Presentation

Why is people and talent management an important subject? Think: What is a company? What moves companies? What makes companies evolve, fail, survive? What about the market? Human beings and, above all, their talent. In this subject we will see how to manage people’s talent and how to value it as a differentiating element, a creator of motivation, business, and social culture.

Because we are in the era of change due to globalization and digital transformation, human resources management is becoming the key differentiating factor in the competitive strategy of companies. Therefore, we will look at how to manage change and how to carry out an adequate knowledge management, which are the two major challenges facing companies today.

We will finish the subject by taking a deeper look at the key skills to be able to adequately implement the previous concepts related to the life cycle of the employee, as well as the management of change and knowledge. It is essential to know how to influence people in order to properly manage talent. We will propose practical and useful tools to lead people and learn to manage conflicts.

Basic Competences

• CB6: Possess and understand knowledge that provides a basis or opportunity to be original in the development and / or application of ideas, often in a research context.
• CB7: That students know how to apply the knowledge acquired and their ability to solve problems in new or unfamiliar environments within broader (or multidisciplinary) contexts related to their area of study.
• CB8: That students are able to integrate knowledge and face the complexity of making judgments based on information that, being incomplete or limited, includes reflections on social and ethical responsibilities linked to the application of their knowledge and judgments.
• CB9: That students know how to communicate their conclusions and the knowledge and the reasons behind them to specialized and non-specialized audiences in a clear and unambiguous way.
• CB10: That students have the learning skills that allow them to continue studying in a way that will be largely self-directed or autonomous.

General Competences

• CG4: That students know how to communicate their conclusions, present projects, results, plans, knowledge and the reasons behind them to specialized and non-specialized audiences in a clear and unambiguous way.
• CG5: That students are able to integrate their knowledge of various functional areas of the company with generally incomplete or limited information of the company environment to make decisions and solve problems in complex and multidisciplinary situations.

Specific Competences

• CS12: Understand the functional organization of the company. Interrelations between areas. Identify and understand the factors and dimensions that are part of the company at functional level and the characteristics of its administration system.
• CS26: Provide the student with team management techniques at the service of meeting specific business objectives and negotiation techniques.
• CS27: Develop and maintain the human talent in the organization, analyzing the instruments and the key procedures in the management of human resources.
• CS28: Techniques for the management of human teams for innovation and for the management of continuous change.

Transversal Competences

• CT4: Train the student with the knowledge and skills necessary to be able to carry out their professional performance in organizations with cultural diversity.
• CT8: Facilitate the process of student integration to the professional business world.
• CT9: Provide students with learning skills that allow them to continue studying autonomously.

Block 1. Employee life cycle

Unit 1. Being part of the company: recruitment, selection, welcome and integration

• Employee life cycle
• Selection of personnel
• How to design a selection process?
• New selection techniques

Unit 2. The keys to the selection process and the employer branding

• Employer branding
• Successfully complete the selection process
• Employee experience
• Know yourself
• Self-esteem as a key and a value

Unit 3. Talent management (I): talent development and evaluation, and retention

• Performance evaluation
• What, how, and when to evaluate?
• The actors: Who participates in the performance evaluation process?
• Evaluation of the process
• Performance interview
• The evaluation of potential and the 3x3 model
• Performance evaluation and other HR processes
• Corporate universities

Unit 4. Talent management (II): compensation and motivation policies

• Reward systems in a company
• The relationship between motivation and salary
• Establishment of a remuneration policy
• Design of remuneration levels and associated concepts: pay bands, job evaluation
• The four models of motivation to manage talent

Unit 5. Offboarding of employees

• Types of offboarding and causes
• The offboarding process in a company
• The termination/offboarding interview
• Emotional management

Block 2. People management strategies

Unit 6. Strategies for managing people and the company

• The role of Human Resources as a strategic factor and its organization
• HR functions and areas
• Strategic planning for HR
• General diagram of strategic analysis
• General models for HR management
• Organizational structures

Unit 7. Knowledge management

• Knowledge within an organization Knowledge management in business economy
• Knowledge society: economic and social dimensions
• European initiatives in favor of the Knowledge Society
• Knowledge management process
• Management techniques
• Methodology for implementing knowledge management
• Mediation and classification models for intellectual capital
• Knowledge management models

Unit 8. Managing change

• Organizational change
• Stages of change management. The eight steps and three stages of change
• The change process and its resistances
• Tools for change

Block 3. Basic skills for effective talent management

Unit 9. Leadership and bases of power

• Leadership and styles of leadership
• Collaborators and collaboration styles
• Power
• Power bases

Unit 10. Conflict management and negotiation

• Conflict and types of conflict
• Conflict management and resolution
• Negotiation and negotiation types
• Effective negotiations
• The cylindrical model of negotiation
• Important concepts in negotiation

The different tasks and activities programmed during the semester have been developed with the goal of adapting the learning process to the different capabilities, necessities and interests of the students.

The activities included in the subject are:

• Practical cases. Will provide the student with actual business situations that will need to analyse and, after that, make decisions, evaluate the consequences and alternatives. On the other hand, practical cases can be programmed in order that the student detects relevant situations, analyzes the complementary information, makes decisions in relation to the scenario that arises and proposes solutions or indicates how to improve the starting situation as final pedagogical objective.
  
  In the weekly program you can check when they start and when they should be submitted. On the other hand, in the virtual classroom you will find all the information necessary for its development.
  
• Participation in events. These are scheduled events, every week of the academic term, such as virtual sessions.
  

Download the program

These activities are combined with the following aspects:

• Personal Study
• Tutoring. he tutoring class can be implemented through different tools and means. During the course of the subject, the teacher-tutor plans the individual tutoring on specific days for the resolution of academic-oriented doubts through “Consultation sessions”. Supplementing these sessions, students have also available the “Ask your teacher” forum through which they can formulate questions and check the corresponding answers on general aspects of the subject. Due to the very nature of the media used, there are no fixed schedules for the students.
• Mandatory on-site final exam

The hours dedicated to each activity are detailed as follows:

TRAINING ACTIVITIES	HOURS OF SUBJECT	% PRESENCE
Virtual sessions	15 hours	100%
Master classes	4 hours	0
Personal study of basic material	60 hours	0
Reading of complimentary material	32 hours	0
Realization of practical cases and self-evaluation tests	45 hours	0
Tutoring	16 hours	10
Collaborative work (forums and/or discussion groups)	7 hours	0
Final on-site exam	1 hours	100%
Total	180 hours	-

You can personalize your study plan choosing the type of activity that best matches your profile. The tutor will advise you and help you elaborate your study plan. S/he will always be available to guide throughout the course.

Basic bibliography

The section Basic Bibliography is essential for the course. If any document (reading, article,…) is not available in the virtual classroom, you will have to find it by other means: UNIR bookshop, virtual library…

The necessary texts for the study of this subject have been elaborated by UNIR and are available in a digital format to consult, download or print inthe virtual classroom.

Complementary bibliography

• Alles, M. (2005). Desarrollo del talento humano: basado en competencias. Barcelona: Ediciones Granica.
• Alles, M. (2012). Social media y recursos humanos. Barcelona: Ediciones Granica.
• Alles, M. (2012). Las 50 herramientas de recursos humanos que todo profesional debe conocer. Barcelona: Ediciones Granica.
• Chiavenato, I. (2002). Gestión del Talento Humano. Colombia: McGraw Hill.

• Dolan, S., et al. (2007). La gestión de los recursos humanos. Cómo atraer, retener, y desarrollar con éxito el capital humano en tiempos de transformación. Madrid: McGraw-Hill.
• González, Á. L. (2017). Métodos de compensación basados en competencias (3ª ed.). Colombia: Editorial Universidad del Norte.
• Palomo, Mª. T. (2010). Gestión por competencias y talento. Madrid: ESIC Editorial.
• Puchol, L. (2005). Dirección y gestión de recursos humanos. Madrid: Ediciones Díaz de Santos.

The evaluation system is based on the following numerical chart:

0 - 4, 9	Suspenso	(SS)
5,0 - 6,9	Aprobado	(AP)
7,0 - 8,9	Notable	(NT)
9,0 - 10	Sobresaliente	(SB)

The grade is made up of two components:

The exam is done at the end of the four-month period and is ON-SITE and COMPULSORY. It comprises the 60% of the final grade and so that the grade obtained in this exam is added to the final grade it is obligatory to PASS it.

The continuous evaluation comprises the 40% of the final grade. This 40% of the final grade consists of the grades obtained in the different training activities carried out during the four-month period.

EVALUATION SYSTEM	WEIGHTING min - max
Student participation (sessions, forums)	0% - 40%
Study cases	0% - 40%
Self-evaluation test	0% - 40%
On-site final exam	60% - 60%

Isabel NG

Education: Isabel Ng was born and raised in Hong Kong. She received her PhD in psychology from the University of Michigan, Ann Arbor in the United States in 2007. Upon graduation, she taught MBA courses at the Tuck School of Business at Dartmouth College in the United States, as well as the School of Management at Fudan University in Shanghai, China. She is now a full time faculty at UNIR teaching Leadership and Management.

Professional experience: Her primary research is on implicit motives, such as the motives for power, affiliation and achievement. Isabel is passionate in studying how people´s inner motives drive their behaviors and achieve different goals in life. Besides, she also enjoys studying how people from different cultures can form good teams together.

Lines of research: With respect to her research interests, Dr. Ng has published academic papers in journals such as the Motivation and Emotion journal, and academic book chapters in the Chinese Handbook of Organizational Behavior, and the Oxford Handbook of Chinese Psychology.

Studying online means you can organize your study as you wish, as long as you meet the due dates of the different assignments (activities, tasks and tests). In order to help you, we propose the following steps:

1. From our online platform you will have access to each of the subjects you are enrolled. Apart from this, you can access to the Aula de información general. In this section, you have available all the documents on how to use the different tools included in the virtual classroom, how a subject is organized in UNIR. Remember that you will also have the possibility to organize your study plan with the tutor.
   
2. Do not forget to check the weekly program. You will see which part of the content of the course you have to work on every week and when you should start preparing the case.
3. After knowing your work for the week, go to Units in your virtual classroom. There, you will have access to the study material (theory and practice) from the unit you need to study throughout the week.
   
4. Begin with the reading of the Key ideas of the unit, they constitute the content of the unit and the basic material of study. Check also the In deep section which contains supplementary material.
   
5. Take time to complete the Practical Practical Cases and Test. In the subject Program we will detail when you can develop them.
   
6. We strongly recommend to take part in the events of the course (On-site virtual classes). To know the exact date for each one of these events you must visit the communication media on the Virtual Classroom. Your teacher and your tutor will inform of the subjects news.
   

Please, take into account the following tips…

• Whatever you study plan is, go often to the virtual classroom so that you are always up to date about the course and you are in contact with your teacher and your tutor.
  
• Remember you are not alone: send an email to your tutor if you have any doubt. If you attend the online classes, you can also ask your teacher about the contents of the unit. Also, you can always write your doubts and questions about the contents in the Forum of each subject (Ask the teacher).
• And, remember, you are studying online: your effort and perseverance are the key element to obtain good results. Don’t leave everything to the last minute!!!