TECH presents this 100% online Advanced master’s degree as a unique opportunity for professional development, which will help you to stand out as a business manager’’

Why Study at TECH?

TECH is the world's largest 100% online business school. It is an elite business school, with a model based on the highest academic standards. A world-class center for intensive managerial skills training.   

TECH is a university at the forefront of technology, and puts all its resources at the student's disposal to help them achieve entrepreneurial success"

At TECH Global University

Innovation

The university offers an online learning model that combines the latest educational technology with the most rigorous teaching methods. A unique method with the highest international recognition that will provide students with the keys to develop in a rapidly-evolving world, where innovation must be every entrepreneur’s focus.

"Microsoft Europe Success Story", for integrating the innovative, interactive multi-video system.  

The Highest Standards

Admissions criteria at TECH are not economic. Students don't need to make a large investment to study at this university. However, in order to obtain a qualification from TECH, the student's intelligence and ability will be tested to their limits. The institution's academic standards are exceptionally high...  

95% of TECH students successfully complete their studies.

Networking

Professionals from countries all over the world attend TECH, allowing students to establish a large network of contacts that may prove useful to them in the future.  

100,000+ executives trained each year, 200+ different nationalities.

Empowerment

Students will grow hand in hand with the best companies and highly regarded and influential professionals. TECH has developed strategic partnerships and a valuable network of contacts with major economic players in 7 continents.  

500+ collaborative agreements with leading companies.

Talent

This program is a unique initiative to allow students to showcase their talent in the business world. An opportunity that will allow them to voice their concerns and share their business vision. 

After completing this program, TECH helps students show the world their talent. 

Multicultural Context

While studying at TECH, students will enjoy a unique experience by studying in a multicultural context. In a program with a global vision, through which students can learn about the operating methods in different parts of the world, and gather the latest information that best adapts to their business idea. 

TECH's students represent more than 200 different nationalities.   

Learn with the best

In the classroom, TECH teaching staff discuss how they have achieved success in their companies, working in a real, lively, and dynamic context. Teachers who are fully committed to offering a quality specialization that will allow students to advance in their career and stand out in the business world. 

Teachers representing 20 different nationalities. 

TECH strives for excellence and, to this end, boasts a series of characteristics that make this university unique:   

Analysis

TECH explores the student’s critical side, their ability to question things, their problem-solving skills, as well as their interpersonal skills.  

Academic Excellence

TECH offers students the best online learning methodology. The university combines the Relearning method (a postgraduate learning methodology with the highest international rating) with the Case Study. A complex balance between tradition and state-of-the-art, within the context of the most demanding academic itinerary.  

TECH is the world’s largest online university. It currently boasts a portfolio of more than 10,000 university postgraduate programs. And in today's new economy, volume + technology = a ground-breaking price. This way, TECH ensures that studying is not as expensive for students as it would be at another university.  

At TECH, you will have access to the most rigorous and up-to-date case studies in the academic community”

A group of experts in Business Management and HR have designed and the structured the syllabus of this Advanced Master's Degree, using the latest academic material in the sector. In addition, the content has been structured according to the Relearning, pedagogical methodology, which not only enables a more dynamic and effective academic experience, but also significantly reduces the hours of study needed for this Advanced Master’s Degree. Thus, TECH assures the students that they will have to invest far fewer hours in long and tedious studies, but without renouncing a unique, comprehensive and high-quality program.

Thanks to this program’s comprehensive syllabus, you will develop the strategic planning and organizational design skills befitting a senior executive with industry experience’’

Syllabus

This Advanced Master's Degree in Compensation and Reward Management from TECH Global University is an intensive program that prepares students to face business challenges and decisions at both national and international levels. Its content is designed to promote the development of managerial skills that enable more rigorous decision-making in uncertain environments.   

Throughout 3,000 hours of study, students will analyze a multitude of practical cases through individual work, achieving high-quality learning that can be applied to their daily practice. It is, therefore, a real immersion in real business situations.    

This program explores the main corporate areas and is designed to furnish managers with an understanding or Compensation and Reward Management from a strategic, international and innovative perspective.   

A program designed for students, focused on their professional development and aimed at helping them to achieve excellence in Compensation and Reward Management for any company. A program that understands students’ needs and those of their company, containing innovative content based on the latest trends, and supported by the best educational methodology and an exceptional faculty, all of which will provide you with the skills to resolve critical situations creatively and effectively.   

This program is delivered over 2 years and is divided into 20 modules:   

Módulo 1. Labor Relations Theory  
Módulo 2.Social Security 
Módulo 3. Personnel Administration
Módulo 4. HR Strategic Management and Administration
Módulo 5. Organizational Design 
Módulo 6. Performance Management
Módulo 7. Talent Management
Módulo 8. Talent Development in the Digital Age 
Módulo 9. Workplace Management 
Módulo 10. Organization and Management of In-Company Training
Módulo 11. Remuneration as a Strategic Tool
Módulo 12. JJob Evaluation and Remuneration
Módulo 13. Salary Structure
Módulo 14. Remuneration and its Regulatory Framework
Módulo 15. Variable Remuneration
Módulo 16. Remuneration in Kind
Módulo 17. Flexible Remuneration
Módulo 18. Emotional Remuneration 
Módulo 19. Remuneration of Expatriate Workers
Módulo 20. Remuneration of People with Disabilities

Where, When and How is it Taught?

TECH offers the possibility of taking this program completely online. During the 2 years of specialization, the student will be able to access all the contents of this program at any time, which will allow them to self-manage their study time. 

Module 1. Labor Relations Theory

1.1. History of Labor Relations 

1.1.1. Conceptual Framework and Definition. (Basic Concepts of Employment, Work) 
1.1.2. Historical Evolution of Labor Relations 
1.1.3. The Knowledge Society in the 21st Century 

1.2. Evolution of the Forms of Work 

1.2.1. Labor Relations and Labor Markets 
1.2.2. The Theory and Practice of Labor Market Segmentation 

1.3. Socialism and Communism in Labor Relations 

1.3.1. Conceptual Framework of Socialism and Communism 
1.3.2. Brief Historical Description 
1.3.3. Labor Relations under the Communist Political Framework 
1.3.4. Labor Relations under the Political Framework of Socialism 

1.4. Liberalism and Capitalism in Labor Relations 

1.4.1. Concept of Liberalism vs. Capitalism 
1.4.2. Capitalism Throughout the History of the Economy 
1.4.3. Labor Relations under the Prism of Economic Capitalism 

1.5. Trade Union Law

1.5.1. Trade Unionism
1.5.2. Fundamentals of Trade Union Law 
1.5.3. The Role of Collective Bargaining 

1.6. Employee Representation 

1.6.1. Concept 
1.6.2. Negotiation

1.7. Institutionalism and Pluralism 

1.7.1. Conceptualization and Framing within the Theories of the State 
1.7.2. Institutionalism 
1.7.3. Pluralism 

1.8. Corporatism 

1.8.1. Conceptualization
1.8.2. Types of Corporatism in the International Scenario 

1.9. Social Policies in the International Sphere 

1.9.1. Social Policies (Convergences and Divergences) 
1.9.2. Intervention Models
1.9.3. The Welfare State 

Module 2. Social Security  

2.1. The Constitutional Model of Social Protection. The Social Security System 

2.1.1. The Constitutional Model of Social Protection
2.1.2. Measures for the Protection of Social Needs
2.1.3. Social Security  
2.1.4. The Social Security System 
2.1.5. System Composition 
2.1.6. Protective Measure: Social Security Benefits 
2.1.7. Social Security Economic and Financial Regime  
2.1.8. Social Security Management 

2.2. People and Protected Contingencies I 

2.2.1. System’s Field of Application  
2.2.2. Scope of Application under the General Regime 
2.2.3. Entrepreneur Registration 
2.2.4. Employee Affiliation 

2.2.4.1. Hiring and Termination of Employees 
2.2.4.2. Classes of Registration 
2.2.4.3. The Special Agreement as a Situation Similar treated as Registration 
2.2.4.4. Effects of Registration, Cancellation and Communication of Employee Data 
2.2.5. Effects of Improper Acts 

2.3. Persons and Protected Contingencies II 

2.3.1. Protected Situations 
2.3.2. Occupational Accidents and Occupational Diseases 
2.3.3. The Protective Role of the Social Security System  
2.3.4. General Requirements for Entitlement to Contributory Benefits 
2.3.5. Liability for benefits 
2.3.6. Automated Payment 

2.4. Management and Financing I 

2.4.1. Social Security Management

           2.4.1.1. Management Entities

2.4.2. Common Services 
2.4.3. Collaboration in Management 

2.5. Management and Financing II 

2.5.1. Social Security Economic and Financial Regime 
2.5.2. General Social Security Resources 
2.5.3. Social Security Contributions
 
          2.5.3.1. Contribution Bases and Rates

2.5.4. Collection   

2.6. Financial Benefits: Allowances and Pensions I   

2.6.1. Introduction 
2.6.2. Temporary Disability 
2.6.3. Maternity 
2.6.4. Parenting 
2.6.5. Risk during Pregnancy and Breastfeeding 
2.6.6. Care of Children Affected by Cancer or Other Serious Illness 
2.6.7. Unemployment 

2.7. Financial Benefits: Allowances and Pensions I   

2.7.1. Introduction  
2.7.2. Contributory Benefits 

2.7.2.1. Permanent Disability 
2.7.2.2. Retirement 
2.7.2.3. Death and Survival 

2.7.3. Non-Contributory Benefits 

2.7.3.1. Disability 
2.7.3.2. Retirement 

2.7.4. Family Benefits 

2.8. The Health System: Portfolio of Services and Medicines 

2.8.1. The Health System and Social Security 
2.8.2. Evolution of the Right to Health Protection 
2.8.3. National Health System 
2.8.4. Common Portfolio of Services of the National Health System 
2.8.5. Medicines and Pharmaceutical Services 
2.8.6. Insured and Beneficiaries of the Right to Health Care 
2.8.7. Benefit Management  

2.9. The Social Assistance System 

2.9.1. Delimitation of the Concept: Social Assistance
2.9.2. Internal Social Security Social Assistance 
2.9.3. Social Assistance outside the Social Security System 
2.9.4. Social Services 
2.9.5. The System for Autonomy and Dependency Care

Module 3. People Management

3.1. Introduction to Personnel Management 

3.1.1. Human Resources in the Company 
3.1.2. Personnel Administration Management in Human Resources (HR)

3.2. Recruitment Modalities 

3.2.1. The Work Contract 
3.2.2. Types of Contracts
3.2.3. Types of Contract Termination 

3.3. The Payroll Receipt I

3.3.1. Salary
3.3.2. Salary Payments 
3.3.3. Extra Salary Payments

3.4. The Payroll Receipt II: Calculation 

3.4.1. Payroll Structure 
3.4.2. Contribution Bases
3.4.3. Payroll Accounting 

3.5. The Payroll Receipt III: Deductions 

3.5.1. Deductions 
3.5.2. Taxes 
3.5.3. Social Security 
3.5.4. Other Deduction Types 

3.6. Working Hours, Vacations and Leave 

3.6.1. Workday 
3.6.2. Vacations 
3.6.3. Work Permits 
3.6.4. Disabilities

3.7. Taxes 

3.7.1. The Tax System 
3.7.2. Tax Obligations of Employees 
3.7.3. Employer's Tax Obligations

3.8. Technological Tools for Payroll Processing

3.8.1. Concept of ERP 
3.8.2. Importance in Payroll Management 
3.8.3. Most Common Programs

3.9. Remuneration and Benefits 

3.9.1. Remuneration and Benefits Administration 
3.9.2. Benefits in Excess of the Law 
3.9.3. Emotional Salary 
3.9.4. Home Office

3.10. Equal Opportunity in Personnel Administration 

3.10.1. Equal Opportunity as Part of Organizational Culture 
3.10.2. Gender Equity 
3.10.3. Social Responsibility 

Module 4. HR Strategic Management and Administration

4.1. Strategic Thinking and Systems 

4.1.1. The Company as a System 
4.1.2. Strategic Thinking Derived from Corporate Culture 
4.1.3. The Strategic Approach From a People Management Perspective 

4.2. Planning and Management of HR Department Projects

4.2.1. Keys to the Design and Implementation of a Balanced Scorecard 
4.2.2. Workforce Sizing and Planning 
4.2.3. Supporting Operations: Personnel Policies 

4.3. Strategic Organizational Design 

4.3.1. Business Partner Model 
4.3.2. Share Services 
4.3.3. Outsourcing 

4.4. Job Design, Recruitment, and Selection 

4.4.1. Training and Career Development 
4.4.2. Strategic Approach to People Management 
4.4.3. Design and Implementation of Personnel Policies and Practices 

4.5. HR Analytics

4.5.1. Big Data and Business Intelligence (BI) 
4.5.2. HR Data Analysis and Modeling
4.5.3. HR Metrics Design and Development

4.6. Strategic Leadership 

4.6.1. Leadership Models 
4.6.2. Coaching 
4.6.3. Mentoring 
4.6.4. Transformational Leadership 

4.7. Auditing and Control of HR Management

4.7.1. Reasons for the Audit of HR Management
4.7.2. Data Collection and Analysis Tools 
4.7.3. Audit Report 

Module 5. Organizational Design

5.1. Fundamentals of Organizational Structure 

5.1.1. Introduction to the Organizational Structure 
5.1.2. Basic Principles of Organization

5.2. Organizational Design Criteria 

5.2.1. Workplace Organization 
5.2.2. Chain of Command Management 
5.2.3. Centralization and Decentralization Mechanisms 
5.2.4. Process Formalization Procedures 

5.3. Components of Organizational Structure 

5.3.1. Functional Organization Charts 
5.3.2. Matrix Organization Charts 

5.4. Job Assessment 

5.4.1. Quantitative Analyses of Job Assessment 
5.4.2. Qualitative Analyses of Job Assessment 

5.5. Organizational Management by Processes 

5.5.1. Integrated Process Management in the Organization

5.6. Competency Management

5.6.1. Introduction to Professional Competencies: Definition of Competency 
5.6.2. Competency-Based Management Mechanisms 

5.7. New Forms of Organization 

5.7.1. Organization by Projects 
5.7.2. Flat Organizations

5.8. Collaborative Workspaces

5.8.1. Collaborative Workspace Design 
5.8.2. Productivity Measurement Systems in Collaborative Workspaces

5.9. Organization of Self-Managed Teams 

5.9.1. Characteristics of a Self-Managed Team 
5.9.2. Self-Managed Team Management Methodologies

5.10. Communication as an Organizational Tool Management 

5.10.1. Communication as an Element in Organizational Relationships 
5.10.2. Communication Management in Organizations 

Module 6. Performance Management 

6.1. Introduction to Performance Management and Management by Objectives 

6.1.1. The Impact of the Digital Era on Professional Performance 
6.1.2. Digital Transformation in Companies 
6.1.3. New HR Policies in the Digital Era 
6.1.4. New Work Environments 
6.1.5. Performance Evaluation: What Is It and What Is It For?
6.1.6. Performance Evaluation Models 

6.2. The Performance Management Cycle 

6.2.1. New Work Environments 
6.2.2. Phases of the Performance Management Cycle 
6.2.3. Models in Work Systems 

6.3. Performance Planning 

6.3.1. Initial Design of the Performance Evaluation: Company Analysis 
6.3.2. Setting Individual and Group Objectives 
6.3.4. Performance Metrics 
6.3.4. Competency-based Evaluation Systems 

6.4. Performance Monitoring 

6.4.1. Management of the Corporate Talent Map 
6.4.2. Individual and Group Action Plan Monitoring Mechanisms: Observation Techniques, Coaching and Feedback 
6.4.3. Recognition Plans 

6.5. Performance Evaluation 

6.5.1. Key Points in Performance Appraisal: Objectives, Competencies and Project/Team 
6.5.2. Definition of Evaluation Scales and Parameters of Excellence 
6.5.3. The Application of the Evaluation 

6.6. Underperformance Management 

6.6.1. Observation Techniques
6.6.2. Incentive Motivation and Coaching Methodologies 
6.6.3. Recovery Plan 

6.7. Annual Planning of Performance Plans 

6.7.1. Design and Development of an Annual Performance Plan 
6.7.2. Analysis of Results 

6.8. Additional Remuneration Aspects 

6.8.1. Pension Plans 
6.8.2. Other Special Situations 

Module 7. Talent Management

7.1. Managing Human Capital 

7.1.1. Intellectual Capital: The Intangible Asset of Knowledge 
7.1.2. Talent Acquisition 
7.1.3. Search for People for the Organization 
7.1.4. Preventing the Loss of Human Resources 

7.2. Innovation in Talent and PeopleManagement 

7.2.1. Strategic Talent Management Models 
7.2.2. Talent Identification, Training and Development 
7.2.3. Loyalty and Retention 
7.2.4. Proactivity and Innovation 

7.3. Strategic Engagement Management 

7.3.1. Engagement Management in the New Generations 
7.3.2. Return on Capital Social 
7.3.4. Emotional Salary 

7.4. Talent Management and Commitment 

7.4.1. Keys for Positive Management 
7.4.2. Talent Map of the Organization 
7.4.3. Cost and Added Value 

7.5. Human Resources Management by Competencies  

7.5.1. Analysis of the Potential 
7.5.2. Remuneration Policy 
7.5.3. Career/Succession Planning 

7.6. Training Management 

7.6.1. Learning Theories 
7.6.2. Talent Detection and Retention 
7.6.3. Gamification and Talent Management 
7.6.4. Training and Professional Obsolescence 

7.7. Motivation 

7.7.1. The Nature of Motivation 
7.7.2. Expectations Theory 
7.7.3. Needs Theory 
7.7.4. Motivation and Financial Remuneration 

7.8. Environment, Strategy, and Metrics  

7.8.1. Efficiency and Motivation in the Workplace 
7.8.2. Study of Methods and Work Measurement 
7.8.3. Performance Evaluation 

Module 8. Talent Development in the Digital Age

8.1. Digital Transformation in Talent Management 

8.1.1. Challenges for the Modern Human Resources Professionals in the Digital Age 
8.1.2. Talent in the 21st Century: Motivational Designs and Learning Agility 
8.1.3. Change Management in the Digital Age

8.2. Managing Human Capital 

8.2.1. Human Capital Concept 
8.2.2. Management Strategy 

8.3. Innovation and Talent Management 

8.3.1. Contextualization of Talent 
8.3.2. Process of Talent Management

8.4. Knowledge and Talent Management 

8.4.1. Attitudes, Values and Beliefs 
8.4.2. Engagement Management and Corporate Culture 

8.5. Digital Strategies in HR

8.5.1. Employer Branding in HR
8.5.2. Personal Branding for HR Professionals
8.5.3. Networking and Social Media 

8.6. Work Performance Management in Digital Ecosystems 

8.6.1. Modern Competencies for Work in the Digital Age 
8.6.2. Digital Project Management 
8.6.3. Coordination of Virtual Work Teams 
8.6.4. Growth Management: Leading Competent Teams 
8.6.5. Mentoring and Collaborative Learning 

8.7. Motivation in the Digital Era 

8.7.1. Motivation and Job Satisfaction, Contextualization
8.7.2. New Work Motivation Systems: Gamification 

8.8. Environment and Metric Strategy 

8.8.1. Contextualization 
8.8.2. Measurement and Monitoring 

Module 9. Workplace Management

9.1. Introduction to Work Environment Management 

9.1.1. Organizational Culture, Leadership and Conflict 
9.1.2. Basic Elements of Organizational Culture 
9.1.3. Conflicts: Concepts and Types 
9.1.4. The Relation between Culture and Leadership: Their Relationship with Conflict 

9.2. Introduction to the Prevention of Occupational Risks 

9.2.1. Introduction to Work Health and Safety 
9.2.2. Introduction to Ergonomics in the Workplace 
9.2.3. Introduction to the Prevention of Psychosocial Risks 

9.3. Environmental Conditions for People with Disabilities 

9.3.1. NOM -030- SSA3-2013 
9.3.2. Types of Disabilities 
9.3.3. Correct Adaptation of the Workplace

9.4. Gender Equality of the Organization 

9.4.1. Actions for Effective Equality between Men and Women at Work

9.5. Labour Insertion Management 

9.5.1. Personnel Selection 
9.5.2. Internal Selection Processes 
9.5.3. External Selection Processes 

9.6. Business Conduct and Ethics

9.6.1. The Concept of Social Responsibility 
9.6.2. Ethical Principles that Should Guide the Management of Companies 
9.6.3. Corporate Social Responsibility 
9.6.4. Corporate Social Responsibility and Responsible Marketing 

9.7. Work Environment 

9.7.1. Organizational Environment: Concept of Work Environment 
9.7.2. Work Environment Dimensions 
9.7.3. Measurement of the Work Environment
9.7.4. Qualitative Measuring Tools for the Work Environment: SWOT and PESTEL 

9.8. Deterioration of the Working Environment

9.8.1. Psychosocial Risks: Burnout and Bullying 
9.8.2. Absenteeism 

9.9. Work Environment Improvement Plan 

9.9.1. Primary, Secondary and Tertiary Prevention 
9.9.2. Crisis Intervention 
9.9.3. Essential Criteria for an Action Plan 

Module 10. Leadership and Management of In-Company Training 

10.1. In-Company Training 

10.1.1. Training Concept, Objectives and Stakeholders 
10.1.2. Training as an Element of Business Strategy 

10.2. Training Planning 

10.2.1. Element of Training Planning 
10.2.2. Budget Management 

10.3. Assessment of Training Needs 

10.3.1. Detection of Training Needs (DTN) 
10.3.2. Techniques and Data Collection 
10.3.3. Analysis and Valuation 

10.4. Training Methods

10.4.1. In-Office Training 
10.4.2. Out-of-Office Training 
10.4.3. Training in Digital Environments: e-Learning 
10.4.4. Blended Training 

10.5. Design and Programming of Training Activities 

10.5.1. Concept of Design and Programming of Training Activities 
10.5.2. Definition of the Objective and Contents of the Training Activities 
10.5.3. Methodology of Teaching in Training Activities 

10.6. The Dual Education System 

10.6.1. Origin of Dual Training and Reference Countries 
10.6.2. Labor Aspects of the Dual Training Context 
10.6.3. Training Aspects of the Dual Training Context 
10.6.4. Perspectives and Evolution of Dual Training 

10.7. The Cost of Training in the Organization 

10.7.1. Direct Training Costs 
10.7.2. Indirect Training Costs 
10.7.3. The Economic Impact of Proper Training in the Company 

10.8. In-House Training Inspections and Audit 

10.8.1. Government Inspections 
10.8.2. External Audits 
10.8.3. Risks in Case of Non-Compliance 

10.9. Highly Specialized Training 

10.9.1. High-risk Positions 
10.9.2. Special Training Programs 

Module 11. Remuneration as a Strategic Tool 

11.1. Remuneration as an Organizational Management Tool 

11.1.1. Remuneration Objectives 
11.1.2. Benefits of Remuneration 
11.1.3. Remuneration Policy Design 
11.1.4. Remuneration Policy Implementation 

11.2. Remuneration Processes 

11.2.1. Design and Processes Involved 
11.2.2. Job Description and Appraisal, Equity, Remuneration Structure, Performance 

11.3. The Overall Remuneration System as a Determining Factor in the Company 

11.3.1. Total Remuneration Objectives 
11.3.2. Extrinsic, Intrinsic and Emotional Remuneration 
11.3.3. Talent Retention 
11.3.4. Employee Attraction and Loyalty 

11.4. Remuneration System 

11.4.1. Fixed Remuneration 
11.4.2. Variable Remuneration 
11.4.3. Remuneration in Kind and Flexible Remuneration 
11.4.4. Emotional Remuneration 

11.5. Remuneration Management Determining Factors 

11.5.1. External: Labor Market, Competition, Legal Regulations 
11.5.2. Internal: Industry, Culture, Staffing Profile 
11.5.3. Rewarding Performance 

11.6. The Remuneration Market: Features and Standard Practices 

11.6.1. By Concept 
11.6.2. By Country 
11.6.3. By Organizational Levels 

11.7. The Future of Remuneration 

11.7.1. Keeping the Company Competitive in the Labor Market: Key Points 
11.7.2. How Companies can Motivate Future Employee Performance: Tools to be Used 
11.7.3. Increased Company Visibility: Measurements 

11.8. Remuneration from a Strategic Perspective 

11.8.1. Remuneration Strategies 
11.8.2. Strategic Benefits of Remuneration 
11.8.3. Formative Benefits of Remuneration 

11.9. Benefits of Remuneration Management 

11.9.1. Remuneration Management 
11.9.2. Advantages and Benefits of Remuneration Management 
11.9.3. Inconveniences of Remuneration Management 

Module 12. Job Evaluation and Remuneration 

12.1. Job Analysis and Description 

12.1.1. Job Analysis 
12.1.2. Job Description 
12.1.3. Planning Job Analysis and Job Descriptions within the Company 

12.2. Job Assessment 

12.2.1. Fundamental questions for Job Assessment 
12.2.2. Information Gathering Process 
12.2.3. Data Procurement Process 
12.2.4. Data Interpretation Process 

12.3. Assessment Methods 

12.3.1. Qualitative Methods 
12.3.2. Quantitative Methods 
12.3.3. Comparison of Qualitative and Quantitative Methods: Advantages and Disadvantages 

12.4. Job Catalog 

12.4.1. Job Specifications 
12.4.2. Substantial and Required Characteristics of the Job 
12.4.3. Template Planning 

12.5. Qualitative Methods: Grading 

12.5.1. Previous Classification Required: Key Points 
12.5.2. Ranking Method 
12.5.3. Job Evaluation 

12.6. Quantitative methods I: Factor Comparison 

12.6.1. Factored Points Method: Key Points 
12.6.2. Keyword Selection 
12.6.3. Selection and Definition of Remuneration Factors 

12.7. Quantitative methods II: Scoring Factors 

12.7.1. Assessment Factors 
12.7.2. Responsibility 
12.7.3. Effort Groups 

12.8. Application of Job Evaluation in Human Resources Management 

12.8.1. Training Plan to be Implemented within the Company  
12.8.2. Employee Development 
12.8.3. Internal Communication in the Company 

12.9. Application of Job Evaluation in the Remuneration Policy 

12.9.1. Objectives of Job Evaluation 
12.9.2. Requirements Covered by Job Evaluation 
12.9.3. Job Evaluation Procedures 

12.10. Changes in the HR Environment

12.10.1. Economic Changes 
12.10.2. Social Changes 
12.10.3. Organizational Changes 

Module 13. Salary Structure

13.1. Designing the Salary Structure 

13.1.1. Salary Structure 
13.1.2. Criteria for Determining the Salary Structure 
13.1.3. Factors in Determining the Salary Structure 

13.2. Types and Approaches to Salary Structure  

13.2.1. Types of Salary Structure and Comparison 
13.2.2. Approaches to Salary Structure within the Company 
13.2.3. Salary Range: Key Points 

13.3. Remuneration Policies

13.3.1. Level 
13.3.2. Band, Width or Opening: Solape 
13.3.3. Depth of Remuneration 
13.3.4. Band Position and Situation 

13.4. Remuneration Policies

13.4.1. Cost of Equity 
13.4.2. Equity Map 
13.4.3. Gender Wage Analysis 
13.4.4. Salary Range 

13.5. Internal and External Equity 

13.5.1. Internal and External Equity Delimitation 
13.5.2. Remuneration Studies and their Interpretation 
13.5.3. Remuneration Bands 

13.6. Maintenance of the Salary Structure in the Long Term 

13.6.1. Equal Pay 
13.6.2. Rotation 
13.6.3. Absenteeism 

13.7. The Remuneration Budget 

13.7.1. Annual Salary Increases: Objectives to be Met 
13.7.2. Necessary Supplements to be Considered in Remuneration 
 

13.8. Wage Protection 

13.8.1. Against the Employer 
13.8.2. Against the Employee's Creditors 
13.8.3. Against the Employer's Creditors 

Module 14. Remuneration and its Regulatory Framework 

14.1. Salary 

14.1.1. Salary 
14.1.2. Composition of Salary: Base salary and Salary Supplements 
14.1.3. Working Time: Breaks that can be Counted as Working Time 

14.2. Working Time: Breaks that can be Counted as Working Time 

14.2.1. Weekly Rest 
14.2.2. Time, Place and Method of Wage Payment 
14.2.3. Vacations 

14.3. Non-Salary or Extra-Salary Payments 

14.3.1. Non-Salary Benefits 
14.3.2. Indemnifications 

14.4. Structure of Salary I: Base Salary and Salary Supplements 

14.4.1. Base Salary 
14.4.2. Basic Salary Supplements to be Included in the Employee's Payment 
14.4.3. Personal Circumstances of the Employee to be Taken into Account for the Payment of the Base Salary and Wage Supplements 

14.5. Salary Structure II: Extraordinary Bonuses 

14.5.1. Extraordinary Bonuses 
14.5.2. Extraordinary Payments: How, When and Why are they Paid? Calculation and Accrual 
14.5.3. Specific Jurisprudence to be taken into Account 

14.6. Guiding Principles for Salaries 

14.6.1. Equal Pay and Non-Discrimination. Wage Gap 
14.6.2. Salary Absorption and Compensation 
14.6.3. Employers Allow the Most Beneficial Working Conditions 

14.7. Wage Adjustment: Individual and Collective 

14.7.1. Substantial Modification of Individual Working Conditions 
14.7.2. Substantial Modification of Collective Working Conditions  
14.7.3. Possibilities of Reducing the Remuneration System 

14.8. Deductions I: Social SecurityContributions 

14.8.1. Mandatory Contributions Key Points 
14.8.2. General Social Security Regime for Employees and Assimilated Workers 
14.8.3. Special Social Security Regimes Established for Certain Activities 

14.9. Deductions II: Income Taxes to Take into Account 

14.9.1. Key to Take into Account in relation to Income Tax 
14.9.2. Salary Structure and Retention Rate 
14.9.3. Income Tax Management 

Module 15. Variable Remuneration

15.1. Variable Remuneration 

15.1.1. Corporate Considerations for Variable Remuneration 
15.1.2. Advantages of Establishing a Variable Remuneration System within the Company 
15.1.3. Drawbacks of Establishing a Variable Remuneration System within the Company 

15.2. Design of a Variable Remuneration System in the Company 

15.2.1. Improved Employee Performance 
15.2.2. Increased Revenues for the Company 
15.2.3. Economic Losses: Possible Consequences 

15.3. Types and Forms of Variable Remuneration I: Equity-Based 

15.3.1. Incentives. Current Market Practices 
15.3.2. Short-Term Performance-Linked Bonuses and Remuneration 
15.3.3. Premiums and their Corporate Connection 

15.4. Types and Forms of Variable Remuneration II: Non-Equity Based 

15.4.1. Barriers in Variable Remuneration Implementation: Main Drawbacks 
15.4.2. Traditional Non-Equity-Linked Variable Remuneration Models 
15.4.3. Financing the Variable Remuneration System 

15.5. Management by Objectives 

15.5.1. Management by Objectives: Key Criteria and Framework 
15.5.2. Advantages of Management by Objectives: Business Strategy Alignment 
15.5.3. Effective Measurement of Business Objectives 

15.6. Distribution Criteria 

15.6.1. Reference Criteria 
15.6.2. Fixing a Reward Ceiling 
15.6.3. Fixing the Standard Reward 

15.7. Labor Incentives for Improved Productivity 

15.7.1. Types of Production Incentive Programs and Appropriate Uses 
15.7.2. Business Objective and Techniques for Incentives to Motivate the Workforce 
15.7.3. Noteworthy Positive Incentives 

15.8. Commercial Incentives 

15.8.1. Motivating the Sales Team 
15.8.2. Salary-Only Remuneration Plan 
15.8.3. Commissions 

15.9. Workload 

15.9.1. Measurement and Evaluation of Workload 
15.9.2. Physical Load Fundamental Aspects 
15.9.3. Mental Load: Fundamental Aspects 

15.10. Tax Incentives as a Factor in Business Growth 

15.10.1. Internal Factors 
15.10.2. External Factors 
15.10.3. Tax Incentives for SMEs 

Module 16. Remuneration in Kind

16.1. Remuneration in Kind 

16.1.1. Remuneration in Kind as a Key Remuneration Mechanism: Advantages 
16.1.2. Valuation and Maximums of Remuneration in Kind 
16.1.3. Tax Benefits of Remuneration in Kind 

16.2. Types and Forms of Remuneration in Kind 

16.2.1. Services 
16.2.2. Goods 
16.2.3. Cash 

16.3. Social Benefits as an Element of Remuneration 

16.3.1. Principle of Fair Remuneration 
16.3.2. Examples of Benefits: Transportation, Company Shares, Restaurant Vouchers, Health Insurance, Use of a House 
16.3.3. Other Noteworthy Rewards 

16.4. Taxation of Social Benefits 

16.4.1. Main Principles for the Taxation of Social Benefits 
16.4.2. Legal Limits to the Taxation of Social Benefits 
16.4.3. Stock Options: Special Features 

16.5. Bonus 

16.5.1. Forms of Bonus in the Market 
16.5.2. Bonus Structure: Special Considerations 
16.5.3. Prevention Bonus 

16.6. Medical Insurance 

16.6.1. Key Points on Medical Insurance  
16.6.2. Taxation of Health Insurance 
16.6.3. Benefits of including Health Insurance in the Company's Payroll 

16.7. Transportation Assistance 

16.7.1. Key Points on Transportation Assistance 
16.7.2. Taxation Applicable to Transport Assistance 
16.7.3. Benefits of including Transportation Assistance in Pay 

16.8. Award of Company Shares 

16.8.1. Key Points on Awarding Shares to Employees 
16.8.2. Taxation Applicable to Awarding Shares 
16.8.3. Benefits of including Awarding Shares in Pay 

16.9. Provision of Property 

16.9.1. Company Car (Taxation and Benefits) 
16.9.2. Company Equipment (Taxation and Benefits) 
16.9.3. Other Provisions of Property 

Module 17. Flexible Remuneration

17.1. Flexible Remuneration 

17.1.1. Main Considerations for Flexible Remuneration 
17.1.2. The Importance of Establishing a Flexible Remuneration System in the Company 
17.1.3. Benefits for Employees 

17.2. Types and Forms of Flexible Remuneration 

17.2.1. Important Social Benefits 
17.2.2. Advantages of Establishing Flexible Remuneration 
17.2.3. Disadvantages of Establishing a Flexible Remuneration System 

17.3. Implementation of a Flexible Remuneration System 

17.3.1. Corporate Design of a Flexible Remuneration System 
17.3.2. Implantation Stages: Pros and Cons 
17.3.3. Communication of the Flexible Remuneration System 

17.4. Contractual Novation 

17.4.1. Contractual Novation 
17.4.2. Requirements for Contractual Novation 
17.4.3. The Need for Contractual Novation in the Company 

17.5. Payroll Simulation with Flexible Remuneration 

17.5.1. Items to be Included in a Payroll with Flexible Remuneration: Comparison 
17.5.2. Simulated Payroll with Flexible Remuneration: Comparison 

17.6. Main Consequences: Impact on Attracting and Retaining Talent 

17.6.1. Attraction of Workers 
17.6.2. Talent Loyalty 
17.6.3. Talent Retention 

17.7. Talent Loyalty 

17.7.1. Continuous Improvement 
17.7.2. Professional Development 
17.7.3. Internal Promotion 

17.8. Talent Retention 

17.8.1. Talent Retention 
17.8.2. Talent Retention Strategies 
17.8.3. Key Considerations for Talent Retention in the Company 

17.9. Talent Retention Strategy 

17.9.1. Techniques for Attracting, Developing and Retaining Talent in the Company 
17.9.2. Talent Retention Strategy in the Company 
17.9.3. Talent Development in the Company 

17.10. Talent Transformation 

17.10.1. Ongoing Training 
17.10.2. Motivation 
17.10.3. Networking 

Module 18. Emotional Remuneration 

18.1. The Emotional Contract 

18.1.1. The Emotional Contract 
18.1.2. Main Corporate Interests in the Emotional Contract 
18.1.3. Form and Expression of the Emotional Contract 

18.2. Remuneration as a Motivational Factor 

18.2.1. The Importance of Remuneration as a Positive Motivational Factor 
18.2.2. Entrepreneurial Spirit: How can this Factor be Strengthened by the Company?

18.3. Remuneration as a Change Lever 

18.3.1. Flexible Hours 
18.3.2. Teleworking 
18.3.3. Legal and Professional Advice 

18.4. Reputation and Employer Branding 

18.4.1. Motivation Indicators: Main Characteristics 
18.4.2. Employer Reputation as an Indicator of Motivation 
18.4.3. Brand as an Indicator of Motivation 
18.4.4. Assumption of Motivation 

18.5. Employee Journey and Moments of Truth 

18.5.1. The Employee Journey 
18.5.2. Moments of Truth: Work Tool 
18.5.3. Main Factor to Consider: The Worker 

18.6. Types and Forms of Emotional Remuneration 

18.6.1. Types and Forms of Emotional Remuneration 
18.6.2. Staff Turnover 
18.6.3. Personal Satisfaction 

18.7. Emotional Salary I

18.7.1. Intensive Workday during the Summer Months 
18.7.2. Flexible Hours 
18.7.3. Career Plans 

18.8. Emotional Salary II

18.8.1. Teleworking 
18.8.2. Assessment 
18.8.3. Empowerment 

18.9. Emotional Salary III 

18.9.1. Internal Development within the Company 
18.9.2. Personnel Policies: Strategies 
18.9.3. SWOT Matrix (SWOT) of Emotional Wages 

18.10. Emotional Salary IV 

18.10.1. Day Care Centers 
18.10.2. Preparation for Removal 
18.10.3. The "Christmas Bonus" in Some Countries 

Module 19. Remuneration of Expatriate Workers

19.1. Management of Expatriate Workers 

19.1.1. The Importance of Expatriate Workers within the Company 
19.1.2. Expatriate Remuneration Management 
19.1.3. Common Problems and Solutions in Expatriate Management for the HR Department

19.2. Remuneration of Expatriate Workers 

19.2.1. Remuneration Model for Expatriates 
19.2.2. Wage Payment: Source/Destination/Split Payroll 
19.2.3. Payroll Management: Payment Currency. Currency Conversion 
19.2.4. Balance Sheet 
19.2.5. Main Remuneration Systems: Tax Equalization and Tax Protection 
19.2.6. Management of Expatriate Taxation 

19.3. Approaches to Remuneration of Expatriate Workers 

19.3.1. Contractual Relationship between the Expatriate and the Company 
19.3.2. Applicable Tax Legislation in Country of Origin/Destination Country 
19.3.3. Social Security Country in Country of Origin/Destination Country 

19.4. Types of Expatriation 

19.4.1. Short or Long-Term Expatriation: Main Differences and Practical Application 
19.4.2. International Geographic Mobility: Key Points 
19.4.3. Practical Aspects of Employee Relocation (Temporary and Permanent) 

19.5. Law Applicable to the Employment Contract 

19.5.1. Latin America 
19.5.2. Europe 
19.5.3. Rest of the World 

19.6. Jurisdiction 

19.6.1. Minimum Rights for Expatriate Workers 
19.6.2. Relocation to a European Union Member State/Non-European Union Country 
19.6.3. Conditions Agreed Upon between the Employer and the Worker on the Posting 

19.7. Transfer Procedure 

19.7.1. Obligations of the Employer 
19.7.2. Workers’ Rights 
19.7.3. Salary in Case of Dismissal 

19.8. Benefits for Expatriate Workers 

19.10.1. Expatriate Benefits: Reflection on their Payment 

Module 20. Remuneration of People with Disabilities

20.1. Disability 

20.1.1. Disability Determination 
20.1.2. Key Aspects of Disability 
20.1.3. Key Aspects Established by the World Health Organization 

20.2. Job Differences 

20.2.1. Job Determination 
20.2.2. Negative Discrimination: Progress 
20.2.3. Positive Discrimination: Progress 

20.3. Low Labor Market Participation 

20.3.1. Labor Market Developments  

20.4. Salary 

20.4.1. Salary Payments 
20.4.2. Salary Differences 

20.5. Flexible Remuneration 

20.5.1. Flexible Remuneration 
20.5.2. Benefits for Employees 
20.5.3. Reasons to Implement a Flexible Remuneration Model 

20.6. Variable Remuneration 

20.6.1. Variable Remuneration 
20.6.2. Advantages of Variable Remuneration 
20.6.3. Drawbacks of Variable Remuneration 

20.7. Remuneration in Kind 

20.7.1. Remuneration in Kind 
20.7.2. Advantages of Remuneration in Kind 
20.7.3. Legal Texts 

20.8. Taxation 

20.8.1. Main Differences in Remuneration Systems 
20.8.2. Key Points 

20.9. Negative Discrimination: 

20.9.1. Key Aspects of Negative Discrimination 
20.9.2. Progress with Negative Discrimination 
20.9.3. Main Conclusions on Negative Discrimination 

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