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The MSc in Business Administration at the University of Twente is worth a total of 60 ECs. In addition to the four core courses in Business Administration (15 ECs), the specialization in Human Resource Management consists of four courses (20 ECs) and a Master’s thesis (25 ECs).

Please note that the electives and profiles can be subject to change. Be sure to consult our website regularly to get the latest course information.


This course will develop your competence in the identification, attraction, development and retention of talented employees in arenas that are becoming increasingly competitive and international. Drawing on case studies from real-world multinational corporations, you will learn to design a strategic plan for global talent management. This will also help you position yourself on the demanding modern labour market.

Defining and managing talent across borders

In this course, we discuss various GTM challenges faced by multinational corporations (MNCs), like Philips or Dow Chemical. These challenges include defining talent and deciding which talent management practices to use in order to achieve corporate goals. We also look at topics such as expatriation and cross-border teams. Because GTM often comes with tensions between global talent management standards and their local integration, we discuss various theoretical perspectives on the allocation of responsibilities and roles to talent managers – both at corporate headquarters and subsidiary offices. In addition to these theoretical explorations, we invite guest speakers from MNCs to share their experiences in managing talent in an international arena.

Learn more about this course in our course database, or contact


The course in Strategic HR Analytics will provide you with the knowledge and skills needed to apply HR Analytics in practice, and to advise organizations on their HR analytics strategies. It will help you become futureproof analytical HRM specialist, who can make fact-based decisions to help organizations take their HRM to the next level.

Managing the influence of people on business outcomes

The term HR Analytics refers to the systematic identification and quantification of the influence of people on business outcomes. Through a combination of lectures and tutorials, you will learn and experience how HR Analytics can be applied to various aspects of HRM, including recruitment, retention and staffing.

You will also conduct a research project on HR analytics for a large Dutch company facing a pressing business challenge that calls for creative, innovative solutions. The HR Analytics Manager from a Dutch multinational organization will share experiences with the implementation of HR analytics in practice. This course will help you develop yourself into the ‘bright, analytical mind’ many of today’s organizations are seeking.

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During this course, you will acquire the knowledge and skills needed to design HRM solutions based on a real-world business problem. You will also learn to apply and evaluate concepts in the fields of job design, labour architecture, new ways of working, and Electronic HRM (E-HRM). You will learn to re-design the HRM function effectively in an actual company and organize a symposium for the purpose of sharing business solutions.

Finding the best combination of HRM channels, actors and functions

In this course, you will learn to search for the best combination of HRM channels and actors. Think, for example, of central HR departments, decentralized HR units, HR Shared Service Centres, line managers, employees and Information Technology Managers and how they interact. You will learn how to decide which HR practices should be outsourced, digitalized, or kept in-house, as well as how to design company- and context-specific jobs. You will evaluate the effectiveness of the HRM function and its design, as well as the effectiveness of E-HRM. We will discuss how best to deliver different IT-based HRM practices, and examine actual and expected outcomes of various HRM delivery channels at the individual, departmental and organizational levels.

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In this course, you seek a deeper understanding of how firms can use HRM to make their workforce more innovative. You will tackle questions such as: How can HRM practices and activities be used to make employees innovative? Which role should managers play in the generation and implementation of innovative ideas? And how can employees be motivated to generate new ideas?

Researching the HRM-Innovation link based on real-life business data

This course will give you in-depth insight into the reciprocal relationships between HRM and different forms of innovation. Based on real-life business data you will engage in qualitative research about what an organization can do to improve and make use of innovative employees behaviours. Based on various rounds of peer- and teacher-feedback, you will present the results of your own research to business representatives and provide recommendations towards business on how to become more innovative.

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Choosing a topic for your graduation project, or Master’s thesis, can be a good way to pursue your personal interests and to prepare yourself for the career path you have in mind. Many students tap into our cutting-edge research programmes. However, we offer plenty of room for you to propose an idea of your own and to align that with ongoing research at the faculty.

Some examples of graduation projects:

  • The effectiveness of employee engagement efforts based on the use of mobile apps as opposed to questionnaires and surveys
  • Implementation of e-recruitment at KLM
  • HRM practices at Deliveroo in Amsterdam and Utrecht, with a focus on ethnography
  • Performance management of Uber drivers
  • Gender diversity people management in high-tech companies, such as Thales and Apollo Vredestein
  • HRM innovation at the Netherlands Fire Service
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