Strategic Management of Persons

-Understanding, from a strategic perspective, of the potential of human resources as a source of competitive advantage for companies.
-Ability to formulate and implement people-related strategies that, in coherence with business strategy, help firms to obtain sustained competitive advantages.
-Understanding of potential analytical models for strategic people management.
-Understanding of the impact of decisions on people, organizations, and society.
-Development of knowledge of relevant sources of information, authors, and business experiences in human resource management.

1. Challenges of managing people
2. Approaches to people management
3. Model of strategic human resources management
4. Objectives of human resources management
5. Design and implementation of human resources strategies, which contribute to organizational performance
6. Managing people in a global context

Basic bibliography
-Gómez-Mejía, L..; Balkin, D.; Cardy, R. (2016). Gestión de recursos humanos. Octava edición. Editorial Pearson Educación, Madrid.

Complementary bibliography
-Albizu, E.; Landeta, J. (2001): Dirección estratégica de los recursos humanos: teoría y práctica, Editorial Pirámide, Madrid.
-Bonache, J.; Cabrera, A. (2006): Dirección de Personas. Editorial Pearson Educación- Prentice Hall, Madrid.
-Chiavenato, I (2017): Administración de recursos humanos: el capital humano de las organizaciones, Editorial McGraw-Hill, Madrid.
-Dolan, S.L.; Valle, R.; Jackson, S.E.; Schuler, R.S. (2007): La gestión de los recursos humanos, tercera edición, Editorial McGraw-Hill, Madrid.
-Dolan, S.L., Valle, R. y López, A. (2014). La gestión de personas y del talento. Editorial McGraw-Hill, Madrid.
-Robbins, S.; Judge, T. (2017). Comportamiento organizacional. 17ª ed. Ed. Pearson.
-Sastre, M.Á.; Aguilar, E.Mª (2003): Dirección de recursos humanos. Un enfoque estratégico. Editorial McGraw-Hill, Madrid
The teacher may provide specific bibliography for each lesson.

-Basic and General:

CB03- The students are able to integrate knowledge and face the complexity of formulating judgments based on information that, being incomplete or limited, includes reflections on the social and ethical responsibilities linked to the application of their knowledge and judgments.
CB04- That students know how to communicate their conclusions –and the knowledge and ultimate reasons that support them– to specialized and non-specialized audiences in a clear and unambiguous way.
CB05- The students have the learning skills that allow them to continue studying in a way that will be largely self-directed or autonomous.
CG02- Ability to have a strategic vision of business problems.
CG03- Ability to apply the knowledge acquired to business reality.
CG05- Ability to make management decisions in the field of the company in general and in particular in its different functional areas.
CG06- Ability to communicate information, ideas, business management problems -of a generic or specific nature- and proposed solutions.
CG07- Ability to design integrated management projects or functional areas of the company.
CG10- Awareness of the company's social responsibility.

-Transversals:

CT01- Ethical sense of management and business management.
CT05- Capacity for argumentation and communication.
CT06- Ability to integrate and work in teams of diverse composition.

-Specific:

CE05- Ability to formulate and implement strategies related to people that help companies to obtain a sustained competitive advantage.

The theory and interactive sessions will be developed presentially in the official timetable published by the center.
The sessions dedicated to the theory classes will serve to introduce the contents of the topics that make up the program, highlighting the particularly relevant aspects and the relationships between the different contents.
In the interactive sessions, the objective is for students to apply theoretical concepts, work in teams and develop communication skills, especially presentation and argumentation skills. For this purpose, cases will be analyzed, role-playing sessions will be held, questions raised by the faculty will be debated and presentations of the work done individually or collaboratively will be made.
Professional experts or professors from other universities specialized in the contents of the subject may be present. In addition, at least one visit will be made to a relevant company within the scope of the USC to bring students closer to the business reality.
The participation in the theory and interactive sessions will be complemented with the personal work of the students that may include, in addition to the time dedicated to the study, the search, reading and synthesis of bibliographical material referenced by the teaching staff. It also includes the preparation of an individual or team work to be presented in an interactive class. The readings are intended to provide students with access to relevant sources of information, especially journals of interest, so that they become familiar with prominent authors, learn about business experiences of interest to the course and develop the ability to synthesize and written presentation. Through teamwork and presentation in class, students are expected to develop future teamwork skills as well as oral communication skills.
The faculty will guide the autonomous work of the students in the hours dedicated to teaching and tutorials. The tutorials are mainly intended to guide the students on the work, presentations to be made, case studies or readings, as well as to solve doubts and problems that may arise and to provide feedback on the results of the learning process.
The tutorials will be mainly presential, although in some cases they can also be carried out virtually: synchronously (through the institutional platform MS Teams) and asynchronously (through the virtual campus). In any case, the tutorials will be developed in the usual schedule officially published by the faculty.
The development of the course will be carried out with the support of the virtual classroom created for this purpose on the Moodle platform.

The evaluation will take into account all the activities developed by the students (active participation in the analysis of cases, debate and commentary of readings, articles or press news, realization and exposition of works, examination of contents, etc.).
For cases of fraudulent performance of exercises or exams, the provisions of the Regulation for the evaluation of the academic performance of students and grade review will be applied.
There are two opportunities to pass the course. Students who do not pass the course in the first opportunity will have the right to a second opportunity. The evaluation system for these two opportunities is listed below.
-First ordinary opportunity:
The continuous evaluation will consider the participation in the classes, as well as all the activities developed by the students. The continuous evaluation represents 50% of the grade.
The evaluation of the theoretical knowledge will be carried out by means of a compulsory final exam, which represents 50% of the grade. This exam will be presential on the dates set by the center.
To add the continuous qualification to the knowledge exam score, students must obtain at least a 2 out of 5 in the knowledge exam. To pass the course, the total grade must be equal to or higher than 5 out of 10. In addition, a minimum class attendance of 80% is required to pass the course.
-Second extraordinary opportunity:
The same evaluation system will be applied as in the first opportunity. That is, there will be a new final exam with the same weighting established for the first opportunity.
The continuous evaluation grade will be maintained for the second opportunity, but in no case for subsequent courses. The evaluation system explained above is also applicable to repeating students.
-According to the Regulations of permanence in force at the USC for Undergraduate and Master studies (art. 5.2), the mere attendance and/or participation in any of the activities subject to evaluation will mean that the student's final grade will be different from 'NOT PRESENTED'.
-Students who are granted exemption from class attendance following the Instruction No. 1/2017 of the Secretaria Xeral on exemption from class attendance in certain circumstances, will be evaluated with a face-to-face specific final exam that will account for 100% of the grade.

Competences assessment:

CB03, CG05, CT01- Continuous evaluation: Preparation, individually or in teams, of works on course-related content.
CB04, CG06, CT05- Continuous evaluation: Participation in interactive classes. Oral presentation of cases/readings/news..., participation in debates. Preparation of complementary material individually or in teams, and presentation to other students. Completion and presentation, individually or in teams, of assignments, cases, and activities in interactive classes
CB05, CG03- Continuous assessment activities and final exam of the subject.
CG02, CG07, CE05- Continuous assessment activities and final exam of the course. -Resolution of cases (real or invented) adapted to each part of the course. Participation in interactive classes. Argumentative discussion/debate with critical reasoning in relation to current issues/news/readings/case studies in people management. Completion and presentation individually or in teams of assignments, cases, and activities in interactive classes.
CG10, CT06- Continuous evaluation: Realization and presentation by teams of works, cases, and team activities in the interactive classes.

The course is 4.5 ETCS and each credit is equivalent to 25 hours.
The total working hours are distributed as follows:
Hours of theoretical and interactive sessions, tutorials and evaluation in the modality that is determined: 45.
Student's personal work: 67.5

To maximize learning, it is recommended that students, in addition to attending the theory and interactive sessions, actively participate in all the activities proposed by the faculty and consult the basic bibliography and other recommended material.
Tutorials are a useful resource that students should use as often as necessary. Access to the virtual campus to find out about the different questions that arise throughout the course and to be able to review the complementary material before the classes, facilitates student participation and their ability to acquire knowledge.