CHAPTER 3: PROPOSED APPROACH AND APPROPRIATE MEANS TO SMB
The success conditions apply to large firms also apply to SMEs. Our aim will be to analyze what are the differences, advantages and disadvantages between them and large companies and then present the solutions to SMEs, alongside the external HR consultant chose the latter.
The goal is to fully equip the HRM approach / GPEC of SMEs, with its problems and its own challenges, given its own problems, without replacing the external HR consultant, professional skills, benchmarks, evaluation , training, etc..
services and tools are available a la carte and depend on the actions already undertaken by the SMEs in GPEC: the company may apply only to seek aid or set up a software HRM or entrust the entire tooling of its approach GPEC / HRM, in conjunction with the HR consultant.
§ 31 - EFFECT OF SMALL BUSINESS ON THE METHODOLOGY AND MEANS FOR IMPLEMENTING THE SUCCESS OF APPROACH HRM / GPEC
A: a less favorable environment, BUT MUCH MORE RESPONSIVE
a) significant structural difficulties
· The bosses of SMEs and SMIs, often own all or part of their business and often engineers or technicians in training, are very heart-oriented trades and profitability CT
· The players know each other well and often for • A long
latent paternalism still exists.
· The representation of staff is rarely seen as a positive factor and social dialogue and often underdeveloped.
· The relationship Manager / Managed win to become more mature and balanced.
b) Assets undeniable
· The decision making is much faster in SMEs, it came to pass is often very long in big companies. The entrepreneur of SMEs, often heavily involved financially in the course of his business, goes very quickly when he realized where his interest.
• The convincing power of the Directorate is generally stronger in the SME.
· The risk of policy reversal at each change of leaders, according to the successive shareholders is less.
B / LIMITS OF FUNDS REQUIRING PUBLIC AID
a) Lack of own financial resources and inadequate mobilization of the Branches or Territories
As we noted above, the HR consulting assignments are very expensive and SMEs will not be able to devote much to the introduction of its HRM more than ten days, including diagnosis and guidance.
The state has stepped up devices to the attention of professional branches or territories including today EDEC or GPEC approach, but unfortunately the elected officials of these organizations or inter-professional were far less interested, with some exceptions (UIMM FORTHAC, etc.. these devices and now finds himself all alone facing the modernization of its HRM.
b) public assistance or individual inter exist but difficult to find and implement
Fortunately, the individual device or inter firm assisting Council GPEC, we developed above, is potentially accessible and presents a real opportunity for SMEs, although the duration GPEC Council does not normally be able to exceed ten days;
cons By installing this type of case is relatively long, complex and technical.
C / A to follow next week: "A human resources function to expand"
good week. Brigitte and Jacques LELARGE PALLE, Hub managers / Viadéo Group:
"IMPLANTATION an HRM / GPEC in SMEs: STEPS, SOLUTIONS, and COST AID"
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