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Sem.27 / Theme 1: GPEC - SMB / Chapter 3: APPROACH TO SMEs (§ 31 continued)

CONTINUED CHAPTER 3: PROPOSED APPROACH AND APPROPRIATE MEANS TO SMB C


/ FEATURE RESOURCES HUMAN has expanded

a) HRD focuses solely on the personnel administration function
RRH / HRD in SMEs is often limited to the administration of payroll and legal obligations of the business: contracts, redundancies, EC ...

Culture Human Resources, whether it referential skills assessments, training plan ... is virtually nonexistent due to lack of expertise in the area within the company.

Sometimes a HR consultant is used occasionally, but its cost is prohibitive:
* 600 to 1 000 euros per day of intervention,
* An amount of 12 000 to 20 000 euros per month in which gross earnings of about 8000 to over 13 000 euros per month.

Without completely eliminate the use of HR consulting for the SMB, must strictly limit the actions of implementation, training, providing knowledge and not to day management operations.

devices for the provision of experienced managers, part-time and over a period fixed by the company exists today and can meet the need for support and competence HRD affordable.


D / A BOARD GPEC VERY SHORT HAS NECESSARILY BETTER EQUIPPING

a) Some pitfalls to avoid:

We found that in a SME, the outside counsel HRM / GPEC can hardly exceed ten days and that it is preferable not to use the Consultant as a HRD

Moreover, in such an enterprise, the lack of tools, including computer, will lead the consultant to achieve much office work to collect, study and return information it needs: it is a big waste of time that would be better spent to additional knowledge and techniques HR to reflect on the issues with various company employees, a development of tools for immediate use, especially after the departure of Rh outside consultant.

These involve a short time Computer Consultant's best tools, interfaced with the company to pay him avoid unnecessary office.


E / HRM TOOLS simplest possible AVAILABLE IMMEDIATELY

a) Why is the leader of a small business?

The leader of the SME must have, at the end of the board GPEC, an accurate view of HRM tools that are offered, if possible already modeled on his own computer.

This will focus in the repositories, assessment, organization, training plan, ...


b) recommend?

The introduction before the start of the consultant, a software contractor jobs, skills, careers, assessments and training, interfacing with payroll and could be modeled at the end of phase GPEC board, to show the concrete to the leader of the SMB and convince him to pursue them HRM.


good week. Brigitte and Jacques LELARGE PALLE, Hub managers / Viadéo Group:

"IMPLANTATION an HRM / GPEC in SMEs: STEPS, SOLUTIONS, and COST AID"

http://www.viadeo.com/hub/affichehub/?hubId=002245mgpws1ae7i

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Sem.26 / Theme 1: GPEC - SMB / Chapter 3: APPROACH FOR SMES (§ 31)

CHAPTER 3: PROPOSED APPROACH AND APPROPRIATE MEANS TO SMB

The success conditions apply to large firms also apply to SMEs. Our aim will be to analyze what are the differences, advantages and disadvantages between them and large companies and then present the solutions to SMEs, alongside the external HR consultant chose the latter.


The goal is to fully equip the HRM approach / GPEC of SMEs, with its problems and its own challenges, given its own problems, without replacing the external HR consultant, professional skills, benchmarks, evaluation , training, etc..

services and tools are available a la carte and depend on the actions already undertaken by the SMEs in GPEC: the company may apply only to seek aid or set up a software HRM or entrust the entire tooling of its approach GPEC / HRM, in conjunction with the HR consultant.


§ 31 - EFFECT OF SMALL BUSINESS ON THE METHODOLOGY AND MEANS FOR IMPLEMENTING THE SUCCESS OF APPROACH HRM / GPEC

A: a less favorable environment, BUT MUCH MORE RESPONSIVE

a) significant structural difficulties
· The bosses of SMEs and SMIs, often own all or part of their business and often engineers or technicians in training, are very heart-oriented trades and profitability CT
· The players know each other well and often for • A long
latent paternalism still exists.
· The representation of staff is rarely seen as a positive factor and social dialogue and often underdeveloped.
· The relationship Manager / Managed win to become more mature and balanced.

b) Assets undeniable
· The decision making is much faster in SMEs, it came to pass is often very long in big companies. The entrepreneur of SMEs, often heavily involved financially in the course of his business, goes very quickly when he realized where his interest.
• The convincing power of the Directorate is generally stronger in the SME.
· The risk of policy reversal at each change of leaders, according to the successive shareholders is less.


B / LIMITS OF FUNDS REQUIRING PUBLIC AID

a) Lack of own financial resources and inadequate mobilization of the Branches or Territories

As we noted above, the HR consulting assignments are very expensive and SMEs will not be able to devote much to the introduction of its HRM more than ten days, including diagnosis and guidance.

The state has stepped up devices to the attention of professional branches or territories including today EDEC or GPEC approach, but unfortunately the elected officials of these organizations or inter-professional were far less interested, with some exceptions (UIMM FORTHAC, etc.. these devices and now finds himself all alone facing the modernization of its HRM.

b) public assistance or individual inter exist but difficult to find and implement

Fortunately, the individual device or inter firm assisting Council GPEC, we developed above, is potentially accessible and presents a real opportunity for SMEs, although the duration GPEC Council does not normally be able to exceed ten days;

cons By installing this type of case is relatively long, complex and technical.

C / A to follow next week: "A human resources function to expand"

good week. Brigitte and Jacques LELARGE PALLE, Hub managers / Viadéo Group:

"IMPLANTATION an HRM / GPEC in SMEs: STEPS, SOLUTIONS, and COST AID"

http://www.viadeo.com/hub/affichehub/ ? hubId = 002245mgpws1ae7i

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Sem.25 / Theme 1: GPEC - SMB / Chapter 2: Policies SUCCESS GPEC (§ 25-26)

§ 25 - CONDITION OF SUCCESS 5: FOLLOW THE SCHEDULE OF THE ACTION PLAN AND PROVIDED TO POSITIONING DEVICES AND TOOLS FOR MODERN HRM?

A / DEVICES EMPLOYMENT SKILLS CAREER "

This first part concerns:
* The directory of jobs and professions
* The management skills and profiles
* Career management and succession planning. * The organizational

* The interface between the business and professional sectors observatories trades

B / DEVICES "ASSESSMENT AND MANAGEMENT OF THE TRAINING PLAN, DIF, PROFESSIONALISATION ..."
Devices "Assessments and training management : Plan, DIF, Professionalization ...

This second part of: * The management
assessments
* Managing the Training and Education Plan

C / RELATIONSHIP WITH THE TRAINING CENTER FOR ENTERPRISE

When the company has his (or her) own ( s) organization (s) of training, it is important to interconnect the one hand the management tool of the body and secondly the HRM tool:

* Management training center for managing all activities of a Training Centre: offers, customer relationships, forecast, calls, reporting, educational assessment and financial

* Link with the software when the company HRM has internal training centers and to do an automatic link between the software center management training and internal training plan for the company.

$ 26 - CONDITION OF SUCCESS No. 6: IDENTIFY THE BRAKES ON THE APPROACH OF MANAGEMENT FORECASTING OF HUMAN CAPITAL IN THE LARGE BUSINESS

* Cumbersome decision
* antinomy between the profit motive CT required shareholder and strategy Long term
* Brakes related positions acquired coaching
* Vigilance social partners


good week. Brigitte and Jacques LELARGE PALLE, Hub managers / Viadéo Group:

"IMPLANTATION an HRM / GPEC in SMEs: STEPS, SOLUTIONS, and COST AID"

http://www.viadeo.com/hub/affichehub/?hubId=002245mgpws1ae7i

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Sem.24 / Theme 1: GPEC - SMB / Chapter 2: SUCCESS CONDITIONS GPEC (§ 22-24)

§ 22 - CONDITION OF SUCCESS No. 2: IMPLEMENT THE NECESSARY FUNDS AND MEASURING TOOLS FOR EVALUATING THE RETURN ON INVESTMENT.

- Evaluate investments and expenses necessary, both externally and internally and the results expected next,

- Analyze the assistance available and the need to act on his occupation or territory to take advantage of a lever collective

- Develop dashboards for followed

§ 23 - CONDITION OF SUCCESS 3: CHECK THE COMPANY IS HAVING A HUMAN RESOURCE MANAGEMENT CAN ENSURE HIS DUAL OPERATIONAL MISSION AND STRATEGIC

HRD is the transmission belt between the Branch and the remaining players in the company: it is both practical implementation of the HR strategy of the Directorate, but also do that daily, this strategy is meaningful to employees, the management and the unions .

What then are the tasks for HRD in this context?


A / ROLE OF PARTNER TO SUPPORT THE PROJECT STRATEGIC

This is to integrate and implement pay policies, recruitment, outsourcing, performance management ... within the guidelines set by DG


B / D ROLE 'TOOL MAKER FOR DRIVING THE CHANGE

This role is to establish, in conjunction with counseling agencies, training and HR software vendors, all the methods and tools of modern HRM: recruitment, training , talent management, appraisals, salary policy, communication, career management, dashboards, etc.. with tools appropriate and necessary.


C / POSITIVE ROLE OF THE MANAGER OF EMPLOYEE RELATIONS IN THE BROAD SENSE TO STRENGTHEN THE MOTIVATION OF EMPLOYEES

HRD has a key role of dialogue, negotiation and information with staff representative bodies: a good climate contributes to employee motivation, that HRD should be measured continuously through various barometers and indicators.

D / ROLE OF SERVICE PROVIDER TO EFFECTIVELY MANAGE THE DAILY ADMINISTRATIVE TASKS

course, all the usual administrative tasks must be performed and also help to maintain a good social climate.


§ 24 / CONDITION FOR SUCCESS No. 4: TO PROVIDE THE MEANS TO IDENTIFY WELL AND CONVENIENCE WITHOUT THE PROBLEMS OF THE COMPANY, ITS CHALLENGES AND PRIORITIES.

The use of an outside board is very desirable and the state itself recommended in the framework of the approach GPEC. Only an independent body is able to make an inventory objective and highlight the unspoken.

After a pre-diagnosis to make a first overview, and understand the environment, it is recommended to produce an audit process and make recommendations and finally to produce a summary to facilitate communication between all actors and fix the issues and deadlines of a Plan of Action.

good week. Brigitte and Jacques LELARGE PALLE, Hub managers / Viadéo Group:

"IMPLANTATION an HRM / GPEC in SMEs: STEPS, SOLUTIONS, and COST AID"

http://www.viadeo.com/hub/affichehub/ ? hubId = 002245mgpws1ae7i

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Sem.22-23 / Issue 1: GPEC - SMB / Chapter 2: SUCCESS CONDITIONS GPEC (§ 21)

We will examine this second chapter in what CONDITIONS FOR SUCCESSFUL PLACEMENT OF AN EFFECTIVE MANAGEMENT OF HUMAN CAPITAL IN A LARGE BUSINESS.

It is indeed interesting to analyze the experience this type of companies that, in principle, provide not only financial resources necessary and sufficient, but are expected to master all the techniques of human resource management.

We will see later what is the problem of SMEs in this area.

§ 21 - CONDITION OF SUCCESS 1: MAKE SURE THE EXISTENCE OF A POSITIVE CONTEXT

A / DIRECTION GENERALE AWARE OF THE ROLE OF HUMAN CAPITAL IN THE LONG TERM STRATEGY IS AN ESSENTIAL CONDITION

For check, just to study in the communication from the Directorate General of this type of business and check the following concerns are clearly displayed:

* "Betriebspensionsgesetz fidélisons and competent staff
* Changing the corporate culture and employee behavior
*'s increase the human capital performance
* Remain flexible and adaptable to rapid changes over the *
market's develop employees by responsible leaders "


B / A WILL TO LISTEN TO THE FOUR MAIN ACTORS COMPANY

What are these four players?

* Employees

* * The Directorate General Staff representatives
* Coaching

It is important for the management of the company, taking into account the demands of evolution and development of all categories of staff and hear their arguments by balancing the need for growth and social equity

In summary, the concerns of various stakeholders are roughly as follows:

1. For Chief Executive, it is to remain competitive
2. Coaching wants to have good skills when it needs it,
3. The employees want to continue to prosper and evolve in their crafts,
4. The unions intend to ensure that the development of the business also benefits employees.

On the one hand, it is to summarize the following concerns are sometimes contradictory:

* Cost control,
* Efficiency and timeliness

* Productivity * Flexibility and responsiveness to globalization including
* Economic Performance

On the other, the aspirations are recurrent:

* Job retention, security
* Ability to develop personal projects
* Development Skills
* Evolution * personal
Visibility business strategy * Development
"mutually beneficial"
Policy * "Give and"


C / ACCEPTANCE BY MANAGEMENT TO CALL FOR OUTSIDE ADVICE SUCCEED IN TURNING THE FACTS AND SPECIFICALLY ITS AMBITIONS FOR STRATEGIC HUMAN RESOURCES

To translate into practice, for example, the need to: * Provide

multi-year staffing needs and skills,
* Establish the training plan tailored to the needs of skills development identified during evaluations,
* Develop employability

It is necessary to:

a) To analyze the needs of staff and company, with external assistance for audit and recommendations: * Requirements

* Requires Resource
future skills
* Adapted qualitative and quantitative manpower in time
* Evolution of the Framework
* Mobility Management

b) To provide answers in terms of methods and tools concrete management:

* Practice recruitment
* Providing training and development
* Establishing competency frameworks and assessment
* Compensation Management and Wage Policy
* Relationship Management * Social
Career management and succession plans
* Managing high potentials and positions Key
* Mobility management and expatriation


D / AMBITION professionalization INTERFACE "Manager / Managed" To professionalize

Interface Manager / manager and manage a supply and demand for skills in an atmosphere mutual respect, you must: *

Equip managers with repositories skills and enable them to play on all the levers of human resources and wage policies, recruitment, use of external labor and performance management
* Prepare employees to become involved in their management career
* professionalize the demand and supply of skills

good week. Brigitte and Jacques LELARGE PALLE, Hub managers / Viadéo Group:

"IMPLANTATION an HRM / GPEC in SMEs: STEPS, SOLUTIONS, and COST AID"

http://www.viadeo.com/hub/affichehub/ ? hubId = 002245mgpws1ae7i

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Sem.21 / Theme 1: GPEC - SME SMIs / Chapter 1: ABOUT THE GPEC (§ 16-17)

§ 16 - CONVENTION OF AWARENESS ISSUES OF GPEC

A / AGENCIES SIGNATORY

Successful applicants must be able to represent and animate a network of businesses and promote the process GPEC in a context of social dialogue.

These organizations may include: * Professional Organizations

branches *
industry organizations: MEDEF, CGPME
* Consular Agencies: ITC,
* Committees labor pool: Clusters
Structures * Local Economic Development
Clubs Business

Note that these organisms are essentially the same as those that can sign EDEC (Development Commitment for Employment and Skills), with double strand CDW (Contract prospective studies) and ADEC (Action for Employment Development and Skills).

B / PURPOSE OF AWARENESS

is planned collective actions: *

information, communication and entertainment on the GPEC for companies, including information meetings, dissemination of communication or methodological tools
* capitalization, evaluation and dissemination practices of companies

C / FINANCIAL PARTICIPATION OF THE STATE

The financial state is limited to 70% of the total cost of the proposed agency signatory.

D / INSTRUCTION AGREEMENTS DESDEMANDES

Who taught: In some cases, the Minister or the Deputy General of Employment and Training, or the same bodies that support for the convention, by delegation
The request must be prior to the intervention of external consultant and includes a presentation: *

the applicant organization and its available resources
* Profile of the companies he represents: industry, economic and social issues, employed population, changes in occupations and qualifications
* actions already taken in GPEC
* objectives and content of the project: issues, many companies, planned action, etc.. * Detailed budget



§ 17 - MOBILIZATION OF

ESF The ESF (European Social Fund) may be required under the Single Programming Document (SPD) under Measure 6 Objective 3 "Modernizing work organization and skills development"

The ESF on the initiative and responsibility DRTEFP of: supporting the animation of the project and external technical support is the

DRTEFP or DDTEFP who directed the project

The indicative rate for ESF 6 is the extent of 40%. However in the regional conventions of sensitivity, combined intervention of the state and the ESF may not exceed 70%


good week. Brigitte and Jacques LELARGE PALLE, Hub managers / Viadéo Group:

"IMPLANTATION an HRM / GPEC in SMEs: STEPS, SOLUTIONS, and COST AID"

http://www.viadeo.com/hub/affichehub/ ? hubId = 002245mgpws1ae7i

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Sem.20 / Theme 1: GPEC - SMB / Chapter 1: ABOUT THE GPEC (§ 15)

§ 15 - CONVENTION SUPPORT INDIVIDUAL OR INTER ELABORATION OF PLANS GPEC

A / state financial participation:

The support agreements are signed with the State, either individual or multi

· Conventions individual: the State financial participation is 15 000 euros maximum, without exceeding 50% of the estimated cost of consultant's intervention, freely chosen by the enterprise on the basis of consulting fees valued at 1,000 euros per day, company could have a maximum of 30 days consultancy, accruing only 15 000 EUR

· Conventions-Business: financial participation of the state is 12 500 euros maximum, without exceeding 50% of the estimated cost of consultant's intervention

B / Editing administrative

Two types are available for administrative:
* Approval by direct
: The agreement is signed with each company individually committed by the Prefect of the department or by delegation or DDTEFP with the regional prefect, new companies may join individually running the project in the case of agreements between firms, he's learned and Signed:

>> A multi-application type of agreement
>> An individual agreement, company by company

* Approval by a professional or interprofessional "Carrier" means the body has the responsibility to lead and develop the collective project and ensure the preparation by a consultant to plan GPEC in each of the benefiting companies and is then asked by the government signed an additional agreement specifying the relationship between financial agencies, the consultant and recipient firms.

C / Instruction Application of Conventions

* Who taught: Prefect of the department or regional prefect DDTEFP or by delegation

* The formalities for making an application are:

>> Paper submission of each beneficiary, the project, its HR issues, expected results or the collective interest
>> Document presenting the consultant to develop the GPEC plan, budget and consulting the works council.

It is clear that the preparation of the application of agreements necessitates a pre-diagnosis, very brief in each member company to collect the information needed for its preparation. Similarly, the company should have chosen, before the filing of the application support, the HR will occur later.

good week. Bridget PALLE and Jacques LELARGE, Viadeo Hub managers:

"IMPLANTATION an HRM / GPEC in SMEs: STEPS, SOLUTIONS, and COST AID"

http://www.viadeo.com/hub/affichehub/?hubId = 002245mgpws1ae7i

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Sem.19 / Theme 1: GPEC - SMB / Chapter 1: ABOUT THE GPEC (§ 11 to 14)

GPEC is an interesting approach to the implementation of a policy of HRM: a few reminders (Sources: Ministry of Social Affairs, Labour and Solidarity)

GPEC has near most of the topics to be addressed by HRM great as a small or medium enterprise.

These are broad goals that will decide whether or not the implementation of state support for SMEs;

§ 11 - GENERAL OBJECTIVES

* Raising the rates, especially for employees aged over 50 years
* Resorption of precariousness
* Equal professional
* Reduced recruitment difficulties
* Development of social dialogue

§ 12 - ISSUES RELATING TO THE EVOLUTION OF TREATED BY THE ENTERPRISE APPROACH GPEC

* Work organization
* Improved working conditions
* Evolution qualitative and quantitative jobs
* Adaptation and evolution of employee skills
* Management Methods HR

Note that this range of issues covering almost all cases.

§ 13 - ALSO A TOOL IN THE SERVICE TERRITORIES AND SUPPORT FOR BRANCHES AND ANTICIPATION OF ECONOMIC CHANGE

GPEC The approach must be conducted in association with the social partners and local authorities

§ 14 - BACKGROUND AND METHODOLOGY

GPEC plan based on scenarios of evolution of the company and its recommendations must meet several specifications:

* Be enrolled in a business project
* be designed to act in time, the organization of work, improved working conditions, the qualitative and quantitative jobs, age management, adaptation and development of skills employees, the methods of human resource management;
* Be Operational : Conditions for their implementation should be defined in terms of objectives, types of actions to mobilize resources, procedures put in place, calendar items and performance indicators * Be ...
likely to consolidate existing jobs, improve quality and enhance its attractiveness, in a climate of social dialogue,

The claimant must meet the following methodology during the successive phases:

* Taking into account the business strategy and analysis of its problematic human resource management: Implications a new industrial investment, technological change or difficulties in hiring employees or imbalance of the pyramid, where overstaffing,
* Diagnosis and implied needs, taking into account the interests of the company and those of employees, and linking with the resources and skills available to the company,
* Design answers these needs and formalizing recommendations: reorganization of the work plan to improve working conditions, mapping Trades training plan, individualized career management and mobility, recognition of prior experience, ..)
* Developing an action plan for implementation of recommendations: objectives, type of action, means and procedures of implementation, timing, performance indicators.

In this context, the entrepreneur and his outside counsel to accept the implementation of a participatory approach involving the social partners and all stakeholders of the company as part of the performance of existing staff or a monitoring committee composed of employees.

good week. Brigitte and Jacques LELARGE PALLE, Hub managers Viadéo :

"IMPLANTATION an HRM / GPEC in SMEs: STEPS, SOLUTIONS, and COST AID"

http://www.viadeo.com/hub/affichehub/?hubId=002245mgpws1ae7i

Samantha Anderson

ABOUT THE RECENT CHRONIC "CHANGE ALL" OF JEAN MICHEL DUMAY

This column was published in Le Monde of 27 and 28 April 2008 and is available free on bbc.
en
This reflection of Jean Michel DUMAY appears to me interesting in that, among the conditions for successful approaches HRM / GPEC and other ADEC criteria "Benefit for each player in the business," small or large, "Strengthening the link between the manager and his assistant" on the front lines (See in particular instrumentation the "Work" of the NAALC, for parallel with the instrumentation of "Employment").

Is there not an interesting avenue of investigation for "HR professionals" are we? I quote:

"It is not uncommon at some point the urge comes, or coercion of any change, as Michel Jonasz sang thirty years ago, for a life that is worth the shot. N ' in deference to the president, there are those who think even less money to live better and go where they think the air softer.

The acting out seems to become more frequent. The phenomenon reminded us Christilla Pelle- stave (Would you change your life? Cherche-Midi, 2005), arrived from overseas there a quarter century, then England won the Nordic countries, Germany, the Netherlands .. . Among Anglo-Saxons, it has a name: the downshifting - a move down the hyperconsumérisme, by which is meant to change his lifestyle by choosing a different, less stressful.

Canadians talk about "voluntary simplicity". Agglutinate them a lot of activists, supporters of the decay, eco-citizens, consum'actors. But also those who simply, without conceptualizing it, as if struck at some point in their lives through an internal restructuring involving their personality, want to leave the race performance to win ultraliberal consistency, harmony, freedom. There are those who want to leave the city or the business world, its inequalities, its short sight (its short-termism), sometimes senseless nature, that is to say meaningless. In France, since December 2007, a quarterly devoted to them elsewhere: Change everything.

Obviously, the concern is rather the contemporary societies of rich countries, where it seems the result of a movement at once individual and social. For the happiness of the individual is no longer as housed in the hopes community, family, business, religion, but in self-realization, the quest for personal identity, searching for an alleged "vocation". Reconnecting with the simple pleasures, a form of slow, a taste of thicknesses, we take (or think back) contact with oneself. Being "in phase". In this context, everyone seems to choose his life. When it is also the company that requires the change as a model, by incantation realize you and heaven help you!

The lengthening of life, takes us away early retirement and fifties, except injury, death, growth in this movement, who incurs a break between 30 and 50 years - although there is no age prior to change. Humanities magazine, which discusses the upheavals of ages in its May issue, calling it nicely "syndrome of the guest room," the first fantasy, it seems, the French who wish to convert , go green, for themselves, devote themselves to others, live their passion. By hosting. For

beyond attention to quarterly accumulated for retirement, boredom watching, especially at work, where employees do not experience the social promises of the company and which is growing distrust of power, considered selfish and somewhat catchy. International research consulting firms in human resources, although they sometimes argue for the activity of their parishes, and identify a recurring basis, across medium and large organizations, the disenchantment of employees.

The phenomenon is not likely to dry up. Surveyed by the Ipsos institute for Mondial Assistance, half of a panel of 3500 young workers (25-39 years) European respondents considered it difficult to take the time to do what they love. Presumably (and wish them well) that one day they will take it. "

Thanks for your feedback.

Putting Together A Wedding Movie

Sem.18 / Theme 1 / GPEC APPROACH IN SMEs, a great tool / INTRODUCTION

"To demonstrate to SMEs and professional organizations or regional agreements that support or awareness approach GPEC are one of the most effective and least costly to implement their HRM, subject only Reserve well equip "

INTRODUCTION

When we reflect on how best to implement a modern HRM in SMEs, it quickly appears that the approach GPEC, whatever the size of the company and even if it does not say his name is regularly used by HR Councils internal or external.

For example, Note his use, not only in the case of classical conventions of support or awareness of GPEC, but also in:

- programs EQUAL
- or simply of EDEC ADEC
- tasks of diagnosis and Accompanying assigned to consulting firms in the example of the decentralization policy job training of some regional councils
- calls for tender for the implementation of HRM tools in large enterprises.
Etc. ..

It is particularly interesting when one seeks to simplify, make it accessible to all and to better equip HRM of SMEs,

- to remember, with the help of texts, very clear, the legislator, the main characteristics of this approach GPEC which has the added advantage of being financially supported and implemented by individual companies with fewer than 300 employees (the largest) when the branch or Territorial agencies have not had the political courage to tackle the HRM.

- and then analyze how such an approach is implemented in large companies with strong HR and financial means to pay for HR advice and draw useful lessons for the SMEs.

Then highlight of this light, we must consider the fact that SMEs, the resources are very limited:

- external counsel HRM / GPEC can hardly exceed ten days
- Support consulting fees, capped, does not exceed 50% of the costs incurred by the company,
- function RRH / HRD orientation very administrative

All this argues for at the end of this phase of the board , HR tools (repositories, Evaluations, Training Plan) and software solutions to address them are effectively modeled and operational. Only a lighter accompaniment is needed to definitively put in place over a period of one to two years.


good week. Brigitte and Jacques LELARGE PALLE, Viadeo Hub managers:

"IMPLANTATION an HRM / GPEC in SMEs: STEPS, SOLUTIONS, and COST AID"
http://www.viadeo.com/hub/affichehub/?hubId = 002245mgpws1ae7i

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Sem.17 / Theme 1 / GPEC APPROACH IN SMEs, a great tool

PURPOSE AND SUMMARY OF THEME 1 that we will treat the progressively over weeks. Thank you in advance for your contributions.

"To demonstrate to SMEs and regional organizations that support agreements or awareness the approach GPEC are probably the most effective and least costly to implement their HRM "

CHAPTER 1: ABOUT THE GPEC

General objectives
* Business Issues addressed by the approach GPEC
* A tool also serves Planning Context and methodology

* * The CONVENTION TO SUPPORT THE DEVELOPMENT PLANS OF GPEC / Financial Aid
* The CONVENTION AWARENESS OF THE ISSUES GPEC / Financial Aid
* Assembly and administrative investigation of the case

CHAPTER 2 - GPEC APPROACH IN A LARGE BUSINESS: A PROBLEM WELL WELL SPECIFIC

* HR, brake or engine of long-term strategy of the company
* Conditions for success in companies large
* Impact on missions HRD
* Method to properly diagnose the issues specific to each company
* Last implementation of the approach GPEC
* Tools available, how to choose?

CHAPTER 3 - HOW TO ADJUST THE APPROACH TO SME GPEC AND SIMPLIFY THE MAXIMUM EFFICIENCY FOR

* Key points for SMEs in the process GPEC in large companies?
* How to identify the issues in its own SME?
* How to get public support by the industry?
* Simplifying, equip and operate at maximum phase GPEC
COUNCIL * Develop a real function RRH / HRD, outsourced or not, part time or full.
* Enjoy the GPEC PLAN OF ACTION to build its HR and if possible create a new mindset in its SME

CHAPTER 4 - HOW MUCH DOES IT COST TO BRING OR NOT TO DEVELOP AN APPROACH GPEC?

* Costing the BOARD, the training and software necessary
* Although HR pick and choose their providers of Consulting, Training, HR software. Some methodological suggestions.
* What actions with his occupation or territory for make a difference? CONCLUSION




good week. Brigitte and Jacques LELARGE PALLE, Hub managers

Normal To Masterbate?

WEEKLY CONTRIBUTIONS IS DISTRIBUTED!

Hello everyone, We

back, my partner Brigitte and me on our mail in February 2008, we now offer a new series of weekly contributions, 21 April July 31, 2008 for open dialogue between members of our group, eg "Hub"

We selected three themes for the 15 weeks

1 / conventions of support or awareness GPEC: a formidable tool not that complicated or expensive for SMEs addressing HRM.
2 / Rate dynamism and efficiency of your business and its branch OPCA in the field of HRM!
3 / Outsourcing of HR function and tools: fad or economic and social benefit for SMEs?

Recall that our objective is to assist SMEs in terms of HRM, to better articulate their needs, to better evaluate the aids, devices and tools offered to them while comparing and minimizing residual costs remaining at their office based solutions adopted.

In this spirit, we decided instead to take an interest in a business model than 70 employees than 360 employees as alleged in February 2008.Pourquoi? Because we think that this size of company - the largest number-accumulating difficulties in the implementation of its HRM, especially because most often a real function RRH / HR and a HR culture enough.

In our view, these contributions may be of interest as much as individual companies or those who are actors in a branch of a territory or group of firms in programs such EDEC, EQUAL, GPEC etc. ..

Final point: According to the ethics VIADEO the headings "Information" and "Forum" can not have commercial and only the section on "Business" allows everyone to present its products, see comparative advertising. Afterwards, the best man win!

All contributions will be published in this Group, for your convenience, reproduced and stored systematically in the following blog:

Blog "Implementation of an HRM / GPEC in SMEs: Stages, solutions, costs and aid"
http://implantationgrh.blogspot.com/

Bon WE. Brigitte and Jacques

Farmhouse Tables French

IN 2008, WHAT MANNER OF OPERATION FOR OUR HUB VIADEO?

Dear Blogger, you know that we publish on this blog as a priority trade and contributions of our Hub Viadéo "Implementation of an HRM / GPEC in SMEs: Stages, solutions, costs and aid "

http://www.viadeo.com/hub/affichehub/?hubId=002245mgpws1ae7i

Here is our latest contribution to information:

" We produced in late 2007 a dozen modest contributions in key areas of HRM: Management Training Plan, Assessments, Management Skills, Careers, dashboards HRM. To keep track, we have grouped them, as you know, on a blog: http://implantationgrh.blogspot.com/

end of December 2007, we announced that in early 2008, we were considering take an industrial TEST 350 employees and assess the actual costs (minimum and maximum) of ESTABLISHMENT OF HRM / GPEC in such an enterprise: the average costs of the implementation of diagnosis, HR consulting, training, the computerization, etc. ... not to mention the extent of human resources dedicated to these operations in the company itself (measured in payroll).

It is obvious that one can not speak for example of outsourcing - a subject very fashionable if any - whether outsourcing HR software tools (own computer, ASP, Web Full , ...) or outsourcing all or part of the function HRD / HR Manager itself, if it was not a measure internal costs before and after the operation so one can not talk about the financial cost of an HRM / GPEC, without having made a complete turn aids as possible (OPCA, Local, State, Europe), just as it should find an average measure of the actual number of days of HR consulting and training to help advance the implementation of HRM / GPEC or analyze the performance and usability compared to logicielsRH of all backgrounds.

short, it is not easy to talk about "big sub" and grafted an additional difficulty as soon as you talk on Viadéo: most members of our Forums are HR consultants, HR Trainers, Editors HR software and HR / HR Manager have already made choices in HRM / GPEC, and therefore often competing, each defending its turf, which is normal. Ethics Viadéo finally is rightly quite fussy about the necessary separation between business and ideas!

That said, we must share in our community Viadéo HR and can not be reduced to a catalog of offerings and job applications or invitations to various conferences or business deals. Only a limited number of Hub Management-HR publish interesting contributions over a certain period.

We therefore propose to work instead on a list not limited to issues that the company must ask its suppliers during the implementation of HRM / GPEC; are concerned among others the above areas: audit, diagnosis, recommendations, advice, training, software, support, etc.. .. We must develop a kind of specification very open, forcing suppliers to financially justify the choices and options they offer.

For example, my provider, I offer a pay in ASP, which will cost X, but you will save Y in-house staff, or you need X 'days, tips for your GPEC without appropriate software and Y' with appropriate software, etc. .. or ...

To do this, it is clear that the company must do before preparatory work on its own organization and provide suppliers consulted a minimum of usable information, we can perhaps provide a framework

short, there of work to do! Thank you for sharing your opinion on this project. Start up

REFLECTION early March 2008. Regards "

Peace Sign Bath Ensembles

IMPLANTATION OF A COW IN SMEs: TWO TRACKS FOR 2008 IN THE FORM OF GREETING

This unique instrumentation

I just read a public review of the NAALC from 2005 on the achievements of implementation of competency management (CM) in 11 SMEs and signed by Michel Parlier (NAALC LYON ) to me intermelée much. Says Michel Parlier?

* It segregates in Management Skills, the entries "Work" and "Employment"

* He notes the uneven instrumentation of two components of the GPEC : WORK on the side, intentions of involvement and accountability without tools; the side EMPLOYMENT, plenty of tools

* he concluded: "These systems are mainly better performance economy through greater involvement in work but they are mainly based on instrumentation of employment "

The many actors: agencies, tips, training, ITC, OPCA, Professional Organizations , publishers of software, outsourcing providers that I mention in the presentation of our hubs are actually focused on the instrumentation of employment, which grew rapidly from the rest, both upstream business with the Observatories of the branches downstream with new tools.

it solves the problem of SMEs GC? The conclusion of Michel Parlier is interesting and suggests ways:

He acknowledges some positive aspects of KM in SMEs in terms of learning:

* A Change

* From the project management

* From management

* From the formalization

He noted, beyond the only implementation of instrumentation, the need for compensatory measures, issues of performance or understanding between the players

Finally, he said in conclusion (I quote):

"Because she is invested in the work of individuals that jurisdiction is likely to create value for the company. But the study reveals a contradiction inherent in the quasi-GC: The basic performance issues without always say how the jurisdiction can achieve this performance. She orchestrates too little the only aspect that achieves this performance work. How to Eat work, there is considerable scope to clear. "

IN 2008 WHY DO NOT DEVELOP OUR THINKING AND OUR COLLECTIVE PRACTICES ON THE IMPLEMENTATION OF GPEC in SMEs:

* Not only continuously enriching INSTRUMENTATION JOBS:

>>> For example, using upstream, the many branches of work and professional observatories, including trades and skills

>>> example by integrating, from the work begins'implantion of GPEC, a software tool, enhanced data Observatory above, etc..

* But also reflective, boards and CEOs of SMEs, better labor instruments with the objective improving PERFORMANCE:

>>> example, via a systematic awareness of entrepreneur of SMEs on the need for a GC "mutually beneficial", and promoting INVOLVEMENT ACCOUNTABILITY of all employees.

>>> For example, through the implementation of some tools for measuring the economic efficiency of a political "win-win" and highlighted the undeniable success of businesses polled with intelligence this way.

Indeed, there is "bread on the table"! But this is the price that will be avoided in SMEs "Disappointed COW". Thank you for your comments.

Our Hub IMPLANTATION an HRM / GPEC in SMEs: STEPS, and COST SOLUTIONS "is available at the following address: http://www.viadeo.com/hub/affichehub/ ? hubId = 002245mgpws1ae7i

Meanwhile, Best Wishes for 2008