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Week 50 / Theme 5 (continued) / CAREER MANAGEMENT (2 / 2) Week 49

§ 53 - DEPLOYMENT

A / Information

If the prior information has been properly made in the company's management objectives career, it will be easier to implement.

Many companies prefer to start with senior management (top management, high potential) and then gradually extend rest of the coaching staff and even execution. sometimes, the company will proceed by site or by industry on a trial basis.

careful not to make either a tool reserved exclusively to a small minority in the company.

B / mastery of the other tools of HRM

management career requires that the company controlled before many other tools: management training, management jobs and positions, skills management, knowledge management ... . So do not try to skip steps and clearly define what those steps in time, which will be set up beforehand, simultaneously or subsequently.

The development is also often an opportunity to take inventory of its information systems "HR". What information is available now, what stands, in what formats ...? How to exploit them to avoid redundancy of information between different systems: payroll, leave, HRM, etc. ...

IT is now almost essential when setting up a management career, whether you want the simple, friendly and flexible.

§ 54 - SECURITY

If the opening of a career management tool for individual staff members may not seem interesting to energize the social climate, we must be careful and not to award rights to use and consultation with some sparsity, at least initially.

It is not necessarily good to just show how to hide everything beyond. Again, the HR department wishing to implement such a system should reflect the rights and opportunities for each according to his wishes and maturity in HRM.

The least we can do is to verify that the software used is well endowed with rights management efficient and flexible.

§ 55 - USE

A / Decentralization of seizure

companies with multiple geographic sites have a vested interest in decentralizing maximize their career management.

Indeed, the information will be recorded locally on pain of having to be questioned or shunned. A tool for career management has to handle reliable information on pain of falling rapidly into disuse.

Attention therefore also not to think that his career management tool does everything: it is a tool for decision support important, it should not become a tool exclusive decision. Too often companies, not very familiar with the tools of HRM dream of a career management system which not only help them find the ideal candidate for a position but would automate these assignments.

Beware dangers of such a practice could frustrate supervisors of the management and members of the HRD.

B / Relative transparency of committee's decision careers

Decentralization should not concern the seizure. It is good that employees can use part of this type of product in order to position themselves in the company or to find out what career opportunities and positions that are or would be within their reach. A lack of visibility employees is often the cause of resignation.

Because an employee is not informed that this or that position may be offered to him or he could apply for a particular job on that site, the employee will begin a search employment with other companies.

Since it will send his resignation letter, it will be almost impossible to keep him because very often it will have already engaged with another company. (See the contribution on Management of jobs and positions). You will have to recruit to replace, train and integrate its successor: a whole process that we might be able to make the economy if they had put up a real career management accessible to everyone.

The updated information must be permanent, however. The payroll system, often the most reliable, is very often the basis of information in principle each month.

(Copyright: Dominique and Jacques BERNET LELARGE / AppliRH Sarl)

How To Cut Churidaar Pyjama

/ Theme 5 (Part 1) / LA CAREER MANAGEMENT (1 / 2)

§ 51 - GENERAL MANAGEMENT CAREER

Widely used for some thirty Years in the Anglo-Saxons, career management has entered into force in recent years in the French companies, first in the largest.

But there are still many reluctance to implement a proper policy management careers.

The main reason is primarily cultural and philosophical . Not easy to impose this type of personnel management in Latin countries where it still considers that the Human Resource management is a totally subjective area, only at the discretion of management or principal shareholder .

management careers requires a standardization of management procedures HR and a projection into the future, hardly compatible with the Latin temperament.

not easy to leave "collectivization" in committees career thinking about the alternative charts, succession planning and management of high potential such as: hierarchical superiors thus lose some of their sovereign power over their direct collaborators!

However, the benefit that a company can expect a management strategy long-term careers alone justifies the deployment of other tools of HRM: the training plan, assessment, management skills, etc.. which are the natural complement.

§ 52 - BEWARE OF PITFALLS

A / Information

Practice French management staff often wants the career management is the exclusive prerogative of management and HRD.

must therefore largely inform the coaching business of setting up committees of careers and career management

Indeed setting establishment of a management career will have the effect of giving management a clear overview and resources and manpower and it will also "pool" thinking about careers, allowing everyone to have a clear perspective and career opportunities available to them.

This proactive approach should require each member of the coaching staff to reflect on his future within the company and allow everyone to set concrete goals. It is therefore upon the establishment of involving different actors in the business. (Leaders, Social partners, EC, Unions ...)

Hence the absolute necessity of good internal information: the more prior information has been well done, the more Membership Staff at a management career will be a powerful tool.

careful however to get the right message. The establishment of a system of career management should not be seen as a tool for additional control, but as a veritable tool for measuring and internal promotion. This is especially important that all board decisions in terms of careers including succession planning are not always disseminated

B / Clash of cultures

The mergers and acquisitions, restructurings have diverse and varied in most cases a purely financial: large differences in culture between entities belonging to the same yet the economic environment or the same group then appear in daylight. Career management must take into account this diversity.

This begins first by respecting the language specific to each level of software HRM: career management must be managed in French in France, German in Germany and in English in Argentina, for example. Career management must be a tool of cultural integration, but not an excuse for rejection.

It is necessary to ensure the vocabulary specific to each industry, site or department, so as not to exclude more employees from a newly purchased. This mean for HRM software, a very flexible configuration of all the labels and data used so that everyone understands.

C / Compliance with regulations

While it is now accepted by the Human Resources departments being in compliance with legislation requirements and recommendations relating to the Commission Nationale Informatique et Liberté ( CNIL) in France, is the fundamental of the profession, it remains for many gray areas that deserve some clarification.

This is not because the seat of a company is located in a third country which the Act does not apply. Some HRD multinational mistakenly believe that to implement their HRM system in a country with a great freedom in this area will allow them to have that freedom for all their staff.

Attention also some variations within countries. Some methods may be permitted in some states or provinces and be prohibited in others (eg: Photo of the employee is not allowed anywhere). should be particularly careful not to implement a system that does not comply with the regulations of each respective site in each country.

(Copyright: Dominique and Jacques BERNET LELARGE / AppliRH Sarl)

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Week 48 / Theme 4 (continued) / MANAGEMENT SKILLS (2 / 2) Week 47

§ 43 - DEPLOYMENT

A / Basics

management skills can be very cumbersome to implement if we wants to do too much at first. Better manage only few skills and do it well that want to manage everything without getting results.

Before implementing this management skills, it should make an inventory of data in its possession. What information the company, in what form? A directory of jobs and positions are there? Should it be created? If yes, a simple method is to resume again the data from the payroll.

data not qualifying as job titles and salary ranges can be imported from the payroll system and are often a good starting point.

Finally, we must never forget to check with your trade association that has often works for the profession to which the company belongs. Sometimes, the company can simultaneously belong to several professions, according to its many activities.

B / The development of competency frameworks.

is the hunting ground of consulting firms in HR or HR Specialist practicing in both the diagnosis, consulting and implementation of packages of HRM in the latter case, some publishers are themselves their own software, in other cases they have agreements with one or more publishers HR, they recommend to their clients.

Beware of "Gas Works": The repositories skills must be readily usable by the company. Be careful not to have established by all the Councils HR benchmarks and analytical tools that are impossible to put into practice in the business because too heavy to deploy or too complex to analyze.

The time when the repositories of skills and management skills did not come out of the HRD is over. This is the entire hierarchy to be affected by this management and project onto the future.

Some companies do not hesitate to allow each of their employees to view their own skills and to have information about the different job profiles of the company.

This allows individuals to become fully involved in their own career management by setting clear and precise objectives. How, then give this management tool to the uninitiated, if the analysis is based on skills canvas too complex to use so they are easily understandable by everyone.

C / Evaluations

(An entire chapter was devoted to evaluations / Some additional thoughts only)

management skills is inconceivable without the evaluation of employees. It should implement assessment systems that are completely intertwined with the management skills and career management.

systems, however, should not necessarily be the same for all staff nor do they have to be the same for all positions.

For example, we may very well want to use 360 degree evaluations for key positions, highly strategic business or for the high potentials and simply to assess supervisor-employee less strategic positions.

All this implies the choice of software that deals with HRM simultaneously all aspects of HRM.

§ 44 - THE EVOLUTION OF SKILL repository TIME

It is important that the chosen tool for competency management has a base Documentary associated permanently accessible allowing everyone to keep in mind the precise definition of each competency and what each value represents the rating of this skill.

The repositories skills should also be fairly stable over time and be modified only when necessary even if they stick to the evolution of corporate life.

§ 45 - USE

As stated above, management skills is a tool for decision support for management careers. She is also a great tool to help manage the training plan.

Gone are the days where you gave systematic training based on only the wishes of the employees or managers. Now with the software management skills and career training must be part of a genuine political career management.

Such training will be sought because it will allow the individual to develop such competence required for such position or such project in the short, medium or long term.

Access employees to their repositories and repositories of posts can also pose the problem of too many requests for transfer, creating an unstable individuals posted. It is therefore suitable for HRD, in conjunction with department heads to lay the necessary safeguards.

There remains to choose a tool with a rights management access very specific. It is not necessarily desirable for all companies to point to all employees new opportunities in other positions or other occupations or services.

Again, everyone must necessarily emulate his management skills in the HR policy of the Directorate General.

(Copyright BERNET Dominique and Jacques LELARGE)

Aviaries For Sale Pricing

/ Theme 4 (Part 1) / MANAGEMENT SKILLS (1 / 2)

§ 41 - GENERAL MANAGEMENT SKILLS

management skills has for some years one of the main projects of HRD / HRM. What happened today this visualization tool and analysis.

management skills is useful for all levels of HR processes: recruitment, career management, promotion, succession planning, internal motivation ... If

its implementation often seems very heavy, it should also not wanting to do too much. The deployment of management skills in the business should be carefully considered. It should first clearly define the stages and objectives of the establishment.

What objectives? For whom? By whom? How? ...

§ 42 - BEWARE OF PITFALLS

A / abuse ambitions in the goals

Businesses that start the implementation of a management skills are too often set targets too ambitious for a first deployment. They want benchmarks for all positions for all the competencies identified with the most advanced automation.

short, if the idea is laudable, the implementation on the ground will be quite different. Be careful not to make the tool management skills an instrument too cumbersome to be effective. Be careful not to put too delegate to this tool.

latter must be limited to assistance in the decision but must not be subsitutions to human contact in human community that is now.

B / Clash of cultures

If the Anglo-Saxons used with more recoil management skills that Latin countries, is above all a matter of culture. The Latins are not necessarily systematically Cartesian mind. Latin culture is intangible and it wants the same applies to the assessment of employee skills.

While these practices tend to change with the advent of computer software management skills, it should however be cautious in the deployment.

Good informatrion advance is preferable to avoid rejection of management and employees. The main cause of failure in this type of tool is often experienced individuals who will snub a tool because they will not avail the benefits and opportunities it can offer them.

C / Compliance with regulations

If it is now accepted by the Human Resources departments being in compliance with legislation requirements and recommendations relating to the National Commission Informatrique and Freedom (CNIL) in France, falls within the fundamental to the profession, it remains for many gray areas that deserve some clarification.

This is not because the seat of a company is located in a third country that the law does not apply. Cerain HRD multinational mistakenly believe that to implement their HRM system in a country with a great freedom in this area will allow them to have that freedom for all their staff.

Attention also some variations within countries. Some methods may be permitted in some states or provinces and should be prohibited in others (eg: Photo of the employee is not allowed anywhere). Be particularly careful not to implement a system that does not comply with the regulations of each respective site.

A follow next week ...

(Copyright: Dominique and Jacques BERNET LELARGE)

Fun Facts About The Number 11

Week 46 / Theme 3 (continued) evaluator (2 / 2) Week 45

Hello, you can find below, for the 6th consecutive week, your chronic (lasting a total of 11 weeks) on various aspects of HRM.

§ 33 - DEPLOYMENT

A / Types of assessments

We only mention here that the most frequently used: the evaluation by the supervisor alone, the annual interview between the supervisor and employee, the 360 ° assessments. Naturally, each HRD / HR Manager to adjust the type according to the public in assessing and objectives.

B / 1 Type: Assessment made by the single hierarchical

Fewer used by companies, this method has many shortcomings: no involvement of the employee who "suffers" the wishes of his superiors, no control relevance assessments of the hierarchy (a simple disagreement of people can totally distort the ratings), no incentive for the employee.

C / 2nd type: Annual maintenance between the supervisor and the employee

By far the most common practice used as it has the advantage to be much more efficient than the simple assessment of the hierarchy.

This type of assessment is less cumbersome to implement a system of 360 ° assessments, but it should be to bring safeguards. Apreciation a hierarchical and a receipt for the N +2 can be especially interesting for young talents and young prospects.

Indeed, a supervisor may well have wanted not to promote the career of someone they feel could be harmful to his own post. The fact that the N +2 countersign (on paper or electronically) often avoids this kind of small inconvenience.

D / 3rd kind: Assessments 360 °

Venue Anglo-Saxon countries, this practice is to evaluate an employee by his superior, by himself and by a sample of his colleagues and subordinates. Then we compare these results.

Extremes (co-workers and subordinates) will not be considered in order to remain as objective as possible. The average remaining will be the assessment of the individual. By multiplying the sources of assessment and evaluation, it is likely that the closer you get to the truth. That, at least the intent of the evaluation system 360.

This type of evaluation, it may be attractive to many HRD / HR Manager has the great disadvantage of being cumbersome to implement. It takes at least 6 assessments by individuals. Heureusment IT can greatly facilitate the task for the deployment of 360 ° assessments.

Similarly, this type of evaluation may also be aimed at only part of the population. In general a person occupying or applying for positions and jobs very strategic.

therefore need to ensure that the system put in place offers several possibilities for the type of simultaneous evaluation

E / The various methods for conducting these assessments

Again, the methods are numerous: *

single discussion on the wishes of the hierarchical and the employee, or confrontation
* assessments made by each to serve as a basis for discussing,
* or evaluation skills from reference stations, questionnaires, multiple choice, etc..

The type of assessment chosen, the method used for driving all of this needs to evolve over time. Thus, we must carefully check that the software chosen to manage HRM these assessments is very flexible and easily adaptable to any developments decided by the company in this field. Attention, few tools meet these caractétristiques.


§ 34 - SECURITY

The rules governing access to evaluation results must be clearly defined in advance. Who has access to evaluations of an employee and why? The hierarchy can be, but others functional company may have interest to see the results: training managers for example, to anticipate requests through their training plans (to leave if possible analysis tools of mass).

The access to estimates must of course be secured. If the assessments of N +1 must be seen from N +2, the reverse is not necessarily desirable.

Again, it is important to ensure that the software can handle HRM chosen so fine all the access rights of management to information on evaluations in the context of the double hierarchical pyramid and a part of the pyramid on the other functional.

§ 35 - USE

A good evaluation system is a solid base to implement both the management of jobs and positions as career management and management training.

careful however, the assessment tool is not everything, it is important to train its management and valuation methods used to situate the challenge this approach not only for the short term and in particular the establishment of remuneration, but also the medium term to ensure the company a permanent and possibly a future development of his overall competence.

The finding of the authors of this paper is that evaluations (and of course the HRM as a whole) are all the more necessary that our century is marked by massive departures due to retirement of Baby Boomers and course also by outsourcing, offshoring, mergers and acquistions multiple. HR Manage is forecast .... at least 3 or 4 years!

continued ...

(Copyright: Dominique and Jacques BERNET LELARGE)

When Does Cervix Open For Period

/ Topic 3 (Part 1) evaluator (1 / 2)

§ 31 - GENERAL THE RATINGS

The last two decades have seen a flowering assessments in all directions in business. But there are assessments and evaluations. Ratings pre and post training assessments of skills assessments, evaluations of a subject, a hardware, software, theme, or suitability assessments, and finally through management career.

We will focus in this chapter only to the latter: evaluations for driving careers.

Career management aims to anticipate (forecast management of jobs) in order not to leave key positions become vacant because they have been able to provide 2 or 3 years in advance.

But for predicting potential candidates for these positions must still verify that they have the skills (management skills) and if necessary, train them in advance. And how these checks or if a system of assessments.

Again, culture and politics HRD will make a difference. Should we assess throughout the year, should we settle for an annual appreciation of the hierarchy, should an annual performance evaluation, we need a confrontation employee-supervisor, should be assessed in 360 ° feedback?

So many questions asked by HRD. Everyone is free to make choices among the many options available to them. In any case, a single method for all members of the business is not necessarily the universal way.

It belongs to Tips and HR Software Companies to make available to their client companies ability to handle multiple assessments.


§ 32 - BEWARE OF PITFALLS

A / susceptibility

Again, the key to the successful implementation of one or more systems of assessments is a good internal communication. More employees and staff representatives will be notified early and well informed of the development, goals and objectives of the evaluation, employees will be less reluctant to participate.

Moreover, these assessments have become rather commonplace in medium enterprises (often with piles of reports of paper piled maintenance, year per year, in a cabinet or HRD RRH, but unusable because hand!).

Until recently, some employees refused to be assessed before training, because of not knowing who and what would be the evaluation. Today, all have roughly even realized that this is the best way to get proper training with a level that is neither too high nor too low for the employee trained. For

career management, we must use the same arguments. If the assessments and skills assessments have been made, the employee will only be better informed of its potential and opportunities that affect them. Similarly, the HRD / HR Manager or guidance will be reassured to read a review suggesting that the candidate has the skills required for a change in the organizational chart.

For the employee finally, it can avoid the failures (sometimes due to excessive precipitation) and back to square one, still sore after a promotion too acrobatic.

Attention also does not assess an employee if, for nothing, of course, no project is real career option for him. In particular, an employee who retires in the year or a little more, will be hard to understand that the assessment when it is about to leave office. All this is just common sense.

B / Clash of cultures

also note the establishment of a new ratings system may offend some sensibilities.

This applies for example to 360 ° assessments for example: some managers are reluctant to be evaluated by their subordinated or their colleagues. If the Anglo-Saxons used with more distance for such evaluation, it is not yet fully entered into the mores of Latin countries. .

C / Compliance regulations - CNIL - Respect for Diversity

If it is now accepted by the Human Resources departments being in compliance with laws, regulations and recommendations to the Commission Nationale Informatique et Liberté (CNIL) in France , is the basic function, it is unfortunately a sad fact that abuses are still common, voluntary or involuntary.

FYI, the site of the CNIL is: http://www.cnil.fr /

The choice of competencies selected for evaluation and description of each value of the rating should be established carefully and validated by the Directorate; that said, the ratings also include many areas of assessments, comments and annotations: careful not utilisr these spaces for entering data that are not in compliance with Regulation ( such information sexist, racial, religious, sexual, etc. ..). the

<<> can about it take a look at the EEOC website: http://www.eeoc.gov /; see also the CSR (Corporate Social Responsibility) in Brussels / Business and Diversity Theme In partnership with Graham Shaw from the UK organization, Center for Diversity and Business: http://www.csreurope.org/whatwedo/Businessanddiversity_page414.aspx >>

. Finally, attention to the fact that even if the ratings are not computerized and are stored on paper, the same rule applies. This is totally the responsibility of HRD / HRM.

It goes without saying that if all these notations and definitions are included in the HR software used, it provides additional security.


>>> In week 46, we will, as announced, the second part of our third theme scores: deployment safety and use.

good week.

(Copyright: Dominique and Jacques BERNET LELARGE)

Creepy Crawlers Dolls

Sem. 44 / Theme 2 (continued) / FORECASTING MANAGEMENT JOBS AND POSITIONS (2 / 2)

§ 23 - DEPLOYMENT

A / management of jobs and positions is separated from the management skills and career management

The looking management of jobs and positions are very difficult to conceive if no effective tool for career management (manual or computerized) is operational. In fact, how about looking management of jobs if the forecast replacement (succession planning) are partly integrated.

And what about the management of jobs and positions that would leave no room for a MANAGEMENT SKILLS? In a modern political control of HR, these three poles are virtually inseparable. As well as the assessments are an essential complement to career management or management skills

>>> My personal view (Jacques LELARGE) is that it is illusory to be limited only to training plan or only single evaluation or management careers, everything is linked. Better to address all these areas in parallel, over a reasonable period (eg 2-3 years), even if it does not go too far in the first place in each area of HRM. For example

assessments: it is not necessary to have detailed repositories trades in the most extreme detail and in great numbers. We can start by métiters families with a large mesh refinement and gradually, with the help of users and their particular experience.

>>> Second point of view regarding the practical implementation of HRM: it seems much more reasonable to choose among the HR software market, those dealing with the entire HR function, rather than specialized software, for example on the training plan alone or the only succession plan.

Simplicity, usability, practicality, etc ..., realism, this is possible in HRM with a little common sense, and little financial resources to implement.


B / Informing employees

It does not present great technical difficulties and can take several forms, eg

- lists of Jobs, with a full description or not (range Pay localixsation, skills ...),
- an intranet consulting, etc. .. ...

All methods are equal and that the HRD to set the rules.

careful however, access to information inevitably demands a frenzy of mutations or nominations. This can lead to instability of individuals in post. The HRD will also implement the guard rails to be adorned with this instability (For example, according to the Post or strategic levels, a minimum period of occupation prior to any transfer or promotion ...)

C / La management of access rights to confidential information in the HR business

One of the most complex problems that are faced by publishers Software HRM is the management of access rights to the HR database. This includes managing the access and permissions, not only within the hierarchy, but also the functional line, depending on the wishes of senior management.

For example, consider a company with several factories and (e) RRH in each of them. HR information on Mr. X, HRR in Toulouse, and colleagues will be consulted by both the Vice President, Industrial Group and the HRD group, as well as their employees authorized to do so;

In choosing a Software HRM this should be checked very finely. The same problem arises for succession planning and organizational alternatives whose distribution must be very strictly defined and controlled.


§ 24 - RELIABILITY OF INFORMATION FROM THE DATABASE HR

Naturally, we must take particular care to a regular update of information on positions and jobs. Payroll is again a solid basis for updates of information, since a monthly basis is usually more than enough ..

interface with payroll, whether internal or outsourced, must be automatic and computerized, it is also desirable to have a function "GrhMaster" (excuse the neologism!) which ensures that information from other sources are introduced in parallel ith the payroll interface.

>>> In week 45, we will, as announced, the assessments.

good week.

(Copyright BERNET Dominique and Jacques LELARGE)