| § 53 - DEPLOYMENT |
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| A / Information |
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| If the prior information has been properly made in the company's management objectives career, it will be easier to implement. |
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| 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. |
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| careful not to make either a tool reserved exclusively to a small minority in the company. |
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| B / mastery of the other tools of HRM |
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| 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. |
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| 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. ... |
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| IT is now almost essential when setting up a management career, whether you want the simple, friendly and flexible. |
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| § 54 - SECURITY |
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| 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. |
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| 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. |
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| The least we can do is to verify that the software used is well endowed with rights management efficient and flexible. |
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| § 55 - USE |
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| A / Decentralization of seizure |
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| companies with multiple geographic sites have a vested interest in decentralizing maximize their career management. |
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| 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. |
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| 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. |
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| Beware dangers of such a practice could frustrate supervisors of the management and members of the HRD. |
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| B / Relative transparency of committee's decision careers |
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| 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. |
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| 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. |
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| 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. |
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| 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. |
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| (Copyright: Dominique and Jacques BERNET LELARGE / AppliRH Sarl) |
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