Certificate
The world's largest school of business”
Why study at TECH?
Training that will elevate your skills to the highest professional level, with up-to-date information on the latest business techniques and approaches"
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 Technological University
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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.
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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.
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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.
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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.
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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.
Show the world your talent after completing this program.
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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.
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Learn with the best |
In the classroom, TECH’s 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:
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Analysis |
TECH explores the student’s critical side, their ability to question things, their problem-solving skills, as well as their interpersonal skills.
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Academic Excellence |
TECH offers students the best online learning methodology. The university combines the Re-learning methodology (the most internationally recognized postgraduate learning methodology) with Harvard Business School case studies. A complex balance of traditional and state-of-the-art methods, within the most demanding academic framework.
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Economy of Scale |
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 Harvard Business School case studies"
Structure and content
TECH has made available to its students a high-quality educational program, aimed at business professionals who wish to broaden their knowledge in human resources management, specifically in the field of personnel selection. In this way, students will find a very well-structured program that will help them to self-manage their study time in order to achieve a complete learning process adapted to their needs.
Take a self-directed academic tour through the latest concepts and strategies for personnel selection"
Syllabus
This Advanced Master’s Degree MBA in HR Recruitment Expert by TECH Technological University is an intensive program that prepares students to face challenges and business decisions both nationally and internationally. 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, an authentic immersion in real business situations.
This program deals in depth with the main areas of the company and is designed for managers to understand personnel management from a strategic, international and innovative perspective.
A plan designed for students, focused on their professional improvement and that prepares them to achieve excellence in the field of human resources management.
A program that understands your needs and those of your company through innovative content based on the latest trends, and supported by the best educational methodology and an exceptional faculty, which will provide you with the competencies to solve critical situations in a creative and efficient way.
This program takes place over 24 months and is divided into 19 modules:
Module 1: Strategic HR Management
Module 2: HR Management and Administration Process
Module 3: Organizational Behavior
Module 4: Economic Management and Administration
Module 5: Executive Coaching
Module 6: Talent Management
Module 7: Strategic Communication
Module 8: Ethics and Corporate Social Responsibility
Module 9: Transforming Human Resources in the Digital Era
Module 10: Psychology of Work and Organizations
Module 11: People Management
Module 12: Management and Management of In-Company Training
Module 13: Strategic Management of Equality and Diversity in HR
Module 14: Selection of People (I): Quantitative and Qualitative Methodologies
Module 15: People Selection (II): Digital Era
Module 16: Performance Management and Compensation Policy
Module 17: Management of Labor Intermediation Policies
Module 18: Personal Productivity and Project Management
Where, when, and how it is taught.
TECH offers you the possibility of taking this program completely online. During the 24 months of training, you will be able to access all the contents of this program at any time, allowing you to self-manage your study time.
Module 1. Strategic HR Management
1.1. HR Evolution: An Integrated Vision
1.2. Strategic Thinking and System
1.3. Planning and Management of HR Department Projects
1.4. Strategic Organizational Design
1.5. Job Design, Recruitment, and Selection
1.6. Strategic Leadership
1.7. Auditing and Control of HR Function
Module 2. HR Management and Administration Process
2.1. Labor Recruitment
2.2. Labor Intermediation
2.3. Labor Relations and Information Technology
2.4. Layoffs and Restructuring of the Workforce
2.5. Collective Bargaining
2.6. Occupational Disability and Health
2.7. Occupational Health and Quality
Module 3. Organizational Behavior
3.1. Organizational Culture
3.2. Organizational Structure
3.3. Organization Management
3.4. Behavior and Organizational Changes
3.5. Power and Politics
3.6. HR Department Organization
3.7. People in Organizations
3.8. Knowledge management
Module 4. Economic Management and Administration
4.1. Financial and Accounting Basis for HR Management
4.2. Financial Diagnosis
4.3. Analysis of the Income Statement Profit and Loss
4.4. Compensation Policy Management
4.5. Compensation and Non-Economic Benefits
Module 5. Executive Coaching
5.1. Neuromanagement
5.2. Self-control and Self-efficacy
5.3. Coaching
5.4. Positive Psychology
5.5. Management and Emotional Intelligence
5.6. Empathy and Collaboration
5.7. Time Management
Module 6. Talent Management
6.1. Job Analysis
6.2. Selection, Group Dynamics and HR Recruitment
6.3. Human Resources Management by Competencies
6.4. Performance Evaluation and Compliance Management
6.5. Training Management
6.6. Talent Management
6.7. Innovation in Talent and People Management
6.8. Motivation
6.9. Employer Branding
6.10. Development of High Performance Teams
Module 7. Strategic Communication
7.1. Interpersonal Communication
Module 8. Ethics and Corporate Social Responsibility
8.1. The Managerial Role and CSR
8.2. Corporate Responsibility
Module 9. Transforming Human Resources in the Digital Era
9.1. New Forms of Organization and New Work Methodologies
9.2. Digital Skills and Professional Brand
9.3. HR and Data Analysis
9.4. Managing People in the Digital Age
Module 10. Psychology of Work and Organizations
10.1. Approach to Work and Organizational Psychology
10.1.1. Definition and Historical Conceptualization
10.1.2. Application of the Psychology of Work and Organizations
10.1.3. Psychological Pictures in the Workplace
10.2. Organizational Structure
10.2.1. Organizational Structure: The Organizational Chart
10.2.2. Group Structure: Types of Business Groups
10.2.3. Information Processing and Exchange in the Organization
10.3. Organizational Climate
10.3.1. Concept of Organizational Climate
10.3.2. The Importance of Establishing an Organizational Culture in the Company and its Impact on the Worker
10.3.3. Organizational Climate Assessment
10.4. The Positive and Creative Context in Organizations
10.4.1. Introduction to the Positive Context
10.4.2. Handling Turbulent Contexts and Dispensers
10.4.3. Mediation Actions
10.4.4. Organizational Change
10.5. Social Psychology of Conflict and Negotiation
10.5.1. Social Conflict (The Human Group and its Cognitive Components in a Group)
10.5.2. The Human Group: Collective Processes
10.5.3. Stimulation of Conflict
10.6. Psychosocial Foundations of Human Behavior
10.6.1. Psychological Foundations of Human Behavior
10.6.2. Values
10.6.3. Perception
10.6.4. Learning
10.6.5. Commitment
10.7. Job Orientation
10.7.1. Contextualization of Guidance in the World of Work
10.7.2. Career Guidance in Lifelong Work-Based Learning: Skills
10.7.3. Digital Transformation in Career Guidance
10.7.4. International Organizations in Vocational and Professional Guidance
10.8. Leadership, Change, Innovation and Development
10.8.1. Introduction and Definition of Leadership
10.8.2. Leadership Typologies
10.8.3. Leadership Competencies Focused on Change and Innovation
10.9. Personality, Attitudes and Values in the Work Environment
10.9.1. Conceptualization of Personality
10.9.2. Personality Theories
10.9.3. Relationship between Attitudes and Personality
10.9.4. Personality and Work Environment
10.10. Motivation and Job Satisfaction
10.10.1. Motivation: Types (Extrinsic and Intrinsic)
10.10.2. Motivation and Personality
10.10.3. Job Satisfaction and Fulfillment
Module 11. People Management
11.1. Introduction to Personnel Management
11.1.1. Human Resources in the Company
11.1.2. Personnel Administration Management in Human Resources (HR)
11.2. Recruitment Modalities
11.2.1. The Work Contract
1112.2. Types of Contracts
11.2.3. Types of Contract Termination
11.3. The Payroll Receipt (I)
11.3.1. Salary
11.3.2. Salary Payments
11.3.3. Extra Salary Payments
11.4. The Payroll Receipt (II): Calculation
11.4.1. Payroll Structure
11.4.2. Contribution Bases
11.4.3. Payroll Accounting
11.5. The Payroll Receipt (III): Deductions
11.5.1. Deductions
11.5.2. Taxes
11.5.3. Social Security
11.5.4. Other Deduction Types
11.6. Working Hours, Vacations and Leave
11.6.1. Workday
11.6.2. Vacations
11.6.3. Work Permits
11.6.4. Disabilities
11.7. Taxes
11.7.1. The Tax System
11.7.2. Tax Obligations of Employees
11.7.3. Employer's Tax Obligations
11.8. Technological Tools for Payroll Processing
11.8.1. The ERP Concept
11.8.2. Importance in Payroll Management
11.8.3. Most Common Programs
11.9. Compensation and Benefits
11.9.1. Compensation and Benefits Administration
11.9.2. Benefits in Excess of the Law
11.9.3. Emotional Salary
11.9.4. Home Office
11.10. Equal Opportunity in Personnel Administration
11.10.1. Equal Opportunity as Part of Organizational Culture
11.10.2. Gender Equity
11.10.3. Social Responsibility
Module 12. Management and Management of in-company Training
12.1. In-company Training
12.1.1. Training Concept, Objectives and Actors
12.1.2. Training as an Element of Business Strategy
12.2. Training Planning
12.2.1. Element of Training Planning
12.2.2. Budget Management
12.3. Assessment of Training Needs
12.3.1. Detection of DNC Training Needs
12.3.2. Techniques and Data Collection
12.3.3. Analysis and Valuation
12.4. Training Methods
12.4.1. On-the-job Training
12.4.2. Off-the-job Training
12.4.3. Training in Digital Environments: e-Learning
12.4.4. Blended Training
12.5. Design and Programming of Training Actions
12.5.1. Concept of Design and Programming of Training Actions
12.5.2. Definition of the Objective and Contents of the Training Actions
12.5.3. Methodology of Teaching in Training Activities
12.6. The Dual Education System
12.6.1. Origin of Dual Training and Reference Countries
12.6.2. Labor Aspects of the Dual Training Context
12.6.3. Training Aspects of the Dual Training Context
12.6.4. Perspectives and Evolution of Dual Training
12.7. Legal Framework for Training
12.7.1. Art. 123
12.7.2. Federal Labor Law
12.7.3. Collective Bargaining Agreements
12.8. The Cost of Training in the Organization
12.8.1. Direct Training Costs
12.8.2. Indirect Training Costs
12.9. The Economic Impact of Proper Training in the Company
12.10. In-house Training Inspections and Audits
12.10.1. Government Inspections
12.10.2. External Audits
12.10.3. Risks in Case of Non-compliance
12.11. High Specialty Training
12.11.1. High-risk Positions
12.11.2. Special Training Programs
Module 13. Strategic Management of Equality and Diversity in HR
13.1. Government Employment Programs and Policies
13.1.1. Knowledge of Current Governmental Employment Policies
13.1.2. Employment Subsidy Programs
13.1.3. Government as a Provider of Employment
13.2. Poverty and Social Exclusion Policies
13.2.1. Conceptualization of Poverty in Socio-economic Terms
13.2.2. Legal and Social Contextualization
13.2.3. Poverty and Social Inclusion in Employment Policies
13.3. Social Groups and Employment Difficulties
13.3.1. Identification of Social Groups
13.3.2. Exclusionary Labor Practices
13.3.3. Programs and Laws Protecting Social Groups
13.4. Disability in the Work Environment
13.4.1. Conceptualization of Disability
13.4.2. Inclusion Programs in the Company
13.4.3. Government Incentives
13.5. Youth and First Job Programs
13.5.1. Policies for Interns and Trainees in the Company
13.5.2. Government Programs
13.5.3. Challenges of Youth Employment in the Context of Digital Transformation
13.6. Pensions and Retirement
13.6.1. Corresponding Laws
13.6.2. Pension or Retirement Eligibility
13.7. Women and Work (I): Gender Violence
13.7.1. Contextualization of Gender Violence
13.7.2. Business Programs Against Gender Violence
13.7.3. Promoting Employment Among Women Victims of Gender-Based Violence
13.8. Women and Work (II): Discrimination and Marginalization in Employment
13.8.1. Women in the Labor Context Throughout History
13.8.2. Employment Discrimination
13.8.3. Productive Sectors with Greater Employability for Women
13.9. Immigration and Labor
13.9.1. Types of Immigrants
13.9.2. Government Programs
13.9.3. Work Permits
13.10. International Personnel Management
13.10.1. Global Companies
13.10.2. Immigrants and Expatriates
13.10.3. Fostering a Global Corporate Culture
Module 14. Selection of people (I): Quantitative and Qualitative Methodologies
14.1. Introduction to Personnel Management
14.1.1. Personnel Selection
14.1.2. Stages of Personnel Selection
14.2. Recruitment: Techniques
14.2.1. Internal Recruitment Sources
14.2.2. External Recruitment Sources
14.2.3. Digital Recruitment: e-Recruitment
14.3. Quantitative Personnel Selection Tests
14.3.1. Psychometrics
14.3.2. Psychometric Tests
14.3.3. Skills or Knowledge Tests
14.4. Psychological Tests in the Work Environment
14.4.1. Intelligence Test
14.4.2. The Personality Test
14.4.3. Test of Specific Competences
14.5. Qualitative Personnel Selection Tests
14.5.1. Role Play
14.5.2. Asessment Center
14.5.3. Group Dynamics
14.6. Evaluation of the Effectiveness and Efficiency of Selection Processes
14.6.1. Methods of Quantitative Assessment of Selection Processes
14.6.2. Methods for Qualitative Assessment of Selection Processes
14.7. On Boarding
14.7.1. Welcoming Protocols
14.7.2. Induction
14.7.3. Organizational Culture Attachment Strategy
14.7.4. Adjustment Interview
14.8. Incorporation of Equal Opportunities in the Quantitative and Qualitative Selection Processes
14.8.1. Equal Opportunities in Organizations
14.8.2. Protocols for Incorporating Equal Opportunity in the Selection and Promotion Processes
14.9. Internal Promotion Processes
14.9.1. Life and Career Plan
14.9.2. Replacement Letters
14.9.3. Promotion Processes
14.10. Employer Branding
14.10.1. Employer Branding and its Importance
14.10.2. Online Corporate Branding Tools (website, social networks, blogs)
14.10.3. Offline Corporate Branding Tools: Job Fairs, Media Impact
Module 15. People Selection (II): Digital Era
15.1. Job Skills in the Digital Era
15.1.1. Concept of Competence
15.1.2. Competencies and Careers of the Future in the Fourth Industrial Revolution
15.1.3. National and International Frameworks of Professional c-Competencies
15.2. Introduction to the 2.0 Environment and Selection
15.2.1. Advantages of the 2.0 Environment in Recruitment and Selection
15.2.2. Main Means to Carry Out Online Selection Processes
15.3. Analysis of Professional Competencies in the Business Environment
15.3.1. Identification of Competency Needs in the Job Positions
15.3.2. Elaboration of the Dictionary of Competencies
15.4. Personnel Selection by Professional Competencies
15.4.1. Competency-based Selection Interview
15.4.2. STAR Methodology
15.4.3. Asessment Center
15.4.4. Evaluation of the Competency-based Selection Process
15.5. E-Recruitment, Nethunting and Employer Branding
15.5.1. Social Reputation and Employer Branding
15.5.2. Social Media recruiting
15.5.3. Inbound recruitment
15.5.4. Mobile recruitment
15.5.5. The new e-Recruitment professionals: The Nethunters
15.6. Competency-based Selection Processes in Digital Environments
15.6.1. Big Data Analysis in the Identification of Professional Competences
15.6.2. Algorithmics in the Selection of People (Job Portals 2.0)
15.6.3. Gamification Tests
15.6.4. Networking and Personal Branding
15.7. Headhunting and the Recruitment of Digital Human Talent
15.7.1. Headhunting
15.7.2. Job Mapping
15.7.3. Online Talent Management
15.7.4. International Recruitment
15.8. Intranet as a Communication and Selection Tool
15.8.1. Intranet: Operation, Concepts and Definitions
15.8.2. Operation of an Intranet
15.8.3. Types of Intranet
15.8.4. Intranet Implementation in HR Processes
15.9. Development of Digital Competencies
15.9.1. Detection of Transversal Digital Competencies
15.9.2. Digital Skills Training in the Business Environment
15.10. Digital Culture and Workers' Inherent Digital Rights
15.10.1. Society 3.0
15.10.2. Cybersecurity and Personal Data Protection
Module 16. Performance Management and Compensation Policy
16.1. Introduction to Performance Management and Management by Objectives
16.1.1. The Impact of the Digital Era on Professional Performance
16.1.2. Digital Transformation in Companies
16.1.3. New Human Resources Policies in the Digital Era
16.1.4. New Work Environments
16.1.5. Performance Evaluation: What is it and What is it for?
16.1.6. Performance Evaluation Models
16.2. The Performance Management Cycle
16.2.1. New Work Environments
16.2.2. Phases of the Performance Management Cycle
16.2.3. Models in Work Systems
16.3. Performance Planning
16.3.1. Initial Design of the Performance Evaluation: Company Analysis
16.3.2. Setting Individual and Group Objectives
16.3.3. Performance Metrics
16.3.4. Competency-based Evaluation Systems
16.4. Performance Monitoring
16.4.1. Management of the Corporate Talent Map
16.4.2. Individual and Group Action Plan Follow-up Mechanisms: Observation, Coaching and Feedback Techniques
16.4.3. Recognition Plans
16.5. Performance Evaluation
16.5.1. Key Points in Performance Appraisal: Objectives, Competencies and Project/Team
16.5.2. Definition of Evaluation Scales and Parameters of Excellence
16.5.3. The Application of the Evaluation
16.6. Underperformance Management
16.6.1. Observation Techniques
16.6.2. Incentive Motivation and Coaching Methodologies
16.6.3. Recovery Plan
16.7. Remuneration Policy
16.7.1. Regulation of Work and Remuneration
16.7.2. Establishment of the General Compensation System
16.7.3. Variable Remuneration
16.7.4. Control Systems
16.8. Legal and Labor Aspects of Remuneration
16.8.1. Legal Framework
16.8.2. Application
16.9. Annual Planning of Performance Plans
16.9.1. Design and Development of an Annual Performance Plan
16.9.2. Analysis of Results
16.10. Additional Compensation Aspects
16.10.1. Pension Plans
16.10.2. Other Special Situations
Module 17. Management of Labor Intermediation Policies
17.1. Labor Intermediation in the Common Portfolio of the National Employment System Services
17.1.1. Labor Intermediation
17.1.2. The New Role of Public Employment Services
17.1.3. Discrimination in Access to Employment
17.2. Labor Intermediation
17.2.1. Conceptualization of Intermediation: Basic Principles
17.2.2. Labor Intermediation and Professional Orientation
17.2.3. Labor Intermediation Within Active Employment Policies in Public Services
17.2.4. Collaborating Agents in the Outsourcing of Intermediation: Recruitment Agencies and Temporary Employment Agencies
17.3. Job Prospecting (I)
17.3.1. Statistical Data on the Business Fabric
17.3.2. Sources of Labor Market Information
17.3.3. Current Labor Market Indicators
17.3.4. Employment Opportunities
17.4. Job Prospecting (II)
17.4.1. Diagnosis and Analysis of the Labor Market
17.4.2. Prospecting and its Phases: Approaching the Company and Recruiting Plan
17.4.3. Loyalty and Evaluation of the Relationship with Companies
17.4.4. Management of the Employment Demand and Accompaniment to the Company
17.5. Recruitment Activities
17.5.1. Conceptualization of Recruitment: Typologies
17.5.2. Recruitment Procedures in the Digital era: e-Recruitment
17.5.3. Recruitment in the Collaborating Placement Agencies
17.6. Personalized Itineraries of Orientation and Labor Market Insertion
17.6.1. Basic Aspects and Elements that Include it
17.6.2. Elaboration of Personalized Itineraries of Orientation and Labor Market Insertion
17.6.3. Special Considerations for Groups with Labor Market Insertion Difficulties
17.7. The Sanctioning Regime for Brokerage Activities
17.7.1. Lack of Penalties for the Recruitment of Irregular Labor Orientation and Placement
17.7.2. The Training Sanctioning Regime
17.8. Illegal Assignment of Workers: Regulatory Framework
17.8.1. Successive Reforms of the Concept and the Current Identification of Illegal Assignment
17.8.2. Illegal Intercompany Transfers
17.8.3. Consequences of Unlawful Assignment
17.9. Public-Private Collaboration in Labor Intermediation
17.9.1. European Public-Private Partnership Models
17.9.2. The Public-Private Partnership Framework Agreement after the Labor Reform
17.9.3. The Convergence of Training Obligations with the Public Employment Services
17.10. Challenges of Labor Intermediation Policies in the Digital Era
17.10.1. Labor Intermediation in Telematic Employment Agencies
17.10.2. Labor Mobility and Globalization in Employment Policies
17.10.3. Job Prospecting in the Digital Era
Module 18. Personal Productivity and Project Management
18.1. Time Management
18.1.1. Use of Time
18.1.2. Time Planning: Time Thieves
18.1.3. Development of Operational Plans and Management Control
18.1.4. New Technologies at the Disposal of Time: Outlook, Microsoft Project
18.2. Personal Energy Management
18.2.1. Personal Competencies and Management Skills
18.2.2. Interpersonal Skills
18.2.3. Conflict Resolution
18.3. Personal Stress Management Strategies
18.3.1. Stress: Basic Concepts and its Role in Survival
18.3.2. Eustress and Distress
18.3.3. Stress Management Strategies: Cognitive, Behavioral and Emotional
18.4. Project Planning and Control
18.4.1. Scope Management
18.4.2. Project Schedule Management
18.4.3. Project Cost Management
18.5. Project Quality Management
18.5.1. Planning, Quality Assurance and Quality Control: Applicable Regulations
18.5.2. Project Risk Management and Technical Tools for Project Risk Management
18.6. People Management
18.6.1. Leadership Management and Team Management in Human Resources
18.6.2. Corporate Responsibility and Ethics of the Project Manager
18.7. Legal Aspects of Project Management
18.7.1. Recruitment Management
18.7.2. Procurement Planning (The Purchasing Cycle)
18.7.3. Contract Administration and Procurement
18.8. Project Financing
18.8.1. Economic-Financial and Risk Analysis
18.8.2. Financing Mechanisms
18.8.3. Program Financial Management (Budget, Program Control, Program Closing)
18.9. Communication and Project Sales
18.9.1. Communication and Stakeholder Management
18.9.2. Project Sale Management
18.9.3. Quality Assessment in Knowledge Management and Project Management Trends
18.9.4. Information Management
18.9.5. ISO Business School 10006
18.9.5.1. UNE 412001: Practical Guide to Knowledge Management
18.9.5.2. Tiwana Methodology
A unique, key, and decisive educational experience to boost your professional development and make the definitive leap"