Birthday Invite Rhyme

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

Nancy Drew Wolf Of Icicle Creek Shoveling

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

Money Bridal Shower Poem

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

Lazer Spine Institutecomplaints

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