DegreeInternational
Webinar – General presentation & application procedures for Masters taught in English
Comprehensive academic program, in international resources management with intensive French language courses (250 hours), to make the most of French culture in an international environment.
What is the purpose of this international HRM Master’s Degree? It aims to train human project leaders to work in an English and multicultural context – in France and/or abroad – for small and medium sized import / export companies or major international groups.
Tailor-made for future Executives in international businesses, the programme was created in collaboration with IHRM professionals.
It is aimed at students wishing to pursue an international management career in a global context. It develops a wide range of up-to-date skills in social innovation and in HRM. The programme will concentrate on the key role of HRM project management in an international context.
| In order to better meet international students’ expectations, IGR-IAE Rennes now offers two-year English-taught programs. This new timeframe will give students more time to learn about France and French people, and to work in the context of French or France-based companies during the two internship periods included in the programme. These full-time programmes are fully taught in English on our premises located next to Rennes city centre. |
The Master’s Degree in IHRM will be organized as follows:
Master 1: two full semesters from October to March with a specialisation in international human resources management and interaction with students from the other Masters in English. Optional internship or work experience is possible from April to September
Master 2: Master 2 IHRM programme, with classes from October to January with 4 to 6 months of mandatory work experience or internship from February to September.
Four key managerial skills will be developed:
One of the highlights of this programme is to combine a comprehensive academic programme, in international HRM with intensive French language courses (250 hours).
Classes are taught by French and international researchers associated with practitioners who are all experts in Social Innovations and Human Resources Management. All the courses are designed to be organized with small group dynamics: case studies, role playing and management problem solving.
Please note: in a process of continuous improvement, course content is subject to possible changes.
The content of the new two-year programme is currently being edited. Sorry for the inconvenience
1. To discover the scope of HR activities in an international context.
2. To develop awareness on cultural differences and the impact on HR policies.
3. To learn how to analyse problems and design HR policies in a collaborative way.
Skills to be acquired
Program
1 . History of internationalisation :
– from Fordism to the network company
– forms of internationalisation : ethnocentric, geocentric, polycentric and impact on HR organisations and policies
Teaching method : lecture and review of international employee interviews.
2. Culture :
– definition of a culture, stereotypes, values.
– introduction to cultural differences theories (Hofstede, Hall, Trompenaars…)
– HR policies and cultural adaptation.
Teaching methods : perception exercices, build upon students own experiences, research articles readings.
3. Designing HR processes and policies in an international context :
– problem analysis exercice with co development tool
– group work to work out HR program or solutions to specific issues such as recruiting, managing interpersonal conflict, organizing work across boundaries, developping new subsidiaries abroad, …
Teaching methods
Experiment the collaborative practice of co development, research article to read and analyze. Feedback on students proposals
Assessment method
Continuous assessment – group project & oral presentation
Skills to be acquired
Program
Teaching methods
Participants are expected contribute to the class through their comments, questions, and examples from their experience. Some readings may be assigned to supplement the in-class material. More specifically, the course will use the following teaching methods:
Bibliography
Prérequisites
No specific prérequisites
Assessment method
Written exam
Objectives
Businesses are under constant pressure and face a rapid change in their competitive environment. Successful performance in such an environment requires an increased understanding of the company’s strategy. Those who do not meet this challenge are quickly sanctioned by the market.
Skills to be acquired
This course is intended for students with first skills outside management or with a generalist profile. the purpose of the course is to acquire a transversal decision-making autonomy, a systemic methodology of analysis, an aptitude to the structuring of due diligence.
Program
Introduction: mastering key concepts of strategy.
Chap 1. The systemic diagnosis of the organization, a renovated approach
The main strategic levers faced with ecological and digitalization constraints
Strategic interactions and the impact on diagnosis and diagnosis documents
Chap 2. Structure of management levers
Bibliography
Exploring strategy, Johnson, G., Whittington, R., Scholes, K., 12 ed. (2019), Pearson Education
How smart connected produces are transforming companies, M. Porter , HBR (2015)
Digital business strategy: Toward a next generation of insights”, Barhdwaj A. (2013), MIS Quarterly
Assessment method
Personal project
Objectives
Acquire the mindset of an innovative project manager, by applying the tools/methods of problem exploration to the search for solutions, including concrete test phases.
Skills to be acquired
Program
Each session is interspersed with phases of experimentation and personal work.
Bibliography
The Lean startup, Eric Ries
Design Sprint, Jake Knapp
The Art of Innovation, Tom Kelley
Thinking Fast and Slow, Daniel Kahneman
Discovery Discipline, Rémi Guyot
Prerequisites
No pre-requisites.
Assessment method
A written essay by each student, assessing their individual exploration (my initial project situation / what I discovered and what I want to change / how I effectively reformulate my issue / what my potential solutions are and how to test them / my conclusions and what to do next).
Objectives
. Develop a critical, nuanced and contextualised view of intercultural management.
. Develop a shared understanding of otherness.
Skills to be acquired
. Understanding interculturality in a variety of contexts (international, interpersonal, intergenerational, inter-/intra-cultural)
. Identifying cultural layers within an organisation and a team
. Decoding intercultural situations by applying an interpretation grid based on otherness.
Programme
The relationship with otherness is inscribed and constructed in interactions, situations and contexts. Incomplete, stereotyped consideration of ‘culture’ and a de facto denial of its plurality give rise to misunderstandings, incomprehension, blockages, irritations and conflicts.
This course aims to explore the different cultural strata and their interrelationships, in order to provide keys to understanding and useful frames of reference for the practice of intercultural management.
Through an approach based on discovery, construction, anticipation and defusing, this course aims to co-construct a reading grid on otherness as a practical method for intercultural management.The main themes of the course are :
. Theme 1 – Differences between national cultures: international intercultural otherness and its markers
. Theme 2 – Differences in inter-company cultures: intercultural otherness and its variability according to organisational contexts
. Theme 3 – Intercultural differences according to status: roles and cultures of employees and employers
. Theme 4 – Intercultural differences through the prism of emotionality: interactions, regulations and otherness .
. Theme 5 – Intercultural differences between individuals, the result of the encounter between the individual (personality, cognition) and his or her environment .
. Theme 6 – Intercultural differences between individuals, seen from the angle of ‘working together’: interculturality, diversity and inclusion (gender, intergenerational, disability) .
. Theme 7 – Intercultural differences in the course of a career: a dynamic perspective through changes in status and career, migration and professional trajectories .
Prerequisites
None
Assessment method
Continuous assessment
Objectives
This module aims to provide students with a fundamental understanding of accounting concepts, principles, and techniques used in preparing and analyzing financial statements. The course emphasizes the recording, summarizing, and reporting of financial transactions to enable users to make informed business decisions. Through a combination of theoretical knowledge and practical applications, students will develop the skills necessary to interpret financial data and communicate effectively in a business context.
Skills to be acquired
Throughout the course, students will develop the following skills:
Program
Exam
Written exam
*This course is optional and won’t be evaluated for HR student.*
Objectives
The aim of the course is to initiate students:
Skills to be acquired
The students will be able to:
Program
Chapter 1 : Financial statements: a reminder (balance sheet, income statement)
Chapter 2 : Financial equilibrium analysis (financial equilibrium indicators, ratio analysis)
Chapter 3 : Performance analysis (earnings and margins analysis, income statement ratio analysis, from net income to self-financing)
Assessment method
Written exam: 1h30
Prerequisites
Basic knowledge in general and financial accounting
Objectives
This module develops an understanding of issues related to the elements of costs and budgets. It develops abilities to prepare, analyze and interpret accounting information on cost elements in various cost systems. It also introduces budgeting techniques: planning, budgeting, forecasting and analysis. The cost and budgeting techniques employed to assist managers in their decision-making and to evaluate performance.
Skills to be acquired
Costing definitions to orient decision making
Be able to identify and apply the appropriate costing technique to a range of situations
Understand and implement the cost and pricing structure of the organization and its products/services.
Programme
An introduction to management Control
Assessment method
Final exam.
Prerequisites
No
*This course is optional and won’t be evaluated for HR student.*
Objectives
This course offers an understanding of fundamental principles of Corporate Finance and more specifically of financial decisions. The main goal is to help students to understand how firms meet their financial objectives using financial-decision making in business.
Skills to be acquired
By the end of this course, students should be able to:
1 – Introduction to Corporate Finance
2 – Valuation and Capital budgeting
3 – Financing decisions
Bibliography
Vernimmen, Quiry et Ceddaha.: Corporate finance, theory and practice, 2024
Prerequisites
Accounting knowledge (balance sheet, income statement, cash flow statement)
Assessment method
Written exam
A full week designed to accompany our students in the construction of their professional project, prepare them for their professional life and gain knowledge of the French labor market and specific recruitment habits with:
More particularly, workshops and conferences on ‘Professional Project’, ‘Brand Image’, ‘Non-Verbal Communication and Stress Management’, ‘How French companies Recruit their Employees’, ‘1st Job Objective’, etc. are organized specifically for our international students.
No assessment.
Objectives
The aim of the course is to make students knowledgeable about the main characteristics of global logistics networks’ design and control.
Skills to be acquired
The students will be able to (help) drive associated decision processes in actual industrial, distribution or service provision contexts.
Program
Supply chain design:
Supply chain control:
Bibliography
Prerequisites
Basic mathematical and business management background
Assessment method
In-class evaluation
The aim of the course is to learn and use the different ways to collect and analyse data.
Skills to be acquired
The students will be able to collect and analyze qualitative and quantitative data.
Program
1. Observation, ethnographic technics including participating
2. Semi-directive interviews
3. Quantitative survey.
Denzin and Lincoln (1994) Handbook of qualitative research, Sage
Valéau & Gardody (2016) La communication du journal de bord
Prerequisites
No
Continuous assessment
Objectives
Introduce students to the fundamental concepts of CSR, Corporate Governance and ESG. Situate the discussion of corporate ethics in the current scenario and its main implications in the business environment.
Skills to be acquired
Students learn to base their decisions on ethical codes, adopt social responsibility policies and consolidate the company’s commitment to a sustainable business vision.
Program
I-Ethical business, theoretical frame and ethical foundations.
II-CSR, Governance and sustainable business.
III-Best Practices in CSR.
IV-Intangibles and the creation of value.
V- Fundamental concepts and international guidelines.
VI- How to implement an CSR program, building projects in CSR.
Assessment method
Oral presentation
Objectives
The aim of the course is to master the global strategy of a company.
Skills to be acquired
The students will be able to make decisions in order to optimize a company activities (market share, production, profitability…).
Program
Simulation game
Bibliography
Management books
Prerequisites
No
Assessment method
Simulation game with results evaluation
Objectives
Skills to be acquired
Programme
Assessment method
Cas studies and presentations.
Participation
Prerequisites
No
Objectives
This course is designed to equip students with the essential principles of innovation and knowledge management, focusing on both organizational dynamics and the role of HR. It encompasses a blend of theoretical groundwork and practical case studies. The seminar aims to empower students to grasp organizations’ strategic and entrepreneurial challenges. This involves a comprehensive analysis of the key stakeholders, their action frameworks, and the challenges they encounter.
Skills to be acquired
Program
1. Introduction: origins of the concept, definitions
2. Innovation as a core process
3. People & Innovation: creating leadership
4. Knowing and knowledge: fostering creativity
5. Innovation & Entrepreneurial ecosystems
6. Managing knowledge & innovation in multicultural firms
Assessment method
Report and participation in class
Prerequisites
No
Objectives
The unparalleled acceleration in the development of information and communication technologies has given rise to the concept of digital transformation. This transformation is taking place in companies at all levels and in all functions, including marketing.
This transformation is changing the rules of the game and creating new challenges for marketers, in order to consistently deliver value to their stakeholders.
Skills to acquire
At the end of this course, students will be able to:
– Understand the context and challenges of digital transformation as applied to marketing;
– Define and understand the key concepts related to digital marketing;
– Understand and critically evaluate the role of technology and its usefulness in marketing practice;
– Establish a strategy and implement a digital marketing project, based on a real-life situation.
Program
Chapter 1: The definition and parameters of digital marketing: context of emergence, variety of media and the digital ecosystem
Chapter 2: Digital marketing strategy: characteristics, applications and business model
Chapter 3: The practice of digital marketing: tools and methods
Bibliography
Kingsnorth, S. (2022). Digital marketing strategy: an integrated approach to online marketing. Kogan Page Publishers.
Prerequisite
Marketing fundamentals
Assessment method
Group or individual report + continuous assessment
Objectives
The objective of the course is to develop students’ ability to identify and to understand the key dimensions of innovation management and knowledge management.
Skilles to be acquired
The ability to identify and to understand the key dimensions of innovation management and knowledge management.
Programme
Chapter 1 – Innovation management: General presentation
Chapter 2 – Innovation management in an intra-organizational context
Chapter 3 – Innovation management in an inter-organizational context
Chapter 4 – The protection of innovations
Assessment Method
Case study
Prerequisites
No
Objectives
Skills to be acquired
Programme
HRIS encompasses Human Resource Management (HRM) and Information Technology/Systems (IT/IS). This course is designed to provide you core skills about HRIS and especially using an Enterprise Resource Planning (ERP) like ODOO previously named OpenERP.
The second part of this course provide an introduction to Agile & Lean methodologies from Scrum and Lean IT to Lean Startup and Customer Development. Those new corporate’s cultures contribute significantly to the efficiencies in the management of a company’s human capital. Practical skills will be evaluated using the famous web-based project management application named TRELLO.
Finally, this course deals with Management 3.0: how to grow and transform organizations into becoming great places to work by applying agile principles to management.
Assessment method
Project by group and personal involvement all along the course
Prerequisites
No
Objectives
The main objective is to show why systems thinking is considered as a novel leadership approach to deal with complexity and uncertainty.
Skills to be acquired
– Understand why systems thinking is a new way for leaders to consider events, people, and processes in complex situations.
– Know when and how should leaders practice systems thinking
Programme
– What is systems thinking?
– Systems thinking leadership : how to lead in complex environments
Assessment method
Group work presentation
The groups will have to study a leadership problematic by using systems thinking approach.
Prerequisites
No
Objectives
Workplace Quality of Life’ concepts and strategic deployment guidelines.
Skills to be acquired
Master Workplace Quality of Life concepts
Understand Workplace Quality of life strategic deployment guidelines
Programme
Assessment Method
Case study in group (written document and presentation).
Prerequisites
Objectives
Learning objectives: Enable the student to develop and demonstrate knowledge and understanding, skills, qualities, and other attributes on Learning & development strategies and Talent and mobility Management.
Skills to be acquired
Provide the skills and understanding needed to stablish a talent et mobility management system and how it has to be linked with the business strategy and how could be implemented it in a daily processes throughout the company as a whole.
Be able to use the strategic human resource planning to improve business value and become a business HR partner in order to support the company’s strategy.
Programme
– Cross cultural skills analysis,
– Mobility process
– Country navigation
– Talent Management System
– International mobility management
Assessment Method
Oral presentation
Prerequisites
No
Objectives
Based on the understanding of the mutidimensionnality of the working conditions & the psychosocial risks, the main objective is to learn how to think and to build strategies to manage stress in the workplace and to conduct change in firms which prevent psychosocial risks.
Skills to be acquired
– Understand how to change organizations in order to prevent psychosocial risks
– Be able to build strategies to prevent psychosocial risks and to manage stress in the workplace
– Be able to manage change in a company and to perform the organization and managers ability to change.
Programme
· What is a psychosocial risk? The workplace context, the working conditions, the types of psychosocial risks and stress, the person, the burnout
· Three influential theoretical models to establish a relationship between psychosocial risks and health: interactionist, transactional and organizational justice
· Strategies to manage stress in the workplace: the actors, the types of prevention, acting regarding the context
· Change diagnosis: types and context of change
· Change management: people’s reactions against change, resistance toward change, change models
· How to create a context in favor of change? Individuals accompanying, organizational ability to change
The course, case studies, videos, the emotional intelligence test
Assessment Method
Group work on a case study, written presentation
Prerequisites
No
Objectives
Learn how to build a total reward compensation strategy and to put it in place in a company.
Skills to be acquired
– Understanding of the different forms of financial and psychological rewards
– Understanding the role the organizational and environment context of a company
– Be able to build a compensation philosophy and policy and to communicate about it
– Be able to build a reward system adapted to expatriates.
Programme
1. Financial and psychological rewards
2. Total reward definition
3. Total reward strategy and main principles
4. Global compensation policy
5. How to guarantee internal equity & market competitiveness?
6. Compensation: Communication challenges
7. Zoom: Long Term Incentive Plans
8. Compensation and mobility management
Assessment Method
Oral presentation
Prerequisites
No
Objectives
This course deals with survey methods (interview and questionnaires in particular) which can be used either in companies or during research projects.
Skills to be acquired
– How to build a problematic.
– How to search for references and to write an academic literature review
– How to conduct a quantitative and a qualitative survey and to analyse the data
Programme
1. The stages of a scientific approach and the research plan
2. The problematic: literature review and problematic formulation
3. The qualitative survey: data collection and analysis
4. The quantitative survey: data collection and analysis
Students will have to build a project about a IHRM topic that interest them. Those who want to prepare a Phd will also write a research plan.
Assessment Method
Written report and oral presentations.
Prerequisites
No
Here are a few examples of jobs aimed by the Master’s Degree and on offer by companies:
The Master’s Degree in International Human Resources Project Management is an English-taught Master programme, leading to a Master’s Degree fully accredited by the French state.
Students should hold a Bachelor’s Degree or a business school diploma in order to be eligible to apply.
Tuition fee for the whole program is €9,514, spread as follows over the two academic years:
€4,757 for the first year of the programme,
€4,757 for the second year of the programme.
Not included in this tuition fee:
Classes begin:
Next intake September 2025
End of academic year:
October 31, 2027 (including internship period)
Applications for the 2024 intake are closed. Please contact the programme coordinator to be notified of the next application campaign.
Programme Director:
Dr. Caroline Ruiller
Dr Rebecca Dickason
International Student Coordinator
Pom Jactin
igr.international-degree@univ-rennes.fr
+33 2 23 23 60 06
