Peace Sign Bath Ensembles

IMPLANTATION OF A COW IN SMEs: TWO TRACKS FOR 2008 IN THE FORM OF GREETING

This unique instrumentation

I just read a public review of the NAALC from 2005 on the achievements of implementation of competency management (CM) in 11 SMEs and signed by Michel Parlier (NAALC LYON ) to me intermelée much. Says Michel Parlier?

* It segregates in Management Skills, the entries "Work" and "Employment"

* He notes the uneven instrumentation of two components of the GPEC : WORK on the side, intentions of involvement and accountability without tools; the side EMPLOYMENT, plenty of tools

* he concluded: "These systems are mainly better performance economy through greater involvement in work but they are mainly based on instrumentation of employment "

The many actors: agencies, tips, training, ITC, OPCA, Professional Organizations , publishers of software, outsourcing providers that I mention in the presentation of our hubs are actually focused on the instrumentation of employment, which grew rapidly from the rest, both upstream business with the Observatories of the branches downstream with new tools.

it solves the problem of SMEs GC? The conclusion of Michel Parlier is interesting and suggests ways:

He acknowledges some positive aspects of KM in SMEs in terms of learning:

* A Change

* From the project management

* From management

* From the formalization

He noted, beyond the only implementation of instrumentation, the need for compensatory measures, issues of performance or understanding between the players

Finally, he said in conclusion (I quote):

"Because she is invested in the work of individuals that jurisdiction is likely to create value for the company. But the study reveals a contradiction inherent in the quasi-GC: The basic performance issues without always say how the jurisdiction can achieve this performance. She orchestrates too little the only aspect that achieves this performance work. How to Eat work, there is considerable scope to clear. "

IN 2008 WHY DO NOT DEVELOP OUR THINKING AND OUR COLLECTIVE PRACTICES ON THE IMPLEMENTATION OF GPEC in SMEs:

* Not only continuously enriching INSTRUMENTATION JOBS:

>>> For example, using upstream, the many branches of work and professional observatories, including trades and skills

>>> example by integrating, from the work begins'implantion of GPEC, a software tool, enhanced data Observatory above, etc..

* But also reflective, boards and CEOs of SMEs, better labor instruments with the objective improving PERFORMANCE:

>>> example, via a systematic awareness of entrepreneur of SMEs on the need for a GC "mutually beneficial", and promoting INVOLVEMENT ACCOUNTABILITY of all employees.

>>> For example, through the implementation of some tools for measuring the economic efficiency of a political "win-win" and highlighted the undeniable success of businesses polled with intelligence this way.

Indeed, there is "bread on the table"! But this is the price that will be avoided in SMEs "Disappointed COW". Thank you for your comments.

Our Hub IMPLANTATION an HRM / GPEC in SMEs: STEPS, and COST SOLUTIONS "is available at the following address: http://www.viadeo.com/hub/affichehub/ ? hubId = 002245mgpws1ae7i

Meanwhile, Best Wishes for 2008

Flesh Colored Plugs Afri

Week 50 / Theme 5 (continued) / CAREER MANAGEMENT (2 / 2) Week 49

§ 53 - DEPLOYMENT

A / Information

If the prior information has been properly made in the company's management objectives career, it will be easier to implement.

Many companies prefer to start with senior management (top management, high potential) and then gradually extend rest of the coaching staff and even execution. sometimes, the company will proceed by site or by industry on a trial basis.

careful not to make either a tool reserved exclusively to a small minority in the company.

B / mastery of the other tools of HRM

management career requires that the company controlled before many other tools: management training, management jobs and positions, skills management, knowledge management ... . So do not try to skip steps and clearly define what those steps in time, which will be set up beforehand, simultaneously or subsequently.

The development is also often an opportunity to take inventory of its information systems "HR". What information is available now, what stands, in what formats ...? How to exploit them to avoid redundancy of information between different systems: payroll, leave, HRM, etc. ...

IT is now almost essential when setting up a management career, whether you want the simple, friendly and flexible.

§ 54 - SECURITY

If the opening of a career management tool for individual staff members may not seem interesting to energize the social climate, we must be careful and not to award rights to use and consultation with some sparsity, at least initially.

It is not necessarily good to just show how to hide everything beyond. Again, the HR department wishing to implement such a system should reflect the rights and opportunities for each according to his wishes and maturity in HRM.

The least we can do is to verify that the software used is well endowed with rights management efficient and flexible.

§ 55 - USE

A / Decentralization of seizure

companies with multiple geographic sites have a vested interest in decentralizing maximize their career management.

Indeed, the information will be recorded locally on pain of having to be questioned or shunned. A tool for career management has to handle reliable information on pain of falling rapidly into disuse.

Attention therefore also not to think that his career management tool does everything: it is a tool for decision support important, it should not become a tool exclusive decision. Too often companies, not very familiar with the tools of HRM dream of a career management system which not only help them find the ideal candidate for a position but would automate these assignments.

Beware dangers of such a practice could frustrate supervisors of the management and members of the HRD.

B / Relative transparency of committee's decision careers

Decentralization should not concern the seizure. It is good that employees can use part of this type of product in order to position themselves in the company or to find out what career opportunities and positions that are or would be within their reach. A lack of visibility employees is often the cause of resignation.

Because an employee is not informed that this or that position may be offered to him or he could apply for a particular job on that site, the employee will begin a search employment with other companies.

Since it will send his resignation letter, it will be almost impossible to keep him because very often it will have already engaged with another company. (See the contribution on Management of jobs and positions). You will have to recruit to replace, train and integrate its successor: a whole process that we might be able to make the economy if they had put up a real career management accessible to everyone.

The updated information must be permanent, however. The payroll system, often the most reliable, is very often the basis of information in principle each month.

(Copyright: Dominique and Jacques BERNET LELARGE / AppliRH Sarl)