Management Programmes in Human Resource Management


Intensive programmes

These intensive, high-level management programmes provide you with a theoretical, conceptual and practical foundation for understanding and applying the latest techniques and insights in Human Resource Management. These a long-term programmes require about three years of experience.

Length: 21 days
Language: English
Start: 19/11/2015

Short focused Programmes

Our short focused  programmes address today’s most relevant business issues in a short but intense programme format. The number of programme days varies from 1 to 4 days, dependent on the programme.

Length: 7,5 days + integration day
Language: English
Start: 18/03/2015
Length: 1 day
Language: English
Start: 10/06/2015
Length: 4 days
Language: Dutch
Start: 23/04/2015
Length: 4,5 days
Language: English or Dutch
Start: 07/05/2015

Drive real change in your organisation

A learning experience with real impact on your operations? A management programme tailored to the specific needs of your business? Contact us and discover how we can design and deliver customised programmes for your team that add genuine value to your organisation.

Need help?

Contact our Programme Advisor
Programme Advisor
Tel + 32 9 210 98 84
Find the programme most relevant for you!

Our programme finder allows you to find the management programme that best fits your needs.

Find a Programme

Meet Us

Info Sessions & Open Days
13 Nov
General info session at our Brussels campus
Category: General Info Sessions

17 Nov
Drop In on our Ghent Campus
Category: General Info Sessions

16 Dec
Drop In on our Brussels Campus
Category: General Info Sessions

Meet our faculty

Dirk Buyens
Prof Dirk Buyens, key faculty member for HRM Programmes

Vlerick expertise in Human Resource Management

  1. Spreading the culture @ Torfs

    The case describes the evolution of a Belgian, family owned retail company named Torfs. The first part of the case takes place in the year 1949, a year in which Torfs was only a small town shoe store. The second part of the case gives a summarised evolution from the year 1955 until the present.
  2. Employees can make (or break) a brand

    Employees’ commitment to a brand increases when they know how they can contribute to brand equity. And management actions – from small issues like free coffee, to large issues like mass layoffs – affect employees’ feelings towards their company/brand. So, an organisation should view almost any employee-related policy or resource decision as a branding issue.
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