International Students Coordinator
+33 2 23 23 51 34
Deadline for applications:
Applications will open in January 2019. Students are welcome to contact the program coordinator in order to ask questions and be informed of the applications opening date and procedure.
Students needing to apply earlier (for example applying for a scholarship), are welcome to contact the Master program coordinators in order to get individualized help in their situation. Please let us know which scholarship you are applying for and the application deadline.
Students accepted in the Master in International Human Resources Project Management are eligible to apply for the grant offered by the University of Rennes 1's Foundation.
September 3, 2019
End of academic year:
September 30, 2020 (including internship period)
What is the purpose of this international HRM Master? Its aim is to train Human Resources Managers to work in an English and multicultural context – in France or/and abroad – for small and medium sized import / export companies or major international groups.
Tailor-made for future Executives in international businesses, the program 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 program will concentrate on the key role of HRM project management in an international context.
Four key managerial skills will be developed:
Here are a few examples of jobs aimed by the master degree and sought for by companies:
The specificity of this program is to combine a comprehensive academic program, in international HRM with intensive French language courses.
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.
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.
- 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.
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
Based on the understanding of the links between Organization, Culture & HRM practices, the main objective is to propose a framework to analyze how companies can improve HRM and intercultural management.
- Understand what are the roles of human resource managers and adapt to different organizational contexts;
- Organization theory: understand the diversity management and how to work in a multicultural team, develop one’s ability to work as a leader;
- Learn to work in a team, search for academic papers on a topic and to create an oral and written presentation..
Part 1: What is HRM?
- Organization, culture and HRM – Organization and structure – Organization and HRM models
Part 2 : Leadership
Teaching methods: theoretical lessons, academic paper presentations, case studies, videos, small group supervised work, reflexivity (e.g., return of experiences) and creation of a value chart.
The economic thought that impacted the development of the social and economic environment of Europe
- Major European Economic and social indicators
- The creation of the European Union
- The evolution of Europe and its major crisis
- Focus on European Labor Market and associated Law
- Critical thinking
- Research, collecting data and analysis on a given subject
- Understanding the Social and Economic European environment
- Economic and social indicators across Europe
- Economical methods and market analysis
- Key facts and Labor Market policies in Europe
- Taxation system
- to discover the European Union framework for collective bargaining
- to learn theories of negotiation applied to social negotiation
- to acquire a first experience of a negotiation thanks to a negotiation simulation.
At the end of the course, student
- is aware of the philosophy and framework for employee participation in European Union
- can recognize the different styles and strategies of negotiations
- is able to build a strategy of negotiation / to participate in a social negotiation
- know his/her skills and abilities as a negotiator
1. The European Union framework :
- the role of employee participation in European countries
- the organisation of participation at European level
- the organisation and weigh of Unions in European countries
2. Negotiation theories :
- Definition of negotiation - Interest and positions - Best alternative to a negotiated agreement
- Strategies of negotiation : cooperative/competitive.
- Preparation of a negotiation : information gathering, strategy choice
- Management of communication and emotions
3. Simulation of a social negotiation and debrief
(preparation outside the class, 8 hours simulation and debrief)
• to practice and understand the basic concepts and principles of HRIS’s integration (from recruitment, timesheets to payroll) using “Odoo” (ERP)
• to review agile methodologies and understand the agile manifesto through many applied areas (from lean manufacturing and project management to customer development)
• to understand how Management 3.0 practices can improve workplace culture quality
HRIS: recruitment, timesheets, payroll, employee’s directory appraisal
Agile project management: agile, collaborative skills
Management 3.0: delegation, motivation, salary
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.
Cultural differences and impacts on Management and HR policies
• Understand the cultural differences
• Assess the impact of cultural differences on Management and HR policies
- Organization and culture management
- Theories of cultural differences
- Develop one’s own awareness of differences
- Impact on HR practices
- HR Processes Management : Talent Management, Recruitment
- We refer to both academic and professional contributions.
- We will use exercices, debates, work group sessions, readings of relevant articles.
This course deals with survey methods (interview and questionnaires in particular) which can be used either in companies or during research projects.
- 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
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.
Workplace Quality of Life’concepts and strategic deployment guidelines
• Master Workplace Quality of Life concepts
• Understand Workplace Quality of life strategic deployment guidelines
• 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.
The objective of the course is to develop students' ability to identify and to understand the key dimensions of innovation management and knowledge management.
The ability to identify and to understand the key dimensions of innovation management and knowledge management.
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
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.
- 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.
1. What is a psychosocial risk? The workplace context, the working conditions, the types of psychosocial risks and stress, the person, the burnout
2. Three influential theoretical models to establish a relationship between psychosocial risks and health: interactionist, transactional and organizational justice
3. Strategies to manage stress in the workplace: the actors, the types of prevention, acting regarding the context
4. Change diagnosis: types and context of change
5.Change management: people’s reactions against change, resistance toward change, change models
6. How to create a context in favor of change? Individuals accompanying, organizational ability to change
The course, case studies, videos, the emotional intelligence test
Learn how to build a total reward compensation strategy and to put it in place in a company.
- 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.
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
Enable the student to develop and demonstrate knowledge and understanding, skills, qualities, and other attributes on Learning & development strategies and Talent and mobility Management.
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.
- Cross cultural skills analysis,
- Mobility process
- Country navigation
- Talent Management System
- International mobility management
The main objective is to move from a Digital Native Position in which they all are to a digital Active Position. That is to say understanding what is going on in terms of digital changes to make the best choices and have the best strategies when they will be in business as HR managers.
• Curiosity and openness regarding the digital changes occurring in the society, technological changes as well as social changes.
• Basic knowledges on the digital world (business makers, business models, some first level of knowledge regarding technology) to make the good choices in terms of tools and digital partners when they will be acting as HR managers.
• Deeper understanding of the consequences for the business, and HR management within companies for them to move to strategic decisions.
• Answer the “why” question. Why are we talking about digital changes in HR management ? Basic Knowledges on digital changes and the consequences for the business in general, and representations sharing within the group.
• Answer the “what question” : closer look at some specific issues such as Data management in HR, Tools selection for HR, specific tools.
• Answer the “How question” : change management, changes in the management and HR
Student personal and professional development.
- Work in a multi-cultural class and conduct a class project,
- Build an internship and professional project,
- Perform one’s ability to obtain a job or an internship,
- Write an internship or a research report and present it.
Team building (in October)
- how to perform the CV and resumes,
- recruitment simulation,
- internship search and professional project definition,
- how to write the internship / research report,
Class supervised project: conduct a survey and / or organize an event about a IHRM topic chosen by the class.
Tuition fees for the academic year, inclusive of 300 hours of French classes, is 6500 EUROS.
This does not include the CVEC (Student and Campus Life Contribution, 90 € for 2018-2019) and other living expenses.
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