Master's Degree in International Human Resources Project Management (IHRM)

Teaching modality: In English
Tuition fee: 9500 € (1st year: 4,750 € , 2nd year: 4,750 € )
Student numbers: 25
Campus: Rennes

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.

Next intake September 2024

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:

  • understanding the international and multicultural management context;
  • acquiring specific knowledge essential to work in HRM in an international context: talent management, compensation and benefits, mobility management;
  • leading change management, team-work, psychological well being, HRM project management;
  • extending their international network, and working with people from different nationalities and cultures who share the same interest in international HRM.

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

 

Master 1

  • Objectives

    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

    • Using cultural differences theory to analyse contexts.
    • Taking into account cultural differences in day to day actions
    • Using collaborative practices to analyze problems and design solutions.

    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

    • Gaining competencies to reflect companies´ international business activities critically
    • Gaining decision-making-oriented competency (e.g., self-management)
    • Ability to evaluate complex, innovative situations as they are typical of companies´ international business activities

    Program

    • Qualitative and quantitative trends in the international business environrnent
    • Modes of foreign market entry
    • Theoretical approaches for the explanation of different modes of foreign market entry
    • Strategies of international companies
    • Organization of international companies I: Archetypes of macro structures
    • Organization of International companies Il: Empirical studies referring to strategy and structure of international companies

    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:

    • Lectures
    • Discussions of readings
    • In-class exercises and simulations

    Bibliography

    • International Business: Strategy, Management, and the New Realities (4th Edition 2017) by Tamer Cavusgil, Gary Knight, John Riesenberger, Upper Saddle River 2017.
    • International Business: Environments and Operations (13th Edition 20111) by John Daniels, Lee Radebaugh, Daniel Sullivan
    • International Business: Competing in the Global Marketplace (11th Edition 2017) by Charles Hill
    • International Dimensions of Organizational Behavior (5th Edition 2008) by Nancy J. Adler

    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.

    • Analysis of the global environment (pivot variables)
    • Analysis of the competitive environment ;
    • Analysis of the decision environment

     

    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

    • Analysis of the strategic capacity and projection of the strategic potential of the organization
    • Levers of competitiveness, margin policy, relational policy

    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

    • An introduction to design thinking (identifying a problem, qualifying it and reformulating it).
    • Learn about innovative project management and apply it to your own case: design applied to your life project (professional and personal).
    • Navigate uncertainty in a pragmatic and structured way.
    • Delivering results early, continuously and in a measured way vs. planning and producing only at the end (management vs. management vs. innovation).
    • Knowing how to (re)qualify a problem to deal with it as accurately as possible.
    • Using collective intelligence (team discussions and brainstorming).
    • Mastering innovation tools such as mindmapping

    Program

    • Session1: introductory session – innovation, design thinking, team dynamics and motivational levers.
    • Session2: rethinking your perception of a problem, in design mode; the fundamentals of project management and what we are not taught; Tool #1: your personal dashboard; Tool #2: understanding and identifying ‘flow’ in your activities.
    • Session 3: Building your compass to guide your action (Tool #4); Tool #5: Co-development, to solve problems as a team.
    • Session 4: Tool #6: Generating ideas through mindmapping.
    • Session 5: Tool #7: building and comparing project trajectories (the 3 odysseys).
    • Session 6: how to reformulate a problem.
    • Session 7: mastering team brainstorming; Tool #8: analysing and integrating failure into your project.
    • Session 8: the art of prototyping.

    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:

    • Accounting knowledge: Gain a solid foundation in accounting principles, concepts, and terminology.
    • Technical proficiency: Acquire the skills to record transactions, prepare financial statements, and perform basic financial analysis.
    • Analytical thinking: Develop the ability to analyze financial data and interpret the results for decision-making purposes.
    • Problem-solving: Apply accounting principles to solve practical accounting problems and discrepancies.
    • Communication: Enhance written and verbal communication skills to effectively convey financial information to stakeholders.

    Program

    1. Introduction to Financial Accounting
      • Definition and scope of financial accounting
      • Role of financial accounting in business decision-making
      • Users and stakeholders of financial information
    1. Main Financial Statements
      • Balance Sheet
      • Income Statement
      • Cash Flow Statement

     

    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:

    • To read and analyse different financial statements of companies
    • To detect companies’ financial problems
    • To find solutions to those problems

    Skills to be acquired

    The students will be able to:

    • Read companies’ financial statements: balance sheet, income statement…
    • Understand the main concepts used in financial analysis: profitability, earnings and margins, self-financing, investments, working capital, expenses, liabilities, assets…
    • Learn about different sources of funding
    • Evaluate the financial stringency of companies

    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

    1. Basic concepts of cost accounting
    2. Cost-volume-profit (CVP) models
    3. Activity Based Costing (ABC)
    4. Introduction to budget

    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:

    • Understand the main objectives of Corporate Finance
    • Understand the investment decisions
    • Understand the different options for long-term financing
    • Determine the optimal capital structure

    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:

    • conferences
    • professional workshops
    • meetings with recruiters from different professional activity sectors
    • seminars with graduates from our Masters taught in English

    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:

    • Role of the production/operations function and a supply chain in an organization
    • Production/operations management (POM) and supply chain management (SCM)
    • Major factors of production system and production management

    Supply chain control:

    • Inventory management
    • Production planning and control
    • Logistics decision models in SCM

    Bibliography

    • Bozarth, C.C. and Handfield, R.B., (2008). Introduction to Operations and Supply Chain Management, 2nd ed., Pearson International Edition.
    • Russel, S.R. (2008). Operations and supply chain management, 6th International student edition Ed. , Published by John Wiley & Sons
    • Taylor, D. (2001). Manufacturing operations & supply chain management: lean approach, Int. Thomson Business Press

    Prerequisites

    Basic mathematical and business management background

    Assessment method

    In-class evaluation

    Objectives

    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.

    Bibliography

    Denzin and Lincoln (1994) Handbook of qualitative research, Sage

    Valéau & Gardody (2016) La communication du journal de bord

    Prerequisites

    No

    Assessment method

    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 

    1. Objectives:
    2. Understand the talent recruitment process in a modern professional environment.
    3. Explore best practices in recruitment and talent acquisition strategies.
    4. Examine techniques and tools used in the selection and recruitment process.
    5. Analyze current challenges and emerging trends in talent acquisition.
    6. Understand the importance of Employer Branding in talent recruitment and retention processes.

     Skills to be acquired

    1. Ability to design and implement effective recruitment and talent acquisition strategies.
    2. Skills in analyzing recruitment needs and evaluating candidates.
    3. Mastery of recruitment tools and technologies, including online platforms and social networks.
    4. Ability to collaborate with different departments to identify and attract top talent.
    5. Communication skills to engage and retain potential candidates.
    6. In-depth understanding of Employer Branding and its impact on recruitment and talent retention.

    Programme

    1. Introduction to Talent Acquisition:
    2. Definitions and key concepts.
    3. Strategic importance of talent acquisition in organizations.

     

    1. Recruitment Planning:
    2. Analysis of recruitment needs.
    3. Development of job profiles and skills.

     

    1. Recruitment Strategies:
    2. Traditional and innovative approaches.
    3. Use of social networks and technologies.

     

    1. Selection Process:
    2. Candidate evaluation.
    3. Interviews and evaluation techniques.

     

    1. Talent Integration:
    2. Onboarding and integration of new employees.
    3. Talent retention strategies.

     

    1. Employer Branding:
    2. Definitions and key concepts.
    3. Creation and management of a strong employer brand.
    4. Use of social media and internal initiatives to strengthen the employer’s image.
    5. Measurement of the impact of Employer Branding on recruitment and talent retention.

     

    1. Case Studies and Analysis:
    2. Analysis of real cases in different sectors.
    3. Study of best practices and lessons learned.

     

    1. Future Perspectives:
    2. Emerging trends in recruitment and talent acquisition.
    3. Adaptation to technological and societal changes.

    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

    1. Develop a conceptual understanding of innovation and knowledge management concepts.
    2. Acquire skills for conducting in-depth analyses of organizations and networks, particularly in terms of knowledge and innovation.
    3. Demonstrate the ability to implement strategic action frameworks, emphasizing leadership across multicultural teams and within international companies.
    4. Cultivate the entrepreneurial skills necessary for adapting to uncertain contexts and fostering a culture of continual improvement through meaningful value creation for organizations and the society.

    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

Master 2

  • 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

    • Practice and understand the basic concepts and principles of HRIS’s integration (from recruitment, timesheets to payroll) using “Odoo” (ERP)
    • Review agile methodologies and understand the agile manifesto through many applied areas (from lean manufacturing and project management to customer development)
    • Understand how Management 3.0 practices can improve workplace culture quality

    Skills to be acquired

    • HRIS: recruitment, timesheets, payroll, employee’s directory appraisal
    • Agile project management: agile, collaborative skills
    • Management 3.0: delegation, motivation, salary

    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

    • Workplace Quality of Life concepts
    • Workplace Quality of Life strategy and principles : stakes, objectives
    • Structure an efficient Workplace Quality of Life strategy
    • We refer to both academic and professional contributions. We will use exercices, debates, work group sessions, readings of relevant articles.

    Assessment Method

    Case study in group (written document and presentation).

    Prerequisites

    1. A HR Management academic background
    2. Share one’s own knowledge and participating to the debates

    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:

  • International HR Officer
  • Compensation and Benefits Analyst
  • International Recruiter
  • Global Mobility Manager
  • Talent Manager

ADMISSION REQUIREMENTS

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

Tuition fee for the whole program is €9,500, spread as follows over the two academic years:

€4,750 for the first year of the programme,
€4,750 for the second year of the programme.

Not included in this tuition fee:

  • €100 for the CVEC tax (Student and Campus Life Contribution)
  • Accommodation, living and transport expenses

Admission Procedure

 

 


Classes begin:

Next intake September 2024

End of academic year:
October 31, 2026 (including internship period)

 

 

Applications for the 2023 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

Detailed Admission Procedure
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