Academic Guide 5th year OFFICIAL DEGREE IN ADVERTISING AND PUBLIC RELATIONS + DEGREE IN MARKETING (GRPUB+TSMK) Academic Year 2014 /2015

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1 Academic Guide 5th year OFFICIAL DEGREE IN ADVERTISING AND PUBLIC RELATIONS + DEGREE IN MARKETING (GRPUB+TSMK) Academic Year 2014 /2015 Campus: Pozuelo (Madrid) Professor: Mr Carlos Valencia Clares Academic Period: Year: Type: Language in which the course will be taught: 2st Half 5th Year OB (Obligatory) English No. Of credits: 3 Classes per week: 2 h/w Department Business Management Last Update: october 2014

2 ÍNDICE 1. FACULTY/PROFESSOR S CONTACT INFORMATION: ERROR! MARCADOR NO DEFINIDO. 2. GENERAL DESCRIPTION OF THE SUBJECT: TATEMENT OF COURSE GOALS & LIST OF STUDENT LEARNING OUTCOMES: COMPETENCES ACTIVIDADES FORMATIVAS: TRAINING.. ERROR! MARCADOR NO DEFINIDO. 5.1 STUDY PLAN... ERROR! MARCADOR NO DEFINIDO. 5.2 TEACHING METHODOLOGY... ERROR! MARCADOR NO DEFINIDO. 6. GRADING PROCEDURE:... 6 A. INCLASS TESTS... 5 B. COMPULSORY COURSEWORK... 7 C. PARTICIPATION... 7 C. FINAL TEST COURSE PROGRAMME... 8 A. COURSE OUTLINE... 8 B. COURSE CONTENTS RELATIONSHIP BETWEEN COMPETENCE, COURSE CONTENT AND GRADING RECOMMENDED READING A. BASIC BIBLIOGRAPHY B. FURTHER READING... ERROR! MARCADOR NO DEFINIDO. C. BIBLIOWEB

3 1. Professor s Contact information: Dra. María Teresa Palomo (Coordinator) maite.palomo@esic.edu Tel: Pozuelo de Alarcón Campus Location: Floor 0 Office 1, Degrees Building. Prof. Mr. Carlos Valencia Clares carlos.valencia@esic.edu carlosvclares@yahoo.es Pozuelo de Alarcón Campus -Madrid- 2. General Description of the Subject & Course Content: Provide an overview of key issues and the contribution of the HR function in a modern business organization their leaders, managers and employees. The aim is that students acquire not only the basic knowledge about the HR role its vocabulary and main functions but also the contribution of the HR functions in any organization. For this will analyze the different subjects of the program through the approach of the Competency-Based and Talent Management System, as well as the tools of management to use to achieve mobilize and develop to the organizations people. 3. Statement of Course Goals & List of Student Learning Outcomes: Provide the students general visions of the main Functions develop in a Human Resources (HR from now) Department as well as the main characteristics of the Competency-Based and Talent Management Systems and its impact on Companies Strategy and Results. 2

4 Analyze what is a Job profile (requirements, mission, vision, competences ) and the importance of the development and correct maintenance of Job Descriptions in Companies as the best way to build up the HR Department policies. Review Top HR Management Concepts and Policies; principles, techniques and tools, using an integrated scheme and structured so that students acquire the necessary skills to help them adapt to different organizational approaches in this area. Review and evaluate the contributions and future development of the HR function in the company as a source of added value. Stimulate the student to investigate, research and read issues related to the subject 4. Competences: Transversal or Generics Competences CT01- Capacity of analysis and synthesis. CT02- Capacity of organization and planning. CT06- Skill to analyze, look for and discriminate information from diverse sources. CT08- Capacity for the resolution of problems. CT09- Capacity to take decisions. CT11- Motivation by the quality in the work. CT12- Creativity and initiative. CT14- Team work. CT19- Ethical commitment in the work. CT22- Adaptation to new situations. CT24- Leadership. CT28- Apply the knowledges in the practice. CT30- Design and management of projects. Specifics- Professionals Competences CE04-Capacity to issue reports of advice on concrete situations of companies and markets. 3

5 5. Training: Class hours Outside class hours 30 hs. 30 hs. TEACHING METHODOLOGY: To achieve the objectives of the course, the teaching will be structured as follows: Theoretical sessions (lectures), Practical sessions, and a Practical work. The subject aims the student develops and consolidates knowledge through practical application and critical reflection. To achieve it, theoretical exposures and real practical cases (or ad hoc designed) will be alternated using different sources and materials. In the development of the classes, will be promoted the critical participation and the discussion of the subjects. The previous availability of the graphic material used by the professor will facilitate this task. The methodology to develop in the sessions will consist in an introduction of the professor of main concepts, theories and notable models per subject. Based on this practical exercises will be developed aimed at achieving maximum involvement and assimilation of ideas. The professor will indicate with sufficient notice the practical case to resolve so that it can be prepared by the students, well in group or of individual form. Main tools to be used to ensure the learning: master class, method of the case, videos, debate, role-playing and dynamic of group. The approximate time will be as follows : Lectures: The explanation of the different concepts, based on descriptive schemas (with active participation of students ) should require approximately 65 % of the time. Case Studies: The completion of case studies and work by students, will be combined with reading and commenting in class of texts (books, articles, conferences,... ), occupying 35% of the time remaining. Proposed academic readings, current articles in newspapers and magazines related to the subject. 4

6 For the teaching of the subject will be used powerpoint, to be hung in CAMPUS. These slides are available to the student in advance. This will expedite the presentation in class, will encourage student participation and can be followed in a more effective the teacher's explanation. Likewise, it will be facilitated to the student specific documentation (cases, readings, articles, ) which supports the theoretical explanation such as audiovisual materials. 5

7 6. Grading Procedures: The grading procedure for the degrees is based on a Continuous Evaluation system in which class attendance is obligatory. In order to pass the course you must attend a minimum of 70% of the classes. Grading Procedure CONTINUOUS EVALUATION CRITERIA Evaluation Activity Total Weight Breakdown Nature Grading Procedure Observations Inclass Tests 60% 1st Test: 30% 2nd Test: 30% Individual Test SEE3 Subject is released with a minimum score of 5 points or higher in each test. To access the second test is compulsory to have passed the first. Course Work 30% 20% Theoretical coherence 10% Practical Application SEE2 SEE2 Resolution and class presentation of case study. It must serve written work with more detailed information 5% Individual Course 10% Volunteer works Participation 5% Class Participation Alternative for FINAL TEST 60% 60% those who do not release continuous assessment SEE1 SEE5 SEE3 SEE4 Applies to Ordinary and Extraordinary 6

8 The students may release the subject, not taking the final exam, obtaining a minimum score of 5 points in each voluntary test and passing through the Course Work also with a minimum score of 5 points. The student, who does not release the subject by the continuous assessment, must take the final exam, which will have a rating of 60% of the final grade for both, ordinary or extraordinary Call. The other 40% correspond to the rest of continuous assessment items: compulsory work and active participation. The students with an attendance below 70% are not entitled to continuous assessment, are valued over 60% of the final exam, both in the call ordinary and the extraordinary. The marks obtained by a student in the various assessment criteria during an academic year WILL NOT be reserved for the next one. a. IN CLASS TEST Both Inclass tests will have the following characteristics: Will be developed in one of the course hours. Length: 90 minutes. Type of Questions: Theorical and practical The tests will try to occupy about half of the subject. The teacher will determine the criteria for marking and penalties as appropriate, taken into account always orthography and university speech. Each test is scored over 10 points and the student must demonstrate in these tests that dominate the subject in each part to be examined. Continuous evaluation tests do not have revision with teacher. b. COMPULSORY COURSEWORK The students, as a group, have to perform during the course a compulsory practical work consisting of solving a business case. The work must be original. When fragments of others are used, these must be cited. Use cannot be indiscriminately. Plagiarism will result in the student to fail the course. Main characteristics of the work: Work to be done in team of 5-6 people. Size and Format Presentation depends on the issue. 7

9 Assessment issues: formal presentation; practical application, consistency of responses to professor/class mates questions; valueadded approaches, formal structure... The work will be presented in class by ALL group members. Absences must be duly justified. The works can constitute subject of study for the written tests. All materials for practices or Practical Work presentation delivered by students for assessment will not be returned (only in cases considered appropriate by the teacher). The rating of the practical will be added to the theoretical exam grade once it is approved to obtain the final score. This rule applies in both ordinary and extraordinary call. ** The score obtained by a student in the Practical or the subject during a course WILL NOT be reserved for the following year (in case you do not pass the subject). c. COURSE PARTICIPATION The Professor will propose during the course several of volunteer works related to the different topics of the subject. Also, throughout the development of the subject, will be assessed the student's active participation, respect to teacher and peers, respect to rules, such as its learning agility and continuous improvement. d. FINAL EXAM Continuous assessment applies to both Final Test official calls: ordinary and extraordinary. The weighting of the final grade of the student will be in both cases 60%. The exception applies only to those students repeaters as exempt from the course and attendance, in which case the final assessment of the examination will be 100 %. There will be no exam at another date other than the dates designated by the school official. The student can check their final exam on the official date to be determined for this purpose and will be published along with the final score. 8

10 Final Exam Structure: The test is assessed over 10 points. The theoretical exam score will be added to the note of the Practical Course Work and Course Participation. The teacher will determine the criteria for marking and penalties as appropriate, taken into account always orthography and university speech. According to ESIC Academic Guide of the course, attendance impact in student final score according to the number of absences. The scale will oscillate between 1 and COURSE PROGRAM a. COURSE OUTLINE Subject 1.- Introduction to the human resources management: current situation. Subject 2.- Job Description, analysis and assessment Subject 3.- Competency-based and Talent Management. Subject 4.- Recruitment and selection. Subject 5.- Development of the human resources/ skills: training. Subject 6.- Careers Plan Subject 7.- Compensation & benefits (Remuneration) b. COURSE CONTENT The program presented below is subject to change depending on the progress of the subject as well as the normal development of the classes, all with the aim of obtaining maximum learning and usefulness of the matters described therein. Topic 1.- Introduction to the Human Resources Area of knowledge Mission and Vision of the Human Resources Talent Management Latest Trends in Human Resource Management Topic 2.- Job Description, analysis and assessment Job Analysis Job Evaluation Job Description 9

11 Topic 3.- Competency-based Management Introduction Types of Competencies Core Competencies Profiles definition Topic 4.- Recruitment and Selection Recruitment policy Recruitment tools: recruitment sites, jobsites, social networks Internal Recruitment External Recruitment Job Interview Assessment Center Job Contract and Law: Collective Agreements and Workers Statute Topic 5. Development of the Human Resources /Skills: Training Training Goals Training Plans Use of technologies in training Topic 6.- Careers Plan. Career Plans Performance Appraisals Topic 7.- Compensation & benefits (Remuneration). The total reward: Remuneration Concepts The remuneration and motivation system Process to design a compensation system. 10

12 Relationship between Competence, Course content and Grading procedures Form COMPETENCES Transversal Generics Competences CT01 - CT02 CT08 CT09 CT11 CT12 CT14 CT19 CT22 CT24 CT28 CT30 Specifics- Professionals Competences CE04 or TRAINING ACTIVITY AFE01 AFE02 AFE03 AFE04 AFE05 AFE06 AFE01 AFE02 AFE03 AFE04 AFE05 AFE06 T.1 T.2 T.3 T.4 T.5 T.6 T.7 T.1 T.2 T.3 T.4 T.5 T.6 T.7 TOPIC EVALUATION WEIGHT SEE3 SEE4 SEE1 SEE2 SEE5 60% 40% 11

13 8. Recommended Reading List a. Basic Bibliography ARIZA, J.A.; MORALES A.C. Y MORALES, E. (2004). Dirección y administración integrada de personas. Fundamentos, procesos y técnicas en práctica. Madrid: McGraw-Hill. ISBN BARRANCO, F.J. (1993). Planificación Estratégica de Recursos Humanos. Madrid: Pirámide. ISBN BLANCO, J. (2007). Trabajadores competentes: introducción y reflexiones sobre la gestión de recursos humanos por competencias. Madrid: ESIC. ISBN DE ANSORENA, A. (2001). 15 pasos para la selección de personal con éxito. Barcelona: Paidós empresa. ISBN DIRUBE, J. L. (2004). Un modelo de gestión por competencias. Lecciones aprendidas. Barcelona: Gestión 2000-Epise. ISBN HAYGROUP. (2006). Factbook Recursos Humanos. Elcano: Aranzadi & Thomson. ISBN HAYGROUP. (1996). Las competencias: clave para una gestión integrada de los recursos humanos. Madrid: Deusto.ISBN LATTMANN, CH. Y GARCIA ECHEVARRIA, S. (1992). Management de los Recursos Humanos de la Empresa. Madrid, Díaz de Santos. ISBN. ISBN PALOMO, MT. (2008). Planificación y descripción de puestos de trabajo. Madrid: ESIC. ISBN PALOMO, MT. (2009). Gestión por Competencias y Talento. Madrid: ESIC. ISBN PALOMO, M.T. (2013). Liderazgo y motivación de equipos de trabajo. Madrid: ESIC. ISBN PATRICIO JÍMENEZ, D. (2009). Retribución. Madrid: ESIC. ISBN PATRICIO JÍMENEZ, D. (2011). Manual de Recursos Humanos. Madrid: ESIC. ISBN PEREDA, S. y BERROCAL, F. (2011). Dirección y Gestión de Recursos Humanos por Competencias. Ramón Areces. Madrid. ISBN:

14 PEREDA, S. y BERROCAL, F. (2005). Técnicas de Gestión de Recursos Humanos por Competencias. Madrid: Centro de Estudios Ramón Areces. ISBN: PEREDA, S., BERROCAL, P y ALONSO, M.A. (2008). Psicología del trabajo. Madrid: Síntesis. ISBN PERETTI, J.M. Y OTROS (1996). Todos somos Directores de Recursos Humanos. Barcelona: Gestión ISBN. ISBN RUBIO, J., BUSTILLO, C. y MAMOLAR, P. (2002). La gestión de los recursos humanos basada en competencias profesionales. Alta Dirección, 221, pp SASTRE, M. A. y AGUILAR, E. (2003). Dirección de recursos humanos. Un enfoque estratégico. Madrid: McGraw-Hill. ISBN ULRICH, D.; LOSEY, M. Y LAKE, G (1998). El futuro de la Dirección de Recursos Humanos. Barcelona: Gestión ISBN b. Supplementary Bibliography ACOSTA, J.M. (2011). 100 errores en la dirección de personas. Madrid: ESIC. ISBN AGUADO, M y JIMÉNEZ, A. (2009). Employer branding : la gestión de la marca para atraer y retener el talento. Cordoba: Almuzara. ISBN ANDRES, M.P. (2005). Gestión de la formación en la empresa. Madrid: Pirámide. ISBN DE LA CALLE, M.C. y ORTIZ DE URBINA, M. (2004). Fundamentos de Recursos Humanos. Madrid: Pearson Prentice-Hall. ISBN: DELGADO, I., GÓMEZ, L, ROMERO, A.M. y VÁZQUEZ, E. (2006). Gestión de recursos humanos. Del análisis teórico a la solución práctica. Madrid: Pearson Prencice Hall. ISBN DELGADO, S y ENA, B. (2005). Recursos humanos. Madrid: Thomson Paraninfo. DESSLER, G. (2001). Administración de personal. México: Prentice Hall, 8ª ed. ISBN. ISBN DOLAN, S., VALLE, R, JACKSON, S. y SCHULER, R. (2003). La gestión de los recursos humanos. Madrid: Mc GrawHill. ISBN GAN, F. et Al. (1996). Manuel de Programas de Desarrollo de Recursos Humanos. Barcelona: Apóstrofe. ISBN

15 JERICO, P. (2008). Gestión del talento. Del profesional con talento al talento organizativo. Madrid: Prentice Hall. ISBN X JIMENEZ, A. Y SARRION, M. (2000). Creando valor a través de la Gestión por Competencias. Capital Humano, 135, pp KIRKPATRICK, D. (1998). Evaluación de acciones formativas. Los cuatro niveles. Barcelona: EPISE Gestión 2000 Training Club. ISBN LASH, R. y JACKSON, M. (2004). Alcanzar la estrategia a través de la gente. Citado en BUTTERISS, M. (2004). Reinventando Recursos Humanos. Cambiando los roles para crear una organización de alto rendimiento. Barcelona: Gestión 2000 Aedipe. ISBN ORDOÑEZ, M Y OTROS (1995). La nueva gestión de los Recursos Humanos. Barcelona: Gestión ISBN ORDOÑEZ, M Y OTROS (1996). Modelos y Experiencias innovadoras en la gestión de los recursos humanos. Barcelona: Gestión ISBN PEÑALVER, A. (2008). A vueltas con la gestión del Talento. Capital Humano, 221, Extra 20º Aniversario, pp PETRICK, J.A. Y FURR, D. (2003). Calidad Total en la Dirección de Recursos Humanos. Barcelona: Gestión ISBN PORRET GELABERT, M. (2010). Recursos Humanos. Dirección y Gestión de Personas en las organizaciones. Madrid: ESIC. ISBN SOLER, M.R. (2003). Mentoring: Limites y diferencias con el coaching. Capital humano, 181, pp SOLER, M.R. (2005). El mentoring como herramienta de motivación y retención del talento. Capital humano, 184, pp SPENCER, L. M. y SPENCER, S. (1993). Competence at work: models for superior performance. Nueva York: John Wiley and Sons. ISBN X RUBIO, J., BUSTILLO, C. y MAMOLAR, P. (2002). La gestión de los recursos humanos basada en competencias profesionales. Alta Dirección, 221, pp. 34. c. BiblioWeb BGC NEW &MEDIA RELEASES (2007) Talent Management Emerges as Top European HR Challenge. Class/CMBA602 Strategic/ TheMaterial/Readings/Module%204%20Readings/ R%23%2010%20Making%20Talent%20a%20Strategic%20Priority.pdf [Consulta: 1 de Julio de 2013]. 14

16 GARCÍA LOMBARDÍA, P. Y PIN, R. (2010). Gestionando el compromiso con la empresa: combatir el absentismo. IESE IRCO. fichamaterial.aspx?pk=6753&idi=1&origen= 1&ar= 20 [Consulta: 1 de Julio de 2013]. GÓMEZ-POMAR, P y ALLARD, G. (Coord.). (2008). La evaluación del desempeño en las Administraciones Públicas. /sites/default/files/la%20evaluaci%c3%b3n%20del%20desempe%c3%b1o%2 0en%20las%20Administraciones%20P%C3%BAblicas_0.pdf [Consulta: 1 de Julio de INSTITUTO ANDALUZ DE ADMINISTRACIÓN PÚBLICA Y HAYGROUP. (2007). Análisis de la situación actual de las. Competencias de las personas. Directivas de la Administración de la. Junta de Andalucía [ inistracionpublica/publico/anexos/investigacionyestudios/competenciasdirectiva s.pdf;jsessionid=84102c967cc116f75cf ac82 [Consulta: 1 de Julio de 2013]. THE BOSTON CONSULTING GROUP AND THE WORLD FEDERATION OF PERSONNEL MANAGEMENT (2008) Creating People Advantage. Como afrontar los desafíos de RRHH en todo el mundo hasta [ 1 de Julio de 2013]. TOWERS PERRIN (2007). El Compromiso de los empleados: La clave para el crecimiento rentable (Consulta: 1 de Julio de 2013) 15