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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)

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/ 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)