Acquire the knowledge of a Human Resources specialist and get the real competencies necessary to successfully manage your company's personnel”

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 centre 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. Study 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 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”

The syllabus of this program has been designed and created by a team of experts in the field to respond specifically to the needs of Human Resources professionals. This compendium of contents has been designed with a perspective focused on applied learning, which will allow the professional to intervene successfully through a broad vision connected to the real environment of the profession. Therefore, this syllabus will become the student's main asset when it comes to successfully entering a labor market that increasingly demands more and more professionals specialized in the field.

A complete program created to offer an effective and fast learning process that is compatible with personal and professional life”

Syllabus

TECH faculty members have designed this educational program that will equip Human Resources professionals with the skills that will enable them to design and implement effective people management plans that are committed to talent and inclusion in organizations. All this, in addition to boosting the student's professional profile, will make them an invaluable asset in companies, since companies that are unable to treat their personnel properly will not achieve their objectives.

In this way, through this academic itinerary, the professional will learn to carry out an effective management that seeks to develop, plan and coordinate the strategies that allow promoting the efficient performance of the personnel. This task, specially designed for the HR Management and Administration area and which will be deepened during the program, will organize and maximize the performance of the human assets of a company or organization, in order to increase its productivity.

This complete compendium of contents that we offer is designed to be taught in a 100% online format. As such, all you need is an electronic device with an Internet connection, and you will have access to the largest information bank imaginable. Additionally, since it is in online format, the students will decide when, how and where to study, so they will not have to give up the rest of their daily activities to continue their specialization.

This program takes place over 12 months and is distributed into 10 modules:

Module 1. Theory of Labor Relations
Module 2. HR Strategic Management and Administration
Module 3. Organizational Design
Module 4. Performance Management and Compensation Policy
Module 5. Talent Management
Module 6. Talent Development in the Digital Age
Module 7. Work Environment Management I
Module 8. Management and Administration of In-Company Training

Where, When and How is it Taught?

TECH offers the possibility of developing this Executive Master’s Degree in People Management completely online. During the 12 months of the program, the student will be able to access all the contents of this program at any time, which will allow the student to self-manage his or her study time.

Module 1. Theory of Labor Relations

1.1. History of Labor Relations

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

1.2. Evolution of Ways of Working

1.2.1. Labor Relations and Job Markets
1.2.2. The Theory of Labor Market Segmentation and its Practices

1.3. Socialism - 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 Socialism Political Framework

1.4. Liberalism/Capitalism in Labor Relations

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

1.5. Union Law

1.5.1. Trade Unionism
1.5.3. The Role of Collective Bargaining

1.6. Employee Representation

1.6.1. Concept
1.6.3. Negotiation

1.7. State Intervention in Labor Relations

1.7.1. Historical Framework
1.7.2. Public Intervention in the Configuration of Individual Labor Relationships
1.7.3. Employment Contracts, Working Hours, Wages and Benefits

1.8. Institutionalism and Pluralism

1.8.1. Conceptualization and Framing within the Theories of the State
1.8.2. Institutionalism
1.8.3. Pluralism

1.9. Corporatism

1.9.1. Conceptualization
1.9.2. Types of Corporatism on the International Landscape

1.10. Social Politics in the International Field

1.10.1. Social Policies (Convergences and Divergences)
1.10.2. Intervention Models
1.10.3. The State of Well-Being

Module 2. HR Strategic Management and Administration

2.1. Strategic Thinking and Systems

2.1.1. The Company as a System
2.1.2. Strategic Thinking Derived from Corporate Culture
2.1.3. The Strategic Approach From a People Management Perspective

2.2. Human Resources Department Project Planning and Management

2.2.1. Keys to the Design and Implementation of a Balanced Scorecard
2.2.2. Workforce Sizing and Planning
2.2.3. Supporting Operations: Personnel Policies

2.3. Strategic Organizational Design

2.3.1. Business Partner Model
2.3.2. Share Services
2.3.3. Outsourcing

2.4. Job Design, Recruitment, and Selection

2.4.1. Training and Career Development
2.4.2. Strategic Approach to People Management
2.4.3. Design and Implementation of Personnel Policies and Practices

2.5. HR Analytics

2.5.1. Big Data and Business Intelligence (BI)
2.5.2. Human Resources Data Analysis and Modeling
2.5.3. Design and Development of Human Resources Metrics Measurements

2.6. Strategic Leadership

2.6.1. Leadership Models
2.6.2. Coaching
2.6.3. Mentoring
2.6.4. Transformational Leadership

2.7. Audit and Control of Human Resources Management

2.7.1. Reasons for the Audit of Human Resources Management
2.7.2. Data Collection and Analysis Tools
2.7.3. Audit Report

Module 3. Organizational Design

3.1. Fundamentals of Organizational Structure

3.1.1. Introduction to the Organizational Structure
3.1.2. Basic Principles of Organization

3.2. Organizational Design Criteria

3.2.1. Workplace Organization
3.2.2. Chain of Command Management
3.2.3. Centralization and Decentralization Mechanisms
3.2.4. Process Formalization Procedures

3.3. Components of Organizational Structure

3.3.1. Functional Organization Charts
3.3.2. Matrix Organization Charts

3.4. Job Assessment

3.4.1. Quantitative Analyses of Job Assessment
3.4.2. Qualitative Analyses of Job Assessment

3.5. Organizational Management by Processes

3.5.1. Integrated Process Management in the Organization

3.6. Competency Management

3.6.1. Introduction to Professional Competencies: Definition of Competency
3.6.3. Competency-Based Management Mechanisms

3.7. New Forms of Organization

3.7.1. Organization by Projects
3.7.2. Flat Organizations

3.8. Collaborative Workspaces

3.8.1. Collaborative Workspace Design
3.8.2. Productivity Measurement Systems in Collaborative Workspaces

3.9. Organization of Self-Managed Teams

3.9.1. Characteristics of a Self-Managed Team
3.9.2. Self-Managed Team Management Methodologies

3.10. Communication as an Organizational Tool Management

3.10.1. Communication as an Element in Organizational Relationships
3.10.2. Communication Management in Organizations

Module 4. Performance Management and Compensation Policy

4.1. Introduction to Performance Management and Management by Objectives

4.1.1. The Impact of the Digital Era on Professional Performance
4.1.2. Digital Transformation in Companies
4.1.3. New Human Resources Policies in the Digital Era
4.1.4. New Work Environments
4.1.5. Performance Evaluation: What is it and What is it for?
4.1.4. Performance Evaluation Models

4.2. The Performance Management Cycle

4.2.1. New Work Environments
4.2.2. Phases of the Performance Management Cycle
4.2.3. Models in Work Systems

4.3. Performance Planning

4.3.1. Initial Design of the Performance Evaluation: Company Analysis
4.3.2. Setting Individual and Group Objectives
4.3.3. Performance Metrics
4.3.4. Competency-Based Evaluation Systems

4.4. Performance Monitoring

4.4.1. Management of the Corporate Talent Map
4.4.2. Individual and Group Action Plan Follow-up Mechanisms: Observation, Coaching and Feedback Techniques
4.4.3. Recognition Plans

4.5. Performance Evaluation

4.5.1. Key Points in Performance Appraisal: Objectives, Competencies and Project/Team
4.5.2. Definition of Evaluation Scales and Parameters of Excellence
4.5.3. The Application of the Evaluation

4.6. Underperformance Management

4.6.1. Observation Techniques
4.6.2. Incentive Motivation and Coaching Methodologies
4.6.3. Recovery Plan

4.7. Annual Planning of Performance Plans

4.7.1. Design and Development of an Annual Performance Plan
4.7.2. Analysis of Results

Module 5. Talent Management

5.1. Managing Human Capital

5.1.1. Intellectual Capital. The Intangible Asset of Knowledge
5.1.2. Talent Acquisition
5.1.3. Search for People for the Organization
5.1.4. Preventing the Loss of Human Resources

5.2. Innovation in Talent and People Management

5.2.1. Strategic Talent Management Models
5.2.2. Talent Identification, Training and Development
5.2.3. Loyalty and Retention
5.2.4. Proactivity and Innovation

5.3. Strategic Engagement Management

5.3.1. Engagement Management in the New Generations
5.3.2. Return on Capital Stock
5.3.3. Emotional Salary

5.4. Talent Management and Commitment

5.4.1. Keys for Positive Management
5.4.2. Talent Map of the Organization
5.4.3. Cost and Added Value

5.5. Human Resources Management by Competencies

5.5.1. Analysis of the Potential
5.5.3. Career/Succession Planning

5.6. Training Management

5.6.1. Learning Theories
5.6.2. Talent Detection and Retention
5.6.3. Gamification and Talent Management
5.6.4. Training and Professional Obsolescence

5.7. Motivation

5.7.1. The Nature of Motivation
5.7.2. Expectations Theory
5.7.3. Needs Theory
5.7.4. Motivation and Financial Compensation

5.8. Compensation and Non-Economic Benefits

5.8.1. Quality of Life in the Workplace Programs
5.8.2. Expansion and Enrichment of the Job
5.8.3. Flexible Schedules and Job Sharing
5.8.4. Healthy Environment Organization

5.9. Incentives and Profit Sharing

5.9.1. Incentive Systems
5.9.2. Cost Reduction Plans
5.9.3. Distribution of Salary Concepts

5.10. Environment, Strategy, and Metrics

5.10.1. Efficiency and Motivation in the Workplace
5.10.2. Study of Methods and Work Measurement
5.10.3. Performance Evaluation

Module 6. Talent Development in the Digital Age

6.1. Digital Transformation in Talent Management

6.1.1. Challenges of New Human Resources Communication Management in the Digital Age
6.1.2. Talent in the 21st Century. Motivational Designs and Learning Agility
6.1.3. Change Management in the Digital Age

6.2. Managing Human Capital

6.2.1. Human Capital Concept
6.2.2. Management Strategy

6.3. Innovation and Talent Management

6.3.1. Contextualization of Talent
6.3.2. Process of Talent Management

6.4. Knowledge and Talent Management

6.4.1. Attitudes, Values and Beliefs
6.4.2. Engagement Management and Corporate Culture

6.5. Digital Strategies in Human Resources

6.5.1. Employer Branding in Human Resources
6.5.2. Personal Branding for Human Resources Professionals
6.5.3. Networking and Social Media

6.6. Work Performance Management in Digital Ecosystems

6.6.1. Competencies 3.0 for Work in the Digital Age
6.6.2. Digital Project Management
6.6.3. Coordination of Virtual Work Teams
6.6.4. Growth Management: Leading Competent Teams
6.6.5. Mentoring and Collaborative Learning

6.7. Motivation in the Digital Era

6.7.1. Motivation and Job Satisfaction, Contextualization
6.7.2. New Work Motivation Systems: Gamification

6.8. Compensation and Non-Economic Benefits

6.8.1. Basic Aspects of Remuneration Policies
6.8.2. Remuneration in Kind Systems

6.9. Incentives and Profit Sharing

6.9.1. Contextualization
6.9.2. Types of Profit Sharing
6.9.3. Monitoring and Measurement of Satisfaction

6.10. Environment and Metric Strategy

6.10.1. Contextualization
6.10.2. Measurement and Monitoring

Module 7. Work Environment Management I

7.1. Introduction to Work Environment Management

7.1.1. Organizational Culture, Leadership and Conflict
7.1.2. Basic Elements of Organizational Culture
7.1.3. Conflicts: Concepts and Types
7.1.4. Relationship Between Culture and Leadership

7.2. Introduction to the Prevention of Occupational Risks

7.2.1. Introduction to Work Health and Safety
7.2.2. Introduction to Ergonomics in the Workplace
7.2.3. Introduction to the Prevention of Psychosocial Risks

7.3. Environmental Conditions for People with Disabilities

7.3.1. NOM-030-SSA3-2013
7.3.2. Types of Disabilities
7.3.3. Correct Adaptation of the Work Place

7.4. Gender Equality of the Organization

7.4.1. Rules and Sanctions in the Organization
7.4.2. Actions for Effective Equality Between Men and Women in the Field of Employment

7.5. Job Placement Management

7.5.1. Personnel Selection
7.5.2. Internal Selection Processes
7.5.3. External Selection Processes

7.6. Work Environment

7.6.1. The Environment in Organizations: Concept of Work Environment
7.6.2. Work Climate Dimensions
7.6.3. Measurement of the Work Environment
7.6.4. Qualitative Measuring Tools for the Work Environment: SWOT and PESTEL

7.7. Deterioration of the Working Environment

7.7.1. Psychosocial Risks: Burnout and Mobbing
7.7.2. Absenteeism

7.8. Work Environment Improvement Plan

7.8.1. Primary, Secondary and Tertiary Prevention
7.8.2. Crisis Intervention
7.8.3. Essential Criteria for an Action Plan

Module 8. Management and Management of In-Company Training

8.1. In-Company Training

8.1.1. Training Concept, Objectives and Actors
8.1.2. Training as an Element of Business Strategy

8.2. Training Planning

8.2.1. Element of Training Planning
8.2.2. Budget Management

8.3. Assessment of Training Needs

8.3.1. Detection of Training Needs
8.3.2. Techniques and Data Collection
8.3.3. Analysis and Valuation

8.4. Training Methods

8.4.1. On-The-Job Training
8.4.2. Off-The-Job Training
8.4.3. Training in Digital Environments: E-Learning
8.4.4. Blended Training

8.5. Design and Programming of Training Actions

8.5.1. Concept of Design and Programming of Training Actions
8.5.2. Definition of the Objective and Contents of the Training Actions
8.5.3. Methodology of Teaching in Training Activities

8.6. The Dual Education System

8.6.1. Origin of Dual Training and Reference Countries
8.6.2. Labor Aspects of the Dual Training Context
8.6.3. Training Aspects of the Dual Training Context
8.6.4. Perspectives and Evolution of Dual Training

8.7. The Cost of Training in the Organization

8.7.1. Direct Training Costs
8.7.2. Indirect Training Costs
8.7.3. The Economic Impact of Proper Training in the Company

8.8. In-House Training Inspections and Audit

8.8.1. Government Inspections
8.8.2. External Audits
8.8.3. Risks in Case of Non-Compliance

8.9. High-Specialty Training

8.9.1. High-Risk Positions
8.9.2. Special Training Programs

A unique, key, and decisive experience to boost your professional development”