Duration
30h Th
Number of credits
Lecturer
Language(s) of instruction
French language
Organisation and examination
Teaching in the first semester, review in January
Schedule
Units courses prerequisite and corequisite
Prerequisite or corequisite units are presented within each program
Learning unit contents
Skills and training management is recognized to be a major strategic domain of the modern human resource function. On the one hand, skills management is often the basis of many other HR practices - e.g. recruitment, evaluation, remuneration, career management, etc. On the ohter hand, developing skills through increasingly varied training methods (e-learning, blended learning, hybrid learning...) is more and more recognized as a decisive success factors for firms willing to attract, motivate and retain performing employees ("talents") within the organization.
The course will introduce skills management and its challenges for the organization (competitiveness, organizational performance, career management plans, etc.) as well as for the individual (employability, mobility, personal development, etc.) Various conceptions of skills and what "being skilled" means will be developped through theoretical viewpoints, analytical grids, and concrete tools (frames of reference, skills assessment, etc.) and methodological steps (analyzing the context, identifying a job, etc.) Particular - and critical - attention will be paid to the anticipatory planning of skills' demands and needs, and to the diversity of the instrumentation of skills management practices. Course sessions will further tackle subjects such as the hybridation of training programs, talent management, lifelong learning, skills development, and skills management in agile contexts.
Learning outcomes of the learning unit
- To master the main concepts, tools and funding ideas of skills management and training management;
- To analyze skills management approaches and training strategies, as well as their instrumentation in organizational contexts;
- To develop a critical and reflexive stance on skills management and its multiple practices;
- To work by groups on real-life cases animated by HR professionals, in a diagnosis and/or advice perspective
This course contributes to the following Intended Learning Outcomes :
ILO-1: To strengthen knowledge and understanding of management disciplines and its legal, policy and social context.
ILO-4: To acquire the capacity to research autonomously and methodically the information needed to solve a complex, transversal management problem.
ILO-5 : Integrate autonomously researched information, tools, knowledge and context to build and propose, either individually or as part of a team, original, creative and viable solutions to concrete complex management problems, whether real or simulated, taking into account, when necessary, the human, social and legal context.
ILO-7 : Being capable of professional team work.
ILO-9 : Developing a critical sense (arguing).
ILO-11 : Creative conception of solutions.
ILO-13: Professional capacity for written communication
ILO-14 : Faced with a management problem, suggesting solutions that are ethical and socially responsible and that respect the principles of good governance.
Prerequisite knowledge and skills
Basic knowledge of firm theory and human resource management, as taught in bachelor courses.
Planned learning activities and teaching methods
Beyond the introductory course, the sessions will be organized around three moments:
- First, theoretical and conceptual elements related to strategic skills management and training will be developed;
- Second, empirical illustrations through concrete cases of skills management tools, practices, and methods will be detailled by external guests, when possible (HR directors, talent managers, etc.)
- Finally, students will be invited, by small groups, to write a short report (either of analytical, critical or advising nature) that brings together the elements exposed in the first two parts of the session
Mode of delivery (face to face, distance learning, hybrid learning)
Face-to-face course
Additional information:
The course will be given in class (the only exception could concern external guests who could not present on-site). Participation to the classroom sessions is mandatory.
Course materials and recommended or required readings
Supports used during the course will be shared with students after each session.
Complementary readings:
Cheetham, G. & Chivers, G. (1996). Towards a holistic model of professional competence. Journal of European Industrial Training, Vol. 20 No. 5, pp. 20-30.
Dejoux, C. (2013). Gestion des compétences et GPEC. Dunod.
Delobbe, N., Gilbert, P., & Boulaire, M. (2014). Gérer des compétences : une instrumentation en contexte, modélisation fondée sur l'étude de cas. Relations Industrielles, Vol. 69 No. 1, pp. 28-59.
Rousseau, A., Leonard, E., & Bouchat, p. (2003). La gestion des compétences. Rapport de recherche UCL, vol. 2 (3).
Exam(s) in session
January exam session
- In-person
oral exam
August-September exam session
- In-person
oral exam
Continuous assessment
Additional information:
The evaluation of the course is made of two parts.
First, at each session, students will be invited to write, collectively, a short critical and reflexive report that brings together the conceptual elements developed in the course with the field practices brought by external guests. Each of these reports will be evaluated. Taken together, these reports will amount to 50% of students' final grade.
Moreover, an individual oral exam will be organized to assess students' understanding and mastery of the concepts developed throughout the year. This exam will amont for 50% of the final grade.
Students who fail their first evaluation will, in August, be solely evaluated through an oral exam.
Work placement(s)
Organisational remarks and main changes to the course
The sessions will be organized according to your course schedule. First course will begin on September 23.
Contacts
Grégory JEMINE (gjemine@uliege.be)