Skip to main content


The Human Resources Department of the San Antonio Catholic University focuses its activity on three areas: personnel management, human resources management and occupational risk prevention.

We intend that all our policies combine and make compatible the characteristic elements of our institution, according to its particular vision, mission and values, with the most modern trends in each of these areas.

Therefore, our objectives are:

  1. Rationalization of the staff and maximum profitability of the company's human resources.
  2. To contribute to the integration and adaptation of the University to the European Higher Education Area set for 2010 in the Bologna Declaration of 1999.
  3. The achievement of excellence in the department's quality management system, accredited by the recognition of the quality of this management system by external specialized entities and by ANECA itself.

This area successfully performs all the functions inherent in classic personnel management and is capable of responding with due agility and solvency to all the requirements of the University. The personnel, in continuous process of formation, executes, basically, the following functions or processes:

  • Processing of registrations, cancellations and variation of data through the Network System.
  • Carrying out work and service rental contracts, written data modifications and communications through the Contrat System.
  • Calculation of payroll, settlements and compensation.
  • Preparation of social insurance (tc1, tc2, tc1/15, tc13/2. etc.) and taxes (mod. 110, 111 and 190).
  • Management of incidents in payrolls: IT, maternity, multiple jobs, compatibilities, leaves of absence, breastfeeding, etc.
  • Management of payments of an extra-salary nature such as interns, lecturers, trainers, liberal professionals, among others.
  • Preparation of work certificates, company certificates, withholdings and internships.
  • Representation and defense of the company in labor conflicts, both at the arbitration level (SMAC) and in court (social chambers).
  • Various procedures with the Tax or Social Security Administration.

In this area, at the service of the Mission, Vision and Values of the Institution, we have been developing a set of measures, closely related to each other, to achieve the general objectives.

We understand that all our activity must be focused on the figure of the talent or human capital of the company. Talent, understood in this way, must be constantly evaluated, trying to make the most of it and adapting it to the changing needs of the institution. Therefore, we must invest continuously in its improvement. The following are the specific measures or policies, some of which have already been implemented and others which the Human Resources Department is still working on, and which are aimed at discovering and improving the talent available, grouped by purpose or trend:

a) Measures aimed at shaping the workforce. 

Measures aimed at shaping the workforce. A set of policies designed to adapt the size of the workforce to the needs of the institution. We want to determine the talent needed by:

  • Analysis of needs. Continuously updating the job description,
  • Maintaining work center valuation, or
  • Development of a recruitment policy that respects Law 3/2007, which includes the detection of personnel needs and provides for an effective and efficient system of recruitment and selection of personnel.

b) Measures to optimize the staff.

It is proposed to organize and rationalize the staff by regulating working conditions and establishing a motivating professional career based on the performance and capacity of the individual in order to optimize talent (understood as improving performance). Specifically:

  • Regulation of timetables, working days, leaves and holidays,
  • Staff evaluation,
  • Determination of the professional career, setting the policy of promotions and advancement.

c) Measures to improve and make the staff more profitable.

A set of initiatives aimed at strengthening and, consequently, making the University's human capital profitable: investing in improving talent and making it profitable. To wit:

  • Design of a Training Plan.
  • Continuous evaluation of the performance and capacity of the worker.
  • Study of costs and the impact on them of any measure.

d) Measures to improve working conditions and staff satisfaction.

These actions seek the satisfaction of the worker in the performance of their work, they aim to retain talent. Specifically:

  • Study of the working environment and establishment of processes for the detection and rapid resolution of labour conflicts.
  • Establishment of a salary policy that respects internal and external equity.
  • Study and implementation of non-wage compensation policies (total compensation).