RNCP Human Resources Manager

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Become a Human Resources Manager

Professional certification issued
and blocks of competencies

Title of “Human Resources Manager” level 7 – former level I – registered in the RNCP (Répertoire National des Certifications Professionnelles) under the code NSF 315. Order of April 7, 2017 and published in the Official Journal of April 21, 2017.

Find the blocks of competences associated with this RNCP title.


The “Human Resources Manager” is responsible for defining the company’s human resources strategy and then, after validation by the general management, for steering and monitoring its implementation on a daily basis with the team he/she manages.

To this end, he/she is responsible for the administration, management and development of the company’s personnel (recruitment, training, career management, salary policies, pensions). It organizes consultation and social dialogue with staff members or their representatives. It designs and pilots operations related to employment and skills management. It monitors the proper application of legal and regulatory obligations and ensures that appropriate actions are regularly implemented. Finally, he/she develops or updates procedures, monitoring and management tools for the structure’s personnel, both nationally and internationally.
In a context of necessary adaptation of the company to the risks and to the market evolutions, he can be led to set up a restructuring strategy by limiting the legal risks, by controlling the costs and by reclassifying the maximum of employees.

The following is a non-exhaustive list of the different functions that can be performed by holders of the “Human Resources Manager” certification:

  • Human Resources Manager
  • Human Resources Manager
  • Human Resources Manager
  • HR Development Manager
  • Recruitment Manager
  • Training Manager

The outsourcing of certain services also leads service providers to offer positions whose required skills are those of the human resources manager:

  • HR Consultant
  • Recruitment expert / Talent manager

At the beginning of his or her career, the Human Resources Manager may hold positions as “human resources manager” before moving on to a managerial position with the supervision of a team. This title can also be found in smaller structures.

“In response to business needs

Human resources management is an area necessary for the proper functioning of organizations in both the private and public sectors, regardless of the status and size of the structure. The activity varies according to the sector, the size of the structure and the perimeter of the managed population.

Missions also vary according to the presence in the company of dedicated recruitment, training and compensation departments. In companies with centralized specialized expertise, the Human Resources Manager plays a coordination and general support role for a population of employees.

What skills are developed?

At the end of the training, the learners will have acquired the following blocks of competences:

  • Define the company’s human resources strategy and policy in accordance with the company’s strategic imperatives
  • Organize and manage personnel administration with a view to optimizing costs
  • Define and implement the employment and skills management policy to attract and retain skills and talents
  • Define and manage the recruitment policy in order to integrate the human, technical and managerial resources necessary for the company’s growth
  • Define the company’s training policy, draw up and monitor the training plan in order to develop human capital over the long term
  • Implement a suitable remuneration policy and optimise the management of the wage bill in accordance with the company’s strategic and economic objectives
  • Organize and lead the international mobility process and manage expatriates within the framework of an international company
  • Managing teams and supporting HR projects

This certification is accessible by capitalization of these blocks of skills.

Example of a course


This module provides learners with the keys to setting up and managing a restructuring plan. To do this, they will need to know the mechanisms of restructuring, legal obligations and collective bargaining (stages but also hazards). They will also develop knowledge of collective economic dismissal. Practical cases will help improve understanding of the implementation of a job protection plan (PSE).


Throughout this module, learners will be challenged to develop a balanced compensation policy that meets the company’s strategic objectives and the expectations of shareholders, management and employees. In order to do so, they must be able to implement, diagnose and/or make recommendations regarding compensation according to a defined policy. Learners will assimilate technical knowledge of compensation (components, legal bases, performance pay, profit sharing, etc.) while mastering the technical, social and fiscal characteristics of the main compensation tools.


This module will address the notion of diversity and more particularly that of interculturality in a company by showing the stakes and the roles of the Human Resources department. He will particularly show the “richness and difficulty” for a company to be diversified. Learners will master the challenges of new organizational practices based on illustrations and concrete examples. They will use the Lewis Model of Cross-Cultural analysis.

The module will focus on best practices within an international group.


The module will address the notion of well-being at work by examining the actors, tools and methods that make it possible to develop a prevention plan for Psychosocial Risks (PSR). As a future HR, the learner should be able to understand the evolution of the quality of life at work and its stakes for the company. He will learn how to propose preventive actions to avoid RPS such as violence, harassment or stress. The course will also address the concept of quality of work life (QWL) with an emphasis on the role of HR.


The objective of this module is to provide the methods and main indicators for analyzing the performance of the company’s HR policy. The learner will then be asked to build a social dashboard using the JP Taïeb matrix. He or she will also have to know how to use different indicators such as recruitment and skills management indicators, remuneration indicators or safety, health and quality of life at work indicators. At the end of the module, the learner should be able to use these indicators to implement a coherent HR strategy.


During this module, learners will study what an HR strategy is (understanding, analysis, construction, management). This module will address the different existing HR strategies as well as their construction and analysis modes and finally the components of an HR strategy. Learners will also understand the increasing impact of digital technology on human resources management practices. At the end of this course, the learner should be able to manage an HR strategy.


Conducting a conflit diagnosis. Implementation of simple and operational conflit management tools. Negotiation techniques and cooperation within teams. Prevention of bullying. Diagnosis of a situation of moral harassment. Setting up a mediation.


The objective of this module is to understand, analyze and identify the importance of collective relations (union representatives, employee representative bodies, employer representatives, etc.). At the end of this course, the learner should be able to effectively manage collective relations and in particular all negotiations (mandatory or not) within the company. This course reviews the evolution and the logic of action of employee trade unions and analyzes the various aspects of the management of social relations.

Projects, Internships and Career Paths

Testimony of Ophélie, former student of the INSEEC Human Resource Manager program

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Updated 24 March 2022