Gestion des ressources humaines : Proposition d'un

système de sauvegarde

Human Resources Management: Proposal for a backup

system

Anticipation :

A characteristic element of the GPEC approach is the

constant effort to distinguish this approach from a static vision of

forecasting analysis. Thought of as a new management discipline,

GPEC is intended as a decision-making aid instrument.

In 1992, the employment department of the CNPE, in a

guide intended for companies, proposed the term "anticipatory

management of jobs and skills" to clearly mark the orientation of

this approach towards action: planning does not imply that we act

according to the hypothesis emitted… On the other hand,

anticipating possible futures allows us to get ahead, to act

sufficiently in time to begin a process of evolution.

The typical job:

 Taken over by the GPEC, the concept of job-type was

developed by the CEREQ (centre for studies and research on

qualifications) in 1974 to serve as a basis for the development of

the French directory of jobs which describes, from he same

framework, 800 standard jobs covering most branches of activity.

The directory was published by the French documentation in

separate booklets, as it was produced, which took place between

1982. be occupied by the same individual. It took ten thousand

observations in companies to define the 800 standard jobs.

Skills :

Last term of the expression “GPEC”, competence

constitutes in a way the keystone of the model. It is what we are

looking for through the GPEC. Through this concept, the GPEC

promoters intend to achieve a double connection. Placed between

needs (required skills), it is through it that the adequacy is

expressed in its qualitative aspects. It is also the second

connection, the skill that extends the global analyzes and makes it
possible to pass from collective management to individual

management. The management of human resources is then

declined in the language of skills: from the acquisition of skills

(recruitment), to their transfer (dismissal), through their

development (training).

Employability:

If the company can no longer guarantee employment, at

least it must ensure the employability of its employees. This is

defined as the attractiveness of an employee on the labor market

(internal or external), ie the possibility of finding a job under

conditions acceptable to both parties.

Employability is a joint responsibility of the employee and

the company. Concerning the employee, it is linked to the value of

the skills mastered but also the existence of a professional project,

the ability to position oneself on the job market, the ability to

concretely present one's achievements, the identification of his

personal characteristics.4

The objectives of the GPEC:

 In the GPEC, if the quantitative dimension is necessary, it is

not sufficient to implement a policy of valorization of human

resources. Indeed the GPEC must be articulated with a qualitative

approach centered on the evaluation of the existing qualifications

and the competences necessary to meet the foreseeable needs.

The main function of the GPEC is to adapt the skills to the

needs of the company. The first step is to conduct an organized

inventory of existing skills. To do this, organizations must acquire

the capacity to gather the information necessary to know the

nature of the jobs, the qualifications required and the trades they

cover and the knowledge possessed by the person who exercises

them.

From there, the company can anticipate foreseeable

developments in order to be able to adjust the skills required and

the actual skills.

Thus, given its focus of work, the GPEC has the following

seven objectives:

· Better anticipation of the adaptation of skills to jobs

 · A better understanding of the consequences of

technological and economic changes

· A better synthesis between factors of

competitiveness, qualifying organization and development of

employee skills

· A better safeguard of everyone's employability

· Reduced risks and costs related to imbalances

· Better selection and programming of necessary adjustment

actions.5

From there, we can say that the GPEC works to find the

sources of human resources and to develop the qualifications of

the company.

GPEC tools:

GPEC tools can be listed according to 4 types: tools for

observation, simulation, job analysis, and human resources

monitoring:

Business demographic observation tools:

 These tools are made up of the age pyramid, seniority,

qualification structures, etc. The training matrices highlight the

evolution of the age of the population, its mode of distribution, the

profile of qualifications and skills. Ex: aging, retirement, becoming

younger.

Moreover, the real availability of resources will be perceived

by certain indicators showing movements: rate of rotation,

mobility, promotion, absenteeism.

1.4.2 Simulation tools:

Simulation tools make it possible to simulate changes in

human resources based on past events (4-5 years) and to relate

these changes to the assumptions made about needs

The model will measure the risks between the demand for

work and the supply, and define the methods of quantitative

adequacy between jobs and the workforce each year. These tools

are developed in large companies, in particular for the

replacement of executives in the coming years through

recruitment or promotion.
 Job analysis tools:

To analyze jobs or trades, the GPEC has developed

analysis tools; this analysis makes it possible to know their

requirements, to provide a prospective vision of their evolution

necessary for their policy of recruitment, mobility and training

(example: the simple executing secretary, becomes assistant,

collaborator of the managers; she helps in the decision but also

takes day-to-day management decisions).

Human resources monitoring tools:

The GPEC is used to permanently reconcile needs and

human resources. To carry out these various reconciliations and

conduct a real career plan for the employee, the GPEC must know

and integrate the individual aspects of human resources

management. These are the assessment of their performance,

their aspiration, the evaluation of their potential.

The annual evaluation interview is an opportunity for the

line manager to deepen and formalize the situation of the

 employees according to the reality of the work and the prospects

for development in the company.

This procedure may, however, be insufficient to assess the

potentials. In addition, department heads are not always able to

come to terms with these assessments.

Some companies call on specialists who use more reliable and more

appropriate procedures: skills assessments, professional assessments.

The GPEC process:

Any GPEC approach is organized around three main

stages:

Anticipation of human resources needs:

This first stage consists in relying on the evolutions of the

sector of activity and the organizational strategy decided for the

years to come, to identify the professions which will be essential,

secondary and endangered. We then define more precisely the

jobs and skills associated with these three groups of trades.

Identifying the pool of human resources:

Behind jobs and skills are employees. The evolution of the

professions leads to forecasting the evolution of the workforce,

that is to say the number of employees exercising each of the

professions. The differences between the current level and the

planned level of staff and skills make it possible to deduce the

needs for recruitment or job cuts, after taking into account

departures from the company (for end of fixed-term contract,

resignation, retirement, etc. .)

Gap management:

Once the gaps in numbers and skills have been

established, the last step consists in identifying the possibilities of

evolution of the employees from the positions in the process of

disappearing towards the positions of the future. To do this, we

can establish mobility plans, recruitment and dismissal plans for

employees who will not be able to progress in the company7