Careers
Human resources manager
Recruiting, developing, rewarding, negotiating: the human resources manager builds an organisation's human capacity. A function where every decision shows up on the ground a few months later.
Four workstreams run together
Recruitment fills the first workstream: defining a real need, choosing a channel, running structured interviews, onboarding properly. The second covers skills: mapping what the organisation can do, building a training plan, preparing successions. The third concerns reward and payroll cost, steered by data. The fourth, employee relations, is built in calm periods and revealed in tense ones.
- Define a recruitment policy and run a structured interview
- Map skills and build an annual training plan
- Steer payroll cost and build a pay structure
- Lead employee relations and prepare collective bargaining
Organisations structuring their HR
Mining and industrial groups
Large workforces, shift work, local content to demonstrate: the function is strategic and well resourced there.
Financial services and telecoms
Branch networks, strong competition for qualified profiles, active skills development policy.
International organisations
Local and international staff, multiple contractual frameworks, high documentary standards.
The programme in four measures
These measures come from the very document filed with the ministry, and they check out. An employer funding training asks for hours first; an equivalence office asks for credits first; a candidate asks for duration first. All three readings find their answer here, expressed in the same unit across the catalogue.
- qualification level
- 6
- months of programme
- 12
- taught hours
- 800 h
- credits
- 80
- competency blocks
- 5
Manager and professional
Led by an instructor.
1 credit = 25 h of work, 10 of them taught.
Framework of the « Human Resources Manager » qualification, code TP23.
What each block makes you able to run
Each block is framed by what it makes possible in the field, not by the chapters it contains. That is what lets you hold the framework straight against a real job description: both speak in professional acts. The taught hours attached give the measure of the practice planned for each.
- 01
HR policy and organisation
Headcount, organisation, job descriptions, pay policy — 190 taught hours.
- 02
Recruitment and skills development
Sourcing, selection, onboarding, training plans, career management — 200 taught hours.
- 03
Employee relations and labour law
Representation, negotiation, discipline, litigation, collective conflict — 210 taught hours.
- 04
Payroll, workforce data and steering
Supervising payroll, HR dashboards, HR budget, data protection — 150 taught hours.
- 05
Managerial conduct
Confidentiality, advising the owner, change management — 50 taught hours.
Taking HR responsibility
The programmes below build the skills this role mobilises. Each row shows what the institute commits to: duration, credits, taught hours and fees in Guinean francs, read straight from the catalogue. You compare on the same basis as the admissions office, with exactly the same figures.
| Programme | Duration | Credits | Taught hours | Fees |
|---|---|---|---|---|
| Human Resources Management · Bachelor's degree | 2 years | 120 | 1200 h | 4 800 000 GNF per year |
| Management and Project Management programme — Bac+5 level · Master's degree | 2 years | 120 | 1200 h | 6 500 000 GNF per year |
A few useful clarifications on this path
Is a legal background required?
Applicable labour law is part of the framework, worked from the texts in force. A profile coming from management, payroll or operations does very well in this function, provided they acquire that regulatory base.
How is HR work measured?
By internal indicators the organisation chooses: time to hire, share of roles filled internally, training effort, payroll cost evolution, absence. The framework teaches you to build them and to defend them in an executive committee.
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