Gestion des ressources humaines : Proposition d'un

système de sauvegarde

Human Resources Management: Proposal for a backup

system

The development of coaching;

· Employee involvement with the CPF.

For many years, companies have developed

knowledge bases thanks to knowledge management

solutions with the digitization of data and the transformation of

data into information and of this information into knowledge.

Knowledge management is based on the creation of

knowledge mapping and the application of knowledge

engineering methods. Matrix organization and knowledge

networks are transforming intergroup relations. Links are

made between digital social networks and communities of

practice that become creative and learning entities.16

 Through this, it can be said that the training is carried

out according to a well-studied program by following a certain

number of organizational steps in order to achieve the desired

objectives and this by developing the knowledge, the

informational and scientific aspects of the trainee.

Training objectives

The formation is not only the acquisition of knowledge

but also the modification of a behavior in front of new

situations which lead to improve its knowledge. The training

policy must be consistent with the company's culture and

management styles.

The training objectives listed according to two types:

Business goals :

The major concern of any entrepreneur is to make

every effort to achieve the objectives pursued. To do this, the

action lever revolves around the development of human,

material, financial and informational resources. However, the

experts agree to recognize that the first quoted constitute the

fundamental data. It is about adapting knowledge to maintain

and consolidate people's knowledge in their current job. This

training need is identified during performance interviews or

training interviews.

The acquisition of new knowledge can come from the

orientations defined by the general management. These

acquisitions may also correspond to the application of a

charter or a business plan or even to the application of the

company's quantitative and qualitative objectives.

Furthermore, when the development plan has identified

a person's potential to occupy new positions, specific training

actions should be considered. These trainings are the

consequence of the forward management plan.

Training is a means of social communication and

mobilization for a common project (launch of a business

project). Through the transversality of exchanges, it makes it

possible to adjust communication practices between the

different hierarchies and can thus level out the different

sources of conflict.

Furthermore, training remains a response to specific

needs. This involves training not directly linked to the specific

content of the job, such as training in the areas of health,

safety and working conditions.

Objectives for the employee :

In general, training encourages the employee to adapt

to the new requirements of the job. For new recruits, this

adaptation is often part of the integration phase which

prolongs the recruitment process. It can be done during the

trial period. On-the-job training is generally provided by the

hierarchy.
 Some companies organize joint training for all new

employees, in the field of communication or the product, the

services marketed or in that of the organisation.

The employee, through training, improves his basic

knowledge essential for rapid adaptation. Each employee

must be able, on his own initiative or that of his line manager,

to improve the quality of his work, if only by setting higher

quality standards than those previously required.

Openness to other horizons and other behaviors also

remains another asset of the training. Inter-company training

(ie with people belonging to different companies, but carrying

out comparable functions), can improve individual skills

through an exchange of experiences (transversal

relationships).

Training also facilitates the exchange of experience

between employees occupying different positions in the same

company (vertical and horizontal relations).17

 It can be said that training is a strategic objective for

the company because it allows to increase productivity by

developing the efficiency of performance and by linking the

objectives of the employees with the goals of the company.

For individuals, the training is to help new employees to

develop their abilities in order to obtain a promotion, the

training aims to exchange knowledge among the employees.

Organization and follow-up of training

Training is obligatorily taken into account in companies,

if only in an administrative form. This is particularly the case

in small businesses.

In medium-sized companies, we are witnessing the

appearance of a training manager. The APEC brochure

entitled personal training: what professions? Specifies that

this manager "could be a junior executive whose functions are

expanding if it is planned to make training a driving force in

the company's personnel policy"

Finally, large companies have a real training department, managing

one or more training centers. There are different specialists in the

training department:

· Managers (training and monitoring budgets,

schedule of courses, internships, rooms, selection and control

of subcontractors, control of registrations, etc.)

· the facilitators (development of programs,

preparation of educational tools, participation in teaching,

evaluation, educational monitoring of actions, etc.)

· Specialists in teaching resources

(development and updating of training media, development of

tools, training of training facilitators (development of

specifications, negotiations, etc.)

The training department must ensure, at the

administrative level, the information of the employees on the

training, the realization of the actions, the management of the

staff in training, the accounting of the expenses.

The function's dashboard allows the management of

training in the company. As an extension of the approach that

 leads to the implementation of training, monitoring, a real

management tool, meets two needs.

This involves, on the one hand, carrying out a

systematic evaluation of training actions at three levels:

· That of pedagogical objectives (reality of learning);

· That of the training objectives (assessment

of the results of the training); That of the company's

development objectives (measurement of the effects

on the ground).

It is, on the other hand, to analyze at the level of

individuals:

· Initial training;

· Professional achievements, such as know-how;

· Training courses taken during their career,

including those taken on the initiative of the employee, insofar

as, for the latter, he will have informed the company;

· The diplomas obtained and their consideration.

 To fully achieve these objectives, these individual

elements are often computerized in compliance with the

regulations in force relating to the protection of individual

freedoms.

The information facilitates the maintenance of the

dashboard.

Few indicators are needed, but significant indicators of

actions taken or to be taken. The dashboard must remain the

summary of the only information essential for rapid

decision-making in the short term and be relayed by other

sources of information for the more in-depth study of specific

problems or decisions with medium-term consequences.

term.

There is no mandatory ration, no standard dashboard,

there are only dashboards specific to each organization, to

each company; moreover, their character is eminently

evolutionary.18

We can say that the training is necessary for the

company, the follow-up of the trainings allows the employees

to follow up and inform the employees on their

implementation and their evaluated performance.