At the end of the course, students should be able to:
• Understand the complexity deriving from managing people in a multinational company.
• Comprehend the aim of and applied HRM tools and the different approaches that multinational companies might adopt.
• Properly and ethically use the main methodologies related to HR operational systems in an international context.
• Understand organizational culture and its influence on workplace behaviours.
• Identify different leadership styles and behaviours and their effects on teams.
• Analyse simple management situations using the concepts discussed in class.
• Reflect on one's own leadership approach in a professional and international context.
The course aims to:
• Develop students' ability to analyze international HR policies and practices, address the complexities of managing a diverse global workforce.
• Evaluate different staffing approaches (Home Country Nationals, Parent Country Nationals, and Third Country Nationals).
• Apply effective strategies for workforce planning, recruitment, selection, performance management, compensation, and expatriate management.
• Reinforce students' awareness of ethical, diversity, equity, and inclusion issues, including gender discrimination, pay equity, and cross-cultural challenges, while preparing them to make informed HR decisions that support organizational effectiveness and employee well-being in multinational environments.
• Raise students' awareness of how culture influences the way organizations operate.
• Understand the role of leadership in engagement, trust and collaboration.
• Develop the ability to reflect on concrete management situations;
• Help students identify the leadership behaviors they wish to develop.
Session 1°(AG): The role of the (I)HRM Department and the staffing process in multinational organizations.
Session 2°(AG): Recruitment and selection of the workforce in multinational organizations.
Session 3°(MVA): Organizational culture.
Session 4°(AG): Performance assessment in multinational organizations.
Session 5°(MVA): Leadership and its impact on teams.
Session 6°(MVA): Culture, leadership, trust and collaboration.
Session 7° (AG): Compensation of the workforce in multinational organizations.
Session 8°(MVA): Personal reflection and Leadership Charter.
• Construction of a job description and person specification.
• Analysis of a job advertisement.
• Analysis of an individual performance assessment system.
• Analysis of a compensation scheme.
• Analysis of an organizational culture case.
• Discussion of management and leadership situations.
• Role play based on a management conversation.
• Reflection on behaviors that support trust and collaboration.
• Development of a personal Leadership Charter.
Each session is organised mixing theoretical contents with practical applications (case study, exercises, practical situation, etc.). Students are encouraged to lead personal and team analysis and to develop critical thinking of the use of human resources operational systems in companies operating in international contexts. Development of a personal Leadership Charter. Special attention is given to ethical and CSR issues in the management of HR.
The assessment is structure in two dimensions:
1. Individual reflective assignment in the form of a personal Leadership Charter (40%).
• A 2 to 3-page paper presenting the student's leadership values, their translation into concrete behaviours and their application in a professional context.
• Expected content: identification of leadership values and behaviours; personal reflection based on the topics discussed in class; definition of concrete and actionable commitments.
• Suggested assessment criteria: quality of reflection and argumentation (30%); relevant use of course concepts (30%); coherence and realism of the commitments (25%); structure, clarity and quality of writing (15%).
2. Final exam (60%) based on the solution of a practical case built around a real company willing to open a new subsidiary abroad.
• Suggested assessment criteria: identification of coherent solutions (50%); relevant use of course concepts (35%); structure, clarity and quality of writing (15%).
| Training | Study programme | Block | Credits | Mandatory |
|---|---|---|---|---|
| Master in Management | Standard | 1 | 5 | Yes |
| Master in Management | Finalité spécialisée | 1 | 5 | Yes |
| Master in Management, Professional focus in Digital Enterprise Transformation | Standard | 1 | 5 | No |
| Master in Management | Finalité didactique | 1 | 5 | Yes |
| Master in Business Engineering | Finalité spécialisée en data science | 1 | 5 | Yes |
| Master in Business Engineering | Finalité spécialisée en Sustainable & Digital Management | 1 | 5 | Yes |
| Master in Business Engineering | Finalité spécialisée en Sustainable & Digital Management | 2 | 5 | Yes |
| Master in Management | Finalité spécialisée | 2 | 5 | Yes |
| Master in Management, Professional focus in Digital Enterprise Transformation | Standard | 2 | 5 | No |
| Master in Management | Finalité didactique | 2 | 5 | Yes |
| Master in Business Engineering | Finalité spécialisée en data science | 2 | 5 | Yes |