§ 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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