Human Capital Management for the Strengthening of Social Security Institutions

Human Capital Management for the Strengthening of Social Security Institutions

+5255 5377-4740


Format: Mixed

Language: Spanish / English

Level: Specialised

Duration: 120 hours


Obtain a global vision of the strategic importance of human capital management in organizations in general, as well as to acquire more knowledge, skills, competencies and techniques so as to make to help strengthen institutions related particularly to social.


  • Analyse the importance of enhancing human capital management in organizations.
  • Understand the new trends in human capital management: recruitment and selection, training and development, job profiles, performance evaluation, career plans, portfolios and succession planning
  • Identify key elements of human talent management and how to apply them to add value to organizations.
  • Propose strategies to sustain the excellence of the service offered by the organizations.
  • Exchange experiences of diverse human talent programs.


Institutions charged with social security are looking for new ways to help improve the quality of the services they offer. Currently, there is greater public vigilance regarding the quality of the services it receives, which is motivating social security administrations to focus more on the user and pay more attention to quality through greater productivity, efficiency and responsibility and the welfare of its users. Hence, the focus of this course is aimed at reviewing contemporary trends in efficiency and quality, providing human capital with capabilities to anticipate, analyse and mitigate the global risks faced by social security.


Today, one of the most pressing things needed in order to achieve organisational success is the need for high productivity with a sense of social responsibility. The proper management of people in organizations is a necessity both in the public and private spheres, since it is a fundamental element for the achievement of the different institutional objectives.

Currently, the Office for Human Capital has taken a leading role in the implementation of organisational strategic plans, through a talent management model which responds to competitive environments.

Acquiring knowledge and skills in human capital management allows institutions, irrespective of their scope, to generate competitive advantages and high-performance work systems, which will benefit them in the provision of the goods and services they offer in strategic and sustainable entities.

This academic activity aims to provide the participant with the necessary and up-to-date elements that allow him to productively manage human talent and employ best practices in that regard.

Within the sphere of social security, human capital management needs to be fortified and adapted to the realities of the 21st century, in order to meet social policy objectives, more efficiently orienting managerial staff and other institutional employees towards continuous improvement in their professional responsibilities.


  • Strategic perspective in the administration of human Capital: Historical evolution of organizational development and management, awareness of the need for change in institutions.
  • Strategic management of human capital for high performance and human talent development.
  • Optimization of human talent
  • Leading teams to achieve successful transformations that strengthen institutions.
  • Human Capital indicators and performance evaluation: to create and maintain a culture of excellence in service.


The course is to be carried out in line with the teaching of lectures by one or several speakers and with the implementation of dynamics in teams that allow to elaborate a series of diagnoses on particular subjects with the contributions of the participants.


An assessment and examination at the beginning and end of the course will be applied to measure the impact of the training.


Funcionarios o directivos de las instituciones relacionadas con la seguridad social y del medio académico, interesados en el tema.


  • Administración de recursos humanos: el capital humano de las organizaciones / Idalberto Chiavenato; rev técnica Margarita Bárcenas Salas, María Magdalena Saleme Aguilar. — – 9a ed. México: McGraw Hill, 2011. xiii, 421 p. Contenido: I. Interacción entre personas y organizaciones. II. El sistema de administración de recursos humanos. III. Subsistema de provisión de recursos humanos. IV. Subsistema de organización de recursos humanos. V. Subsistema de mantenimiento de recursos humanos. VI. Subsistema de desarrollo de recursos humanos. VII. Subsistema de auditoria de recursos humanos.
  • Administración de recursos humanos: enfoque latinoamericano / Gary Dessler, Ricardo Alfredo Varela Juárez, tr. Leticia Esther Pineda Aya y Víctor Campos Olguín. — – 5a ed. México: Prentice Hall: Pearson Educación, 2011. 515 p.
  • Contenido: 1. La administración de recursos humanos en la actualidad. 2. Administración de la igualdad de oportunidades y de la diversidad. 3. Planeación y reclutamiento de personal. 4. Las pruebas y la selección de empleados. 5. Capacitación y desarrollo de la fuerza laboral. 6. Administración y evaluación del desempeño. 7. Remuneración de los empleados. 8. Ética y trato justo en la administración de recursos humanos. 9. Administración de las relaciones laborales y la negociación colectiva. 10. Protección de la seguridad y salud.
  • La gestión del capital humano: ¿utopía o realidad? / Ignacio González Sánchez, Manuel Medina Elizondo, Ricardo Varela Juárez. — México: Gasca, 2009. 174 p.
  • Contenido: I. El paradigma del capital humano. II. La cultura y la evolución de la gestión del capital humano. III. La rentabilidad y el valor del capital humano. IV. Un modelo para la medición del capital humano. V. Desarrollo de competencias y generación de capital humano.