MSc

MSc Human Resource Management

People strategy that builds high-performing, fair organisations

Online or on campus

18 months36 creditsEnglish

Overview

Human resource management is both a craft and a strategic system. This MSc equips you to design talent acquisition, performance, reward, learning and employee relations systems that create organisational capability while meeting legal and ethical standards. You will practise evidence-based HR, workforce analytics and inclusive design, and complete a consultancy-style capstone with a live or simulated organisational client. Ideal for aspiring HR business partners, people operations leaders and line managers taking strategic people responsibility. MSc Human Resource Management is taught as one award, not a list of unrelated modules. The published length is 18 months, and the credit total is 36. Students move from Strategic Human Resource Management through Strategic Human Resource Management; Organisational Behaviour & Workplace Psychology; Talent Acquisition, Assessment & Employer Brand; Employment Law & Employee Relations; Learning, Development & Leadership Capability; Performance, Reward & Total Rewards Design, and finish on MSc HRM Capstone Consultancy Project. Each course has a question, a method, and a submission. In this field, students diagnose one organisation and carry a decision through to a recommendation. Reading is a case, a short financial extract, and a stakeholder note. The artefact a marker expects is a consulting brief a manager could use. The award is built so that a graduate can do the following in practice: Design integrated HR systems aligned to business strategy Apply employment law principles to complex workplace issues Use people analytics for workforce planning and retention Teaching assumes the student can read a source, attempt a problem before the seminar, and revise after feedback. Attendance at live seminars is part of the design. The capstone or final course must use the methods of the earlier courses; a project that ignores them does not pass. The pages for each course name the topics that are examined. Those topics are the syllabus. A brochure line is not a substitute for them.

Curriculum informed by CIPD professional standards and contemporary research on high-performance work systems. Stacks upward from the Graduate Certificate in Human Resources for career switchers.

Who This Programme Is For

HR professionals advancing to HRBP or people leadership roles
Line managers taking strategic people accountability
People ops leaders in scale-ups professionalising systems
Graduates of the HR certificate seeking a full master's

Faculty spotlight

CIPD-qualified Professor Daniel Osei leads employment relations; Dr. Emma Laurent covers inclusion systems and bias-aware assessment design.

How you can study

Recommended

Study online

100% tuition-free online

Online tuition is free. Online examinations are free. There is no exam fee for online study.

✦ Tuition: £0 / $0
✦ Examinations are free. There is no exam fee.
✦ Learn from anywhere · Live online seminars

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On-campus study

Study at our campus

Prefer to learn at our Edinburgh campus? Campus tuition and campus examinations are charged. The published campus price is on each programme page.

✦ Tuition: £9,500 / US$12,000/year
✦ Location: 3 Lady Lawson St, Edinburgh EH3 9DS, United Kingdom
✦ Campus examinations are charged
✦ In-person seminars, library & student services

Apply for campus →

What You Will Learn

Design integrated HR systems aligned to business strategy
Apply employment law principles to complex workplace issues
Use people analytics for workforce planning and retention
Lead inclusive talent and development programmes
Facilitate organisational development and change

Curriculum

Term 1 — Strategic People Foundations

Code	Course	Credits · hours
HRM501	Strategic Human Resource Management Strategic Human Resource Management (HRM501) is a 3-credit course on MSc Human Resource Management, with 30 notional learning hours. By the end, students can diagnose one organisation and carry a decision through to a recommendation, using Strategic Human Resource Management as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a case, a short financial extract, and a stakeholder note. Seminar time is for the decision, not for reading the materials aloud. Assessment is a consulting brief a manager could use. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone. HRM501-M1 · Position, rivals, and the choice in front of the organisation — Strategic Human Resource Management HRM501-M2 · A financial result and the operational cause — Strategic Human Resource Management HRM501-M3 · The decision, the team, resistance, and the plan — Strategic Human Resource Management HRM501-M4 · Stakeholders and what they can block — Strategic Human Resource Management HRM501-M5 · Ethics and the limit of the recommendation — Strategic Human Resource Management HRM501-M6 · A consulting brief: problem, evidence, recommendation, defence — Strategic Human Resource Management	3 · 30 h
HRM502	Organisational Behaviour & Workplace Psychology Organisational Behaviour & Workplace Psychology (HRM502) is a 3-credit course on MSc Human Resource Management, with 30 notional learning hours. By the end, students can read a finding and say what it shows about behaviour, and what it does not, using Organisational Behaviour & Workplace Psychology as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses one empirical paper, one methods critique, and an ethics note. Seminar time is for the decision, not for reading the materials aloud. Assessment is a critical review that a non-specialist manager could follow. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone. This course does not confer a psychology, counselling, or clinical licence. HRM502-M1 · Constructs, measures, and what a score does not mean — Organisational Behaviour & Workplace Psychology HRM502-M2 · Study design, bias, and sample limits — Organisational Behaviour & Workplace Psychology HRM502-M3 · Evidence review and competing explanations — Organisational Behaviour & Workplace Psychology HRM502-M4 · Ethics of inquiry and the duty not to overclaim — Organisational Behaviour & Workplace Psychology HRM502-M5 · Application to one workplace or community setting — Organisational Behaviour & Workplace Psychology HRM502-M6 · A critical review with method, finding, and limit — Organisational Behaviour & Workplace Psychology	3 · 30 h
HRM503	Talent Acquisition, Assessment & Employer Brand Talent Acquisition, Assessment & Employer Brand (HRM503) is a 3-credit course on MSc Human Resource Management, with 30 notional learning hours. By the end, students can justify a marketing decision with evidence rather than a slogan, using Talent Acquisition, Assessment & Employer Brand as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a brief, a channel note, and a measurement plan. Seminar time is for the decision, not for reading the materials aloud. Assessment is a campaign or content recommendation with audience, channel, and measure. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone. HRM503-M1 · Audience, offer, and the evidence for both — Talent Acquisition, Assessment & Employer Brand HRM503-M2 · Channel choice and what the channel cannot do — Talent Acquisition, Assessment & Employer Brand HRM503-M3 · Message, proof, and a measure of response — Talent Acquisition, Assessment & Employer Brand HRM503-M4 · Ethics of persuasion and claims that must not be made — Talent Acquisition, Assessment & Employer Brand HRM503-M5 · A campaign or content decision with a budget line — Talent Acquisition, Assessment & Employer Brand HRM503-M6 · A recommendation a client could act on — Talent Acquisition, Assessment & Employer Brand	3 · 30 h
HRM504	Employment Law & Employee Relations Employment Law & Employee Relations (HRM504) is a 3-credit course on MSc Human Resource Management, with 30 notional learning hours. By the end, students can say who decides, under which rule, and draft a note a professional could read, using Employment Law & Employee Relations as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a statute or instrument, a case or policy paper, and a commentary. Seminar time is for the decision, not for reading the materials aloud. Assessment is a memo or draft clause with sources and a revision note. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone. This course is academic. It does not admit the student to practise law and it is not a qualifying law degree. HRM504-M1 · Forum, rule, and parties — Employment Law & Employee Relations HRM504-M2 · Claim, counterclaim, and the facts that would change the result — Employment Law & Employee Relations HRM504-M3 · A clause, briefing, or policy note for a named audience — Employment Law & Employee Relations HRM504-M4 · Sources, revision, and the strength of the authority — Employment Law & Employee Relations HRM504-M5 · Institutions and the limit of the award — Employment Law & Employee Relations HRM504-M6 · A supervised paper: question, sources, argument, and defence — Employment Law & Employee Relations	3 · 30 h

Term 2 — Development & Performance Systems

Code	Course	Credits · hours
HRM505	Learning, Development & Leadership Capability Learning, Development & Leadership Capability (HRM505) is a 3-credit course on MSc Human Resource Management, with 30 notional learning hours. By the end, students can diagnose one organisation and carry a decision through to a recommendation, using Learning, Development & Leadership Capability as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a case, a short financial extract, and a stakeholder note. Seminar time is for the decision, not for reading the materials aloud. Assessment is a consulting brief a manager could use. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone. HRM505-M1 · Position, rivals, and the choice in front of the organisation — Learning, Development & Leadership Capability HRM505-M2 · A financial result and the operational cause — Learning, Development & Leadership Capability HRM505-M3 · The decision, the team, resistance, and the plan — Learning, Development & Leadership Capability HRM505-M4 · Stakeholders and what they can block — Learning, Development & Leadership Capability HRM505-M5 · Ethics and the limit of the recommendation — Learning, Development & Leadership Capability HRM505-M6 · A consulting brief: problem, evidence, recommendation, defence — Learning, Development & Leadership Capability	3 · 30 h
HRM506	Performance, Reward & Total Rewards Design Performance, Reward & Total Rewards Design (HRM506) is a 3-credit course on MSc Human Resource Management, with 30 notional learning hours. By the end, students can diagnose one organisation and carry a decision through to a recommendation, using Performance, Reward & Total Rewards Design as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a case, a short financial extract, and a stakeholder note. Seminar time is for the decision, not for reading the materials aloud. Assessment is a consulting brief a manager could use. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone. HRM506-M1 · Position, rivals, and the choice in front of the organisation — Performance, Reward & Total Rewards Design HRM506-M2 · A financial result and the operational cause — Performance, Reward & Total Rewards Design HRM506-M3 · The decision, the team, resistance, and the plan — Performance, Reward & Total Rewards Design HRM506-M4 · Stakeholders and what they can block — Performance, Reward & Total Rewards Design HRM506-M5 · Ethics and the limit of the recommendation — Performance, Reward & Total Rewards Design HRM506-M6 · A consulting brief: problem, evidence, recommendation, defence — Performance, Reward & Total Rewards Design	3 · 30 h
HRM507	Diversity, Equity, Inclusion & Belonging Diversity, Equity, Inclusion & Belonging (HRM507) is a 3-credit course on MSc Human Resource Management, with 30 notional learning hours. By the end, students can diagnose one organisation and carry a decision through to a recommendation, using Diversity, Equity, Inclusion & Belonging as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a case, a short financial extract, and a stakeholder note. Seminar time is for the decision, not for reading the materials aloud. Assessment is a consulting brief a manager could use. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone. HRM507-M1 · Position, rivals, and the choice in front of the organisation — Diversity, Equity, Inclusion & Belonging HRM507-M2 · A financial result and the operational cause — Diversity, Equity, Inclusion & Belonging HRM507-M3 · The decision, the team, resistance, and the plan — Diversity, Equity, Inclusion & Belonging HRM507-M4 · Stakeholders and what they can block — Diversity, Equity, Inclusion & Belonging HRM507-M5 · Ethics and the limit of the recommendation — Diversity, Equity, Inclusion & Belonging HRM507-M6 · A consulting brief: problem, evidence, recommendation, defence — Diversity, Equity, Inclusion & Belonging	3 · 30 h
HRM508	People Analytics, HRIS & Evidence-Based HR People Analytics, HRIS & Evidence-Based HR (HRM508) is a 3-credit course on MSc Human Resource Management, with 30 notional learning hours. By the end, students can define a measurable question, fit a method that can be checked, and report where it fails, using People Analytics, HRIS & Evidence-Based HR as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a dataset description, a methods note, and one published evaluation. Seminar time is for the decision, not for reading the materials aloud. Assessment is a project note with the question, the method, the result, and the limitation. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone. HRM508-M1 · The question, the unit of analysis, and data quality — People Analytics, HRIS & Evidence-Based HR HRM508-M2 · Features, baselines, and error — People Analytics, HRIS & Evidence-Based HR HRM508-M3 · Validation, leakage, and what the model must not decide — People Analytics, HRIS & Evidence-Based HR HRM508-M4 · Monitoring, drift, and human review — People Analytics, HRIS & Evidence-Based HR HRM508-M5 · Interpretation for a non-technical decision maker — People Analytics, HRIS & Evidence-Based HR HRM508-M6 · A supervised project with method, result, and limitation — People Analytics, HRIS & Evidence-Based HR	3 · 30 h

Term 3 — Leadership & Capstone

Code	Course	Credits · hours
HRM601	Change Management & Organisational Development Change Management & Organisational Development (HRM601) is a 3-credit course on MSc Human Resource Management, with 30 notional learning hours. By the end, students can diagnose one organisation and carry a decision through to a recommendation, using Change Management & Organisational Development as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a case, a short financial extract, and a stakeholder note. Seminar time is for the decision, not for reading the materials aloud. Assessment is a consulting brief a manager could use. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone. HRM601-M1 · Position, rivals, and the choice in front of the organisation — Change Management & Organisational Development HRM601-M2 · A financial result and the operational cause — Change Management & Organisational Development HRM601-M3 · The decision, the team, resistance, and the plan — Change Management & Organisational Development HRM601-M4 · Stakeholders and what they can block — Change Management & Organisational Development HRM601-M5 · Ethics and the limit of the recommendation — Change Management & Organisational Development HRM601-M6 · A consulting brief: problem, evidence, recommendation, defence — Change Management & Organisational Development	3 · 30 h
HRM602	Ethics, Wellbeing & Sustainable Work Ethics, Wellbeing & Sustainable Work (HRM602) is a 3-credit course on MSc Human Resource Management, with 30 notional learning hours. By the end, students can draw the system, name the constraint that binds it, and compare two responses, using Ethics, Wellbeing & Sustainable Work as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a system description, an indicator note, and a project option paper. Seminar time is for the decision, not for reading the materials aloud. Assessment is a recommendation for one decision, with the evidence and the downside. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone. This course does not confer a professional engineering licence. HRM602-M1 · System boundary, constraint, and actors — Ethics, Wellbeing & Sustainable Work HRM602-M2 · Indicators, sources of error, and a better measure — Ethics, Wellbeing & Sustainable Work HRM602-M3 · Two options on cost, time, and downside — Ethics, Wellbeing & Sustainable Work HRM602-M4 · Safety, environmental limit, and who bears the risk — Ethics, Wellbeing & Sustainable Work HRM602-M5 · A site, grid, or product decision — Ethics, Wellbeing & Sustainable Work HRM602-M6 · A recommendation with evidence and residual risk — Ethics, Wellbeing & Sustainable Work	3 · 30 h
HRM603	MSc HRM Capstone Consultancy Project MSc HRM Capstone Consultancy Project (HRM603) is a 6-credit course on MSc Human Resource Management, with 60 notional learning hours. By the end, students can diagnose one organisation and carry a decision through to a recommendation, using MSc HRM Capstone Consultancy Project as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a case, a short financial extract, and a stakeholder note. Seminar time is for the decision, not for reading the materials aloud. Assessment is a consulting brief a manager could use. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone. HRM603-M1 · Position, rivals, and the choice in front of the organisation — MSc HRM Capstone Consultancy Project HRM603-M2 · A financial result and the operational cause — MSc HRM Capstone Consultancy Project HRM603-M3 · The decision, the team, resistance, and the plan — MSc HRM Capstone Consultancy Project HRM603-M4 · Stakeholders and what they can block — MSc HRM Capstone Consultancy Project HRM603-M5 · Ethics and the limit of the recommendation — MSc HRM Capstone Consultancy Project HRM603-M6 · A consulting brief: problem, evidence, recommendation, defence — MSc HRM Capstone Consultancy Project	6 · 60 h

Code

Course

Credits · hours

HRM601

Change Management & Organisational Development

Change Management & Organisational Development (HRM601) is a 3-credit course on MSc Human Resource Management, with 30 notional learning hours. By the end, students can diagnose one organisation and carry a decision through to a recommendation, using Change Management & Organisational Development as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a case, a short financial extract, and a stakeholder note. Seminar time is for the decision, not for reading the materials aloud. Assessment is a consulting brief a manager could use. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone.

HRM601-M1 · Position, rivals, and the choice in front of the organisation — Change Management & Organisational Development
HRM601-M2 · A financial result and the operational cause — Change Management & Organisational Development
HRM601-M3 · The decision, the team, resistance, and the plan — Change Management & Organisational Development
HRM601-M4 · Stakeholders and what they can block — Change Management & Organisational Development
HRM601-M5 · Ethics and the limit of the recommendation — Change Management & Organisational Development
HRM601-M6 · A consulting brief: problem, evidence, recommendation, defence — Change Management & Organisational Development

3 · 30 h

HRM602

Ethics, Wellbeing & Sustainable Work

Ethics, Wellbeing & Sustainable Work (HRM602) is a 3-credit course on MSc Human Resource Management, with 30 notional learning hours. By the end, students can draw the system, name the constraint that binds it, and compare two responses, using Ethics, Wellbeing & Sustainable Work as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a system description, an indicator note, and a project option paper. Seminar time is for the decision, not for reading the materials aloud. Assessment is a recommendation for one decision, with the evidence and the downside. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone. This course does not confer a professional engineering licence.

HRM602-M1 · System boundary, constraint, and actors — Ethics, Wellbeing & Sustainable Work
HRM602-M2 · Indicators, sources of error, and a better measure — Ethics, Wellbeing & Sustainable Work
HRM602-M3 · Two options on cost, time, and downside — Ethics, Wellbeing & Sustainable Work
HRM602-M4 · Safety, environmental limit, and who bears the risk — Ethics, Wellbeing & Sustainable Work
HRM602-M5 · A site, grid, or product decision — Ethics, Wellbeing & Sustainable Work
HRM602-M6 · A recommendation with evidence and residual risk — Ethics, Wellbeing & Sustainable Work

3 · 30 h

HRM603

MSc HRM Capstone Consultancy Project

MSc HRM Capstone Consultancy Project (HRM603) is a 6-credit course on MSc Human Resource Management, with 60 notional learning hours. By the end, students can diagnose one organisation and carry a decision through to a recommendation, using MSc HRM Capstone Consultancy Project as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a case, a short financial extract, and a stakeholder note. Seminar time is for the decision, not for reading the materials aloud. Assessment is a consulting brief a manager could use. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone.

HRM603-M1 · Position, rivals, and the choice in front of the organisation — MSc HRM Capstone Consultancy Project
HRM603-M2 · A financial result and the operational cause — MSc HRM Capstone Consultancy Project
HRM603-M3 · The decision, the team, resistance, and the plan — MSc HRM Capstone Consultancy Project
HRM603-M4 · Stakeholders and what they can block — MSc HRM Capstone Consultancy Project
HRM603-M5 · Ethics and the limit of the recommendation — MSc HRM Capstone Consultancy Project
HRM603-M6 · A consulting brief: problem, evidence, recommendation, defence — MSc HRM Capstone Consultancy Project

6 · 60 h

Career Paths

HR Business Partner
Head of Talent / People Operations
Organisational Development Consultant
Reward & Performance Manager
Chief People Officer track

Programme Highlights

CIPD-informed curriculum design
Live people-analytics lab
Consultancy-style capstone
Stackable from Grad Cert Human Resources

Assessment

Modules are assessed through a published mix of coursework, applied projects, and examinations. Exam windows are announced in advance so students in other time zones are not forced into overnight sittings. Alternative arrangements are available where documented.

Admission requirements

Academic entry

Bachelor's degree from an accredited institution (minimum 2:2 or GPA 2.5/4.0)

English language

English proficiency: IELTS 5.5, TOEFL 46, or equivalent (waived for prior English-medium study)

Documents

Statement of Purpose (500 words minimum) outlining your goals and fit for the programme
Two academic or professional references with contact details
CV or résumé documenting relevant education and professional experience

Programme questions

How long is the MSc Human Resource Management?

The published duration is 18 months. Teaching language: English. Actual time-to-complete depends on mode and any recognised prior learning.

Can I study this from my country?

You may study this award fully online from your country, or — where published — on campus at Brigant. Online study does not require a student visa. Campus study may.

What does it cost?

Degree tuition for this award is published as £0 / tuition-free on the online pathway. Examination or administrative fees may apply at checkout — never an annual tuition invoice. Check the Fees page for any extras.

What are the entry requirements?

Requirements are grouped on this page (academic, English, documents). Equivalent qualifications are considered. English may be waived after prior English-medium study.

How is the programme assessed?

Assessment is typically a mix of coursework, projects, and examinations. Doctoral awards include a thesis or dissertation and an oral examination. Details sit in the programme specification and module outlines.

Will this award be recognised where I live?

Recognition of the award for local employment, professional licence, or ministry attestation is decided by your employer or regulator. University of Brigant publishes verification pages for certificates. We do not claim automatic equivalence in every country.

How do I apply?

Start an application on this website. Progress is saved from the first step. Admissions: admissions@brigant.uk.

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