Master GRH, parcours Management de Projet en GRH Internationale

Enseigné en langue anglaise, le Master 2 GRH, Parcours Management de Projet en GRH Internationale accueille des étudiants internationaux de tous pays et forme des spécialistes de la GRH internationale. L’objectif est la conduite de projet RH, dans un contexte multiculturel (qualité de vie au travail, management des talents, RSE…).

Cinq places sont réservées à des étudiants francophones au projet professionnel international.

Au plan pédagogique, cette formation est fondée sur le travail en groupes restreints multiculturels, le développement de connaissances grâce aux cours, aux études de cas, à la recherche documentaire, aux enquêtes et à la préparation d’exposés, aux mises en situation.

Tous nos intervenants (académiques et professionnels) attestent d’une expérience internationale significative.

Objectif de ce  Master

Il a pour but de former des leaders de projets humains dans un contexte multiculturel – en France et/ou à l’étranger, au sein de PME spécialisée en import/export ou dans des groupes multinationaux. Elle s’adresse aux étudiants de toutes origines géographiques qui souhaitent poursuivre une carrière en gestion internationale dans un contexte global et numérique.

Le programme se concentrera sur les activités clés de la gestion de projet GRH dans un contexte international et sur des thèmes d’actualité (notamment la gestion numérique, la qualité de vie sur le lieu de travail, la gestion des talents et la gestion d’équipes multiculturelles).

Seuls cinq étudiants de langue française sont acceptés dans le groupe chaque année.

Points forts du programme
  • Groupe multiculturel et cours enseignés en anglais
  • Conçu sur mesure pour les futurs dirigeants d’entreprises internationales, le programme a été créé en collaboration avec des professionnels de l’IHRM
  • Stage de longue durée (4 à 6 mois) en France ou à l’étranger
  • Les cours sont dispensés par des chercheurs français et internationaux associés à des praticiens experts en innovations sociales et en gestion des ressources humaines
  • Tous les cours sont conçus pour être organisés avec une dynamique de groupe restreint: par exemple, des études de cas, des jeux de rôle et la résolution de problèmes de gestion. Les étudiants apprennent à apprendre par eux-mêmes en tant que futurs professionnels
Cinq compétences de gestion clés seront développées
  • Comprendre le contexte de gestion international et multiculturel
  • Acquérir des connaissances spécifiques essentielles pour travailler en GRH dans un contexte international: communication 3.0 (gestion numérique), gestion des talents, rémunération et avantages, gestion de la mobilité
  • Diriger la gestion du changement, le travail en équipe, le bien-être psychologique et la gestion de projet GRH
  • Étendre leur réseau international et travailler avec des personnes de nationalités et de cultures différentes partageant le même intérêt pour la gestion des ressources humaines à l’échelle internationale
  • Apprendre à développer de nouvelles connaissances et compétences en tant que futurs professionnels

Voici quelques exemples d’emplois visés par le master et recherchés par les entreprises :
  • Recruteur international
  • Responsable international des ressources humaines
  • Responsable de mobilité internationale
  • Responsable compensation & benefits
  • Gestionnaire de talents
  • Conseiller en GRH internationale
  • Professeur assistant : préparation d’un doctorat possible pour 1 à 3 étudiants chaque année (en fonction des résultats académiques et du projet de recherche)

Les enseignements sont assurés en anglais par des intervenants experts -universitaires et professionnels- reconnus en Innovation et Management des Ressources Humaines.

 

Master 2

  • 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

    Objectives

    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.

    Skills to be acquired

    –  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..

    Program

    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.

    Objectives

    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

    Skills to be acquired

    –    Critical thinking
    –    Research, collecting data and analysis on a given subject
    –    Understanding the Social and Economic European environment

    Program

    –    Economic and social indicators across Europe
    –    Economical methods and market analysis
    –    Key facts and Labor Market policies in Europe
    –    Taxation system

    Objectives

    –  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.

    Skills to be acquired

    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

    Program

    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)

    Objectives

    •  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

    Skills to be acquired

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

    Program

    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.

    Objectives

    Cultural differences and impacts on Management and HR policies

    Skills to be acquired

    •    Understand the cultural differences
    •    Assess the impact of cultural differences on Management and HR policies

    Program

    – 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.

    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

    Program

    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.

  • 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

    Program

    •    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.

    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.

    Skills to be acquired

    The ability to identify and to understand the key dimensions of innovation management and knowledge management.

    Program

    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

    Day-1

    What is a project?

    What is project management?

    Four aspects of project management

    Project life cycle

    Day-2

    What is social innovation?

    How company innovation potential is important – Link it with HR

    Employees satisfaction
    Employees motivation
    Management and communication
    Conflict resolution
    Company information system
    Company culture

    Day-3

    New trends in HRM

    Technological changes and HRM

    Business Strategy Issues affecting HRM

    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.

    Program

    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

    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.

    Program

    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

    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.

    Program

    –    Cross cultural skills analysis,
    –    Mobility process
    –    Country navigation
    –    Talent Management System
    –    International mobility management.

    Objectives

    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.

    Skills to be acquired

    •    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.

    Program

    •    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

    Learning objectives

    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.

    Skills to develop

    •    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.

     

    Course program

    •    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

    Objectives

    Student personal and professional development.

    Skills to be acquired

    –    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.

    Program

    Team building (in October)
    Method conference:
    –    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.

 

Profils des candidats

Licence de gestion, psychologie, sociologie, droit, Économie.

Preuve de niveau d’anglais : TOEFL (minimum 550 ITP, 80 IBT) ou TOEIC (750 ou plus), IELTS (score global de 6 pour la version academic).

Une attention particulière sera portée aux antécédents des candidats. Nous tenons compte des résultats académiques, mais aussi :
– la formation antérieure en anglais et les stages à l’étranger, les bourses reçues et l’expérience professionnelle,
– les motivations des candidats et la cohérence de leur projet professionnel avec l’objectif du Master

Les candidats français doivent suivre la même procédure que les étudiants anglophones.


Précision

Afin d’être inscrits en tant qu’étudiants étrangers francophones, ceux-ci doivent avoir un niveau de français répondant aux critères suivants : niveau C1 justifié par un test officiel (TEF, TCF, DELF/DALF…) ou une preuve de diplôme universitaire en langue française obtenu précédemment dans une université française.
Les frais d’inscription pour ces étudiants étrangers francophones sont de 243 € (étudiants européens) ou 950 € (non européens).

Les étudiants étrangers originaires des pays faisant partie du dispositif Etudes en France doivent postuler par ce biais.

Les étudiants français s’acquittent des seuls frais d’inscription universitaires réglementaires, dans la mesure où ils ne bénéficient pas des cours de Français Langue Étrangère, ni de l’accompagnement spécifique offert aux étudiants étrangers.

Ce Master 2 est enseigné en anglais. Il accueille également des étudiants anglophones.

témoignage

Un mot de nos étudiants

Nous Contacter