberoamerican University (in process). Master's Degree in Integrated Management: Prevention, Environment and Quality, by the Polytechnic University of Catalonia. Program Coordinator and Professor at FUNIBER.
  • Dr (c). Andrea Gutiérrez Jiménez. Doctorate in Projects, International Iberoamerican University (in process). Master's Degree in Human Resources and Knowledge Management from the University of León, Spain. Program Coordinator and Professor at FUNIBER.
  • Dr (c). Daniela Torrico Villarroel. Doctorate in Projects, Marketing research, International Iberoamerican University (in process). Master in Business Administration (La Salle Business Administration). Master's Degree in Marketing and Commercial Distribution (Polytechnic University of Catalonia). Program Coordinator and Professor at FUNIBER.
  • Ms. María Eugenia Luna Borgaro. Master's Degree in Human Resources and Knowledge Management from the University of León, Spain. Expert in Human Resources Management and Management Skills. Professor at FUNIBER.
  • Ms. Antonio Vega. 3-Year undergraduate degree in Business Administration and Management from ESADE. Master's Degree in Human Resources Management and Consulting in Organizations from the University of Barcelona. Coach and Consultant in Strategic Planning, Leadership and Organizational Development. President of Fundación Humaniza.

FUNIBER Training Scholarships

The Iberoamerican University Foundation (FUNIBER) allocates periodically an extraordinary economic item for FUNIBER Training Scholarships.

To apply, please fill out the information request form that appears in the web of FUNIBER or contact directly the Foundation’s headquarters in your country that will inform you if you need to provide some additional information.

Once the documentation is received, the Evaluation Committee will determine your application's eligibility for the FUNIBER Training Scholarship.