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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. "

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