§ 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)
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