Detailed Programme

The Executive Master Class in Human Resource Management (EMC HRM) starts with 4 core modules. Each core module focuses on a critical aspect of human resource management – so that you'll gain a deep understanding of the issues and be able to take strategic decisions. You’ll develop your theoretical, conceptual and practical knowledge of all aspects of human resource management during hands-on sessions, where the emphasis is on making it work in real life. And remember, the door is always open. You’ll have every opportunity to discuss ideas and challenges with faculty and your fellow participants.

Core Modules

MODULE 1: Strategic HRM


The greatest challenge for HRM is to align HR policy, tools and initiatives with the organisation’s strategic objectives in order to speed fulfilment of those objectives. This is where HR can define its added value. 

To be able to reach this goal, it is essential for an HR professional to know how organisations are structured and managed. You will be confronted with the following topics:

  • HR as a strategic business partner
  • Types of organisations and organisational design
  • 'HR shared services' and outsourcing
  • HR metrics: how do they add the realisation of your business goals?

During this webinar, we will discuss 10 trends in Learning and Development. We will also introduce the preparations for the L&D workshop in Module 2.


HR does not operate in a vacuum. Economic, social, demographic and organisational changes each have their own impact on HR’s role in an organisation. In this module, we examine a number of fundamental HR models that shape the HR function of today and tomorrow:

  • Social-economic challenges and their impact on HR
  • Different generations and their influence on today’s workforce
  • The labour market today

Teambuilding activities give you the opportunity to get to know each other in an informal way.


  • Distinguish the dynamic relationship between organisational behaviour, organisational design and HRM
  • Analyse the current dominant HR models and trains of thought in HR
  • Evaluate the power and limitations of evidence-based HR
  • Critically reflect upon the way your HR department is organised in your organisation
  • Appraise socio-economic and labour market evolutions and their potential impact on HR

In between module 1 and 2: webinar on Learning and Development

During this webinar, we will discuss 10 trends in Learning and Development. We will also introduce the preparations for the L&D workshop in module 2.

MODULE 2: Talent and Career Management


As an HR professional, attracting talent with the right competencies and attitudes – to have ‘the right people at the right place’ – is still one of your fundamental objectives. In this module, we place the recruitment and selection process within a strategic organisational perspective, starting with a job opening and ending with the new hire.

  • Selection techniques
  • How attractive are you as an employer today?
  • Internal and external employer branding as a recruitmnt tool
  • New recruitment media


Once you have them on board, you need to give good employees the opportunity to grow. This means that you need a career management system that matches the needs of the employees with the needs of the organisation:

  • Career self-management: understanding your employees’ individual professional needs
  • Career systems: high potentials, retention management, succession planning, …


Developing, coaching and training employees is a strategic issue within every organisation. A good strategic development policy uses and develops talent to the maximum.

  • Link between training and development of the HR strategy
  • ROI for training and development


  • Analyse and evaluate your current recruitment and selection policies
  • Examine new recruitment and selection approaches based on the use of social media and artificial intelligence
  • Illustrate how employer branding could be applied in your organisation to develop a concrete employer value proposition
  • Evaluate recent HRD tendencies and apply them in your own organisation
  • Understand the link between training and development and the HR strategy
  • Determine the ROI for training and development
  • Evaluate your own self management triangle when making career choices
  • Advise others within the organisation concerning career options
  • Apply the political metaphor on career systems by recognising dominant coalition dynamics

MODULE 3: Competence and Performance Management


How does HRM ensure that employees perform optimally and are evaluated fairly? How do you motivate employees to reach the organisation’s objectives? To what extent does higher motivation contribute to better performance? How do you create challenges in a job, and what are the effects of satisfaction and engagement on your organisation’s performance? In this module, we examine all of these questions, and we also discuss how Competence Management is linked to all aspects of your organisation’s HR policy and how to tackle it in light of performance management.


How to reward optimally? How does Reward Management impact performance? And how can we align both so that we reach our strategic goals? Special attention is given to the match between compensation & benefits policies with HR policies and the vision of the entire organisation.


  • Performance Management Systems
  • Link between motivation and performance management
  • Competence Management Systems
  • Competence Management and their link to talent manegement
  • Strategic and competence-based rewarding
  • Impact of rewarding on the motivation and satisfaction of employees


  • Explain competence management within the field of HR
  • Compose competency profiles based on jobs and people in the organisation
  • Determine how purple management can be deployed in your organisation
  • Assess your organisation’s approach to managing employee performance in the light of new trends
  • Design a performance management approach fitting organisational maturity and culture
  • Customise performance management based on the contribution and growth potential of individual employees
  • Illustrate the basic ingredients of total reward management
  • Analyse and identifying opportunities to strengthen your organisation’s total rewards approach

MODULE 4: HR reaching out

The first 3 modules enriched your knowledge and skills in essential HR topics by positioning them in the wider strategic and organisational context. In this module, we discuss some broader themes that give you the credibility you need to position yourself as a strategic partner within your organisation:

  • New ways of working: Recognise the implications of the new ways of working and assessing whether this can be implemented within your organisation.
  • Burnout: from reaction to prevention. What does ‘burnout’ mean? What is the link with company culture? What can HR do to become a positive influencer in the prevention of burnout?
  • Managing social relations within an organisation: How do you negotiate with social partners? We explain the rules of the game and the instruments of social negotiations and link these to practical tips.
  • International HRM: In an international context, an effective HR policy is still the key to competitive advantage. Within this context, HR managers must be able to work in different organisational cultures. In this module, we spotlight the most important principles of intercultural management.


  • Recognise the implications of the new way of working and assess whether this can be implemented in your organisation
  • Interpret your organisation’s mind-set, climate and conflict behaviour in order to optimise social dialogue in your organisation
  • Identify measures and practices to prevent burnout
  • Illustrate the most important principles of intercultural management within an international context


After you have completed the core modules, your in-company project, and (most of) your electives, we meet each other again to put all the pieces of your learning trajectory together. We’ll discuss the future of HR and your view on HR’s strategic added value.


When you’ve successfully completed your core modules, you’ll design and deliver a project that tackles a real-life HR challenge within your organisation. Throughout the learning journey, you’ll receive project coaching from your Vlerick supervisor and from sounding boards composed of your fellow participants.


With your small project group, you will organise a first sounding board, through which you can give and receive feedback on the status of your in-company project. The focus of this meeting is on the project’s content. This project peer coaching will help you decide on the next crucial steps for your project.


The focus of this sounding board is on impact coaching - we will work on presenting your project. The goal is that you create an inspiring presentation about the project you have been working on, in order to convince all the parties involved of your project’s relevance. As preparation for this sounding board, you will be asked to follow an online course on ‘theory of pitching and presenting’ and to prepare your project presentation. You will receive inspiration from Professor Peter De Prins, and then you will coach each other in small groups. A presentation coach will also give you feedback.


  • Assess recommendations and actions providing solutions to an HR problem or opportunity of strategic relevance
  • Produce an impactful written report
  • Prepare and deliver a compelling presentation
  • Experiment to receive and to give feedback in a lab environment


When you’ve completed the core modules, you decide what you want to focus on next. Based on our experience, we recommend 6 possible electives. You choose the one that best fulfils your – and your company’s – needs. Choose up until min 4 and max 6 days of electives out of the following list:

In the past participants often chose one of the following two elective paths:

Business Path:

  • Strategy Formulation (3 days)
  • Understanding Annual Reports (2 days)

Expert Path:

  • Compensation and Benefits Management (4.5 days)

Not sure what to choose? We‘ll be happy to advise you on this!


A journey Of inspiration and discovery

You know when you meet someone in the workplace… someone who inspires others, who takes a broader perspective and can bring their teams along with them? There’s a very good chance this person learned at Vlerick.

This is because our unique approach focuses on bringing theory to life, giving you the skills and insight you need to make a difference. It starts even before your programme begins, as we encourage you to actively reflect on where you are and what you want to accomplish. And then you become part of one of the most vibrant business communities in Europe as you learn in person, online, with your group and within your own company.

You’ll find our faculty are available and approachable – and your fellow participants will share their own experiences and insights, supportingyou as you support them.

It’s a highly practical and radically effective approach to learning. And it perhaps becomes most evident with your in-company project – which is a real, live project in your own organisation. It’s the perfect example of putting your knowledge into action – and becoming that person who inspires and innovates in your workplace.

Our approach helps you to become a more effective and productive business leader throughout your career. So if you’re eager to experience a radically different way of progressing in business, you’ll find Vlerick is eager to work alongside you.

A learning experience like no other

When you come to Vlerick, you step away from your usual routine and gain a wider perspective. You discover how to tackle challenges, turn your knowledge into action and apply your skills in your workplace. You learn from faculty who are experts in their fields – and from a diverse group of peers. All these things help you become a confident, skilled professional, ready to succeed in business – and in life.

Vlerick Learning Experience

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 +3292109884
[email protected]
Find the programme most relevant for you!

Download our programme calendar

Meet Us

Info Sessions & Open Days
28 Sep
Info Session Executive Education & MBA
Category: General Info Sessions

05 Oct
Meet our programme advisor online
Category: General Info Sessions

26 Oct
Experience Vlerick Over Lunch
Category: General Info Sessions

No. 1 for Executive Education

Related Articles

  1. What impact has COVID-19 had on HR?

    Hudson and Vlerick Business School publish their HR Barometer annually to identify the most significant HR trends and challenges of the previous year. The COVID-19 pandemic has made the past year an exceptional one for everyone. In uncertain times, it was a challenge to set the right priorities. What impact did COVID-19 have on the performance of HR? Our online survey resulted in 104 organisations sharing their experiences and concerns. This year, the HR Barometer covered no less than 363,631 employees in Belgium through these organisations.
  2. Half of CEOs of listed companies saw bonus shrink in past year

    The number of CEOs of listed companies in Belgium and the Netherlands who received zero bonus for their performance last year rose from 1% (in 2019) to 16% (in 2020). One in five of all CEOs even found themselves forced to accept a lower fixed salary. All because of the economic consequences of the Covid-19 pandemic. These are the main conclusions of a new study by the Executive Remuneration Research Centre with 41 Belgian and 54 Dutch publicly traded companies, all of which had published their annual report by the time of the study and employed the same CEO. The study focused on the evolution of fixed and variable executive remuneration from 2019 to 2020.
All articles