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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"
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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