Professional skills and expertise
This module provides the basic knowledge and skills necessary for working in a human resource management (HRM) function of an internationally operating company.
On successful completion of this module, students will be able to:

• describe the importance of HRM in an international business context and the strategic contribution that HRM can make to realizing a business strategy
  
• explain the main tasks and responsibilities of the HRM function in multinational companies
  
• assess and develop staffing, expatriation/repatriation, performance management, compensation, talent management, and leadership development strategies in multinational companies
  
• describe the competencies that leaders and high potentials need to be able to effectively perform in an international or global environment
  
• identify the legal issues that need to be considered when employing people in different countries and the legal regulations that apply for resolving these issues
  
• be critically aware of the impact of diversity on a multinational organization and of the issues associated with managing a diverse workforce
  
• identify, develop and critically assess organizational policies and practices for managing workplace diversity in a transnational context
  

• assess their own competencies related to performing well in a multinational organization
  
• critically reflect on the advantages and challenges of working in a diverse team
  

• identify and apply digital technologies for supporting core tasks in international HRM (in particular, regarding international recruitment and international talent management)
  
• explain how data analytics and artificial intelligence can be used to support the international HRM function
  

None

This module covers the following topics:
I. Strategic HRM
• The link between business strategy and HRM strategy
• Developing of an HRM strategy
• The strategic orientation of HR topics
II. Contemporary issues in HRM
• The role of the human resource management function in multinational companies
• Employer branding and International recruitment strategies
• International assignments, expatriation, and repatriation
• Performance management, compensations, and benefits in an international context
• Employment and HR practices across borders
• Well-being of the international workforce (health, safety, crisis management, support systems)
• Trends in international HR management
• Global HR reporting and HR controlling
• The use of digital technologies, data analytics, and artificial intelligence in international HR management
III. Global talent management
• International career paths
• Competencies management in an international context
• Talent development strategies in multinational companies
• Approaches und tools for identifying, assessing, and developing high potentials in multinational companies
• Leadership development in multinational companies
• Succession planning
IV. International labour law
• International labour and employment standards and regulations (including the role of the International Labour Organization and EU Labour Law)
• Legal issues to be considered when employing people in different countries
• Identifying country-specific employment regulations
• Employment contracts in an international context
V. Diversity management in multinational organizations
• Approaches and strategies for leveraging the potential of diverse workforces in transnational settings
• Specific practices and approaches to diversity management in multinational and global organizations

Brewster, C., Mayrhofer, W., & Farndale, E. (2019). Handbook of Research on Comparative Human Resource Management. 2nd ed. Cheltenham: Edward Elgar.
Engle, A., Dowling, P., & Festing, M. (2017). International Human Resource Management. 7th ed. Andover: Cengage Learning EMEA.
Eubanks, B. (2018). Artificial Intelligence For HR: Use AI to Support and Develop a Successful Workforce. London: Kogan Page Publishers.
Kane, G. C., Palmer, D., Phillips, A. N., & Kiron, D. (2017). Winning the digital war for talent. MIT Sloan Management Review, 58(2), 17.
Mendenhall, M. E., Osland, J. S., Bird, A., Oddou, G. R., Stevens, M. J., Maznevski, M. L., & Stahl, G. K. (2017). Global Leadership: Research, Practice, and Development. 3rd ed. New York/London: Routledge.
Minocha, S. & Hristov, D. (2018). Global Talent Management: An Integrated Approach. London/Thousand Oaks, CA: Sage Publications.
Reiche, S., Harzing, A.-W., & Tenzer, H. (2018). International Human Resource Management. 5th ed. London/Thousand Oaks, CA: Sage Publications.
Servais, J.-M. (2017). International Labour Law. 5th ed. Alphen aan den Rijn: Wolters Kluwer.
Syed, J., & Ozbilgin, M. (2020). Managing Diversity and Inclusion: An International Perspective. 2nd ed. London/Thousand Oaks, CA: Sage Publications.

• Lecture and discussion (in-class or online)
  
• Self-study (blended learning)
  
• Group work
  
• Case studies

Integrated module exam (immanent examination character):

• Final written exam (80%)
• Class participation (20%)