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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