HUMAN RESOURCE MANAGEMENT

Transcription

1 HUMAN RESOURCE MANAGEMENT MASTER COURSES HRM MASTER COURSES 1

2 HUMAN RESOURCE MANAGEMENT MASTER PROFILE The business community has come to understand that success relies on careful Human Resource Management (HRM). The HRM profile within the Business Administration Master s programme at the University of Twente is one of the top curricular in the multidisciplinary field of HRM, (Information) Technology and Innovation. The research expertise has a strong concentration and focuses on the latest developments including: New Ways of Working; Employee-Driven Innovation; Electronic HRM; HR Analytics; involvement of line management; and, HR Shared Services. These shape the core profile of HRM at the University of Twente and make it unique in the international academic arena. The graduates of this HRM profile emerge trained academically in line with the UTwente concept of research-designorganise so they can function as business leaders who are competent in conducting independently their international and multidisciplinary research, designing and organising innovative business solutions and contributing to value creation in organisations through good management of technology and human talent. The HRM profile of the Business Administration Master s programme offers MORE INFORMATION? PLEASE US! 2 HRM MASTER COURSES unique opportunities to gain marketable skills in analysis, team working, consultancy and project management. UTwente HRM graduates learn how to use HRM systems to design business solutions, to build committed talented workforce and to shape a flexible, effective organisation. They study how to apply financial analysis, research methods and software to improve the HRM decision processes. They learn how organisations can stimulate the innovative work behaviour and performance of employees. Once graduated, they work in major corporate, government and nonprofit local and multinational organisations across the country and beyond. Studying HRM in Twente opens a door to many opportunities including, for example: joining interactive sessions with teachers, peers and business leaders; visiting and closely collaborating with organisations during the courses; organising symposiums for companies; and working in small teams on challenging assignments. Furthermore, you can enjoy a carefully balanced study load across the four HRM courses of: Global Talent Management; Strategic HR Analytics; HRM and Innovation; and, HRM and Technology Design. Looking into the future through the lenses on the doors of opportunities TANYA BONDAROUK HRM MASTER COURSES 3

3 Quartile 1A Workload balanced between these HRM courses Quartile 1A GLOBAL TALENT MANAGEMENT STRATEGIC HR ANALYTICS JEROEN MEIJERINK SJOERD VAN DEN HEUVEL particular, global talent management in- We will also conduct an HR Analytics You will learn to design a strategic volves making trade-offs between stan- The Strategic HR Analytics course research project for a large Dutch com- plan for global talent management in dardising talent management practices provides you with the knowledge and pany with a pressing business challenge MNCs based on case studies of real-life globally versus locally integrating them. skills to apply HR Analytics in practice which needs creative and innovative multinational corporations (MNCs; such Therefore, we cover various theoretical and to advise organisations on their HR solutions. The HR Analytics manager as Backer & McKenzie, Hilton Hotels and perspectives that explain the allocation Analytics strategy. The course helps you from a Dutch multinational organisation Maersk). As such, this course prepares of responsibilities and roles to talent to become the analytical HRM specialist will share experiences on implementing you to position yourself in the demand- managers in MNCs. To complement of the future; ready to take fact-based HR Analytics in practice. Are you the ing modern labour market and to de- these theoretical explorations we invite decisions that will help your organisa- bright analytical mind that such organi- velop your competences by identifying, guest speakers from MNCs to share tion to take HRM to the next level. sations are looking for? attracting, developing and retaining their experiences. talents in arenas that are becoming more competitive and international. HR Analytics refers to the systematic In this course we study several of the global talent management challenges faced by MNCs. These include making decisions to identify and manage talents for realising corporate goals. Furthermore, we discuss expatriation and cross-border teams as topics highly relevant to deal with this context. In Tutorials and workshops; (guest) lectures; cases of real-life MNCs; project group work. Examination Individual essay (50%); final group design paper (50%); two group assignments. identification and quantification of the influence of people on business outcomes. In this course we learn and experience how HR Analytics can be applied to various HRM themes in a mixture of lectures and tutorials, such as recruitment, retention and staffing. Lectures; tutorials; guest lectures; interviews; presentations. Examination Individual exam (50%); group research project report (40%); group presentation (10%) 4 HRM MASTER COURSES HRM MASTER COURSES 5

4 5 REASONS TO JOIN THE HRM MASTERS PROFILE 1. Learn from top research experts in HRM, Technology and Innovation. 2. Learn to position yourself as a talent the first step toward a rewarding career. 3. Gain marketable multidisciplinary skills and become an effective business leader. 4. Learn from projects with real-life organisations and inspiring guest speakers from business. 5. Enjoy a carefully balanced study load across all HRM courses.

5 Quartile 2A Workload balanced between these HRM courses Quartile 2A HRM AND TECHNOLOGY DESIGN HRM AND INNOVATION TANYA BONDAROUK ANNA CHRISTINA BOS-NEHLES its specific context. You will evaluate the actors innovate HRM. In doing so, it During this course you will master the effectiveness of HRM function, its de- We invite students to engage in the challenges students to think about knowledge and skills required to design sign, and the effectiveness of electronic quest to understand better how firms questions such as: Which HRM practices HRM solutions based on a real-life busi- HRM. We cover questions such as: How can make their workforces more inno- make organisations ambidextrous? How ness problem and to apply and evaluate should different IT-based HRM practices vative with the use of human resource does HRM affect innovation? Do cre- concepts of the job design; labour be delivered? What are the (expected) management. This course challenges ative ideas require different HRM instru- architecture; New Ways of Working; outcomes of different HRM delivery you to think about questions such as: ments than the implementation of those and, electronic HRM. You will learn to channels at the individual, departmental how does training lead to more and ideas? and, In which way do employees re-design effectively the HRM function and organisational levels? better innovative ideas? What type of gear changes in HRM practices? in a real-life company and organise a recruitment and selection practices do symposium to share business solutions. organisations need to attract innovative We search for the best combination of different HRM channels and actors (like central HR departments; decentralised HR units; HR Shared Service Centres; line managers; employees; and, Information Technologies). We will explore how to decide which HR practices should be outsourced, made digital, or kept in-house; how to design jobs that are best for an organisation in In-class sessions: discussions; presentations; pitching; debates. Design-oriented project in a real-life company. Organise a symposium for all companies. Examination Individual exam (30%); project group report on the re-design (50%); symposium (20%). talent? And, How can employees be motivated to create new ideas? In this course, we discuss the reciprocal relationships between human resource management, such as selection, training or development actions, and innovation. It focuses, on the one hand, on how HRM and employee attributes affect different forms of innovation and, on the other, how different organisational Examination Tutorials; seminars in which real-life data will be analysed; real-life case study presented by company representative; interviews. Individual assignment based on a real research (60%); group assignments (40%). 8 HRM MASTER COURSES HRM MASTER COURSES 9

6 hrm. & TECHNOLOGY INNOVATION

7 PHOTOGRAPHY GIJS VAN OUWERKERK LAYOUT AND DESIGN RUBEN VAN DEN HOUT PUBLICATION JUNE 2015