HR Management Strategy Study - Jean-Antoine Moreau Conference

Human Resources
Strategy
Study - Conference : Jean-Antoine Moreau (Engineer - Lecturer)

Human Resources
Management
Study - Conference : Jean-Antoine Moreau (Engineer - Lecturer)

JAM 3
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Mobile Website http://jeanantoine.moreau.free.fr
The company
The enterprise
macro-society

JAM 4
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CompanyCompany // EnterpriseEnterprise
It’s an organize system
a complex system

JAM 5
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Company’s EvolutionCompany’s Evolution
Human resources are a decisive variable of
evolution’s capacity.

JAM 6
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Company’s ProductionCompany’s Production
Human resources are a decisive variable of
production’s capacity.

JAM 7
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Human Resources ManagementHuman Resources Management
for the enterprise
successful developmentsuccessful development

JAM 8
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 the recruitment
 employment contract
 training
 career development
 networking
 knowledge management
 remuneration policy
 compensation policy
 payroll
 wage share
 optimization of the resources
 management planning of employment
 organization and productivity
 management of the qualifications
 communication
 social dialogue
 collective bargaining

JAM 9
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Human ResourcesHuman Resources ManagementManagement
 to conceive
 to build a decision making process
 to control

JAM 10
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Adaptation:
 with lean industrial processes
 with lean manufacturing processes
 with total quality
 with the lean management
 with horizontal coordination
 with vertical coordination
 with transverse coordination
 with strategic coordination

JAM 11
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Human
is a capital
Factor labour (labour)Factor labour (labour)
Factor ResourcesFactor Resources

JAM 12
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Human
is a capital
Knowledge ManagementKnowledge Management

JAM 13
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Managerial Analysis
 The employees are seen like:
– a cost
– a resistance factor with the change
The employees are a capacity:
– of adaptation
– of cooperation
– of productivity
– of creativity
– …

JAM 14
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The new technologies
change
process of work
work conditions
Human ResourcesHuman Resources ManagementManagement

JAM 15
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The Work Process
The Work Organization
Horizontal Transverse Vertical

JAM 16
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 Cost Cutting
 Production right in time / tended flow
 Flexibility
 Management of Employment
 Retraining (conversion) of employees
 Training

JAM 17
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Human Resources
Management
employability
allows
and
facilitates

JAM 18
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Management
Human Resources
Dynamic Balance
Systemic ApproachSystemic Approach

JAM 19
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ToolsTools
• Strategic Management System
• Management System of Control
• Human System
• Information System
• Technological System

JAM 20
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Human Resource Management
Evolution of the function

JAM 21
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Human ResourcesHuman Resources
Adapt the employees of the company:
 with employment
 with the evolution of employment
 with the evolution of the needs
 with the evolution of the technology

JAM 22
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Adapt the employees of the company:
 with employment
 with the evolution of employment
 with the evolution of the needs
 with the evolution of the technology
 with the evolution of the the market

JAM 23
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Social RelationsSocial Relations
Information
Hygiene
Security
Training
Internal communication
Negotiation
…

JAM 24
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Social functionsSocial functions
FFunctionunction
 function of integration
 function of association
– Social dialogue
– Motivation
– Negotiation
– Goals
 function of differentiation
– Recruitment
– Piloting of career
– Individualized remunerations

JAM 25
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Social functionsSocial functions
FFunctionunction
 function of integration
 function of association
– Social dialogue
– Motivation
– Goals
 function of differentiation
– Recruitment
– Piloting of career
– Individualized remunerations
togethertogether

JAM 26
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The EconomicEconomic and The SocialSocial
How does the company uses the factor work to achieve its goals ?

JAM 27
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The EconomicEconomic and The SocialSocial
for the Goals
for the Clients , for the Customers

JAM 28
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IndicatorsIndicators

JAM 29
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 Indicators of StructureStructure
– number of employees
– seniority
– the education level
– the qualification of the staff
– the distribution
– the professional family
– the age distribution of employees in the company

JAM 30
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Indicator of movement and mobility (staff)
– entries
– outputs
– internal change
– mobility

JAM 31
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the diploma is not sufficient
to assess the reality of qualificationsreality of qualifications
knowledge and competencescompetences mobilized.

JAM 32
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Analysis of the EmploymentAnalysis of the Employment

JAM 33
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RISKRISK
– Hierarchical distance
– Control of uncertainty
– Individualism
– Masculinity
– Rejection
– Segregation

JAM 34
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KnowledgeKnowledge

JAM 35
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Professional attitudeProfessional attitude

JAM 36
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 Jobs
 Remuneration
 Social contributions
 Condition of hygiene and security
 Work condition
 Training
 Internal relationships
 Industrial relationships
 Living conditions in the company

JAM 37
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For the company, the most important resource
the Motivation

JAM 38
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 Approach socio-cultural:
• segmentation
• waiting
• behaviors
• subset
• social climate
• sociology of the organizations
• strategic analysis
• collective action
• statutory values

JAM 39
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 Approach socio-cultural:
• regulations
• flow chart
• procedures
• prerogatives
• rationality
• strategy of the actors

JAM 40
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The strategy of each actor is to increase its influence
• While limiting the others ?
• Thus to increase its degrees of freedom to achieve its personal goals.

JAM 41
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The GoalThe Goal
 The increase in its autonomy
 The increase in its wage
 Capacity to influence the decisions
 Its promotion
 Its social advancement

JAM 42
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The Mission of the Company
Economic
Creation of added-value
Productivity of Human Resources

JAM 43
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EmploymentEmployment
 How the company uses time and space ?
 How the company organizes the working conditions ?
 How the company organizes the incomes of its staff ?

JAM 44
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Enterprise OrganizationEnterprise Organization
• Functional definition
• Size
• History
• Strategy
• Organization
• Division of the labour
• Hierarchical system
• System of evolution
• System of remuneration
• Procedure
• Analysis of operation
• Situation
• Objectives
• Perception
• Attitude
• Conflict / Solution

JAM 45
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 Sociology of the Organization
 Capacities Strategic
 Sociograms

JAM 46
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Using the labour law

JAM 47
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The technological changetechnological change can be neither refused,
neither imposed, nor granted.
It must be negotiatednegotiated.

JAM 48
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Social RelationsSocial Relations

JAM 49
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The rolerole of the enterpriseenterprise is economiceconomic
BusinessBusiness

JAM 50
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appreciate and recognize the work of its teams
BusinessBusiness
Facilitate
and
help

JAM 51
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The role of the company is to preserve the values, such as :
 WorkWork
 CompetenceCompetence
 and SStimulatetimulate the desire to shareshare and progressprogress together

JAM 52
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The Enterprise
is
a Team

JAM 53
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Stimulate the desire to share and progress together
Competence
Good Work
Good Product
Good Business

JAM 54
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Stimulate the desire to share and progress together
Competence
Good Work
Good Product
Good Business
Quality Process

JAM 55
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The social relations in the company avoids the revolt

JAM 56
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The Strike

JAM 57
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Functions

JAM 58
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the strike - functionsthe strike - functions
• To weigh on the negotiation
• Function of bargaining
• Function of confrontation
• Function of refusal
• Function of opposition
• Political function

JAM 59
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The strike shows a failure
 failure of the social dialogue
or
 failure of the negotiations
or
 a social failure
or
 a political failure
The strike shows a social dysfunction

JAM 60
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The strike shows a failure
 failure of the social dialogue
or
 failure of the negotiations
or
 a social failure
or
 a political failure
The strike shows a social dysfunction
Financial cost

JAM 61
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the strike
Financial cost
financial economic social policy
any strike is added to
the impact of a social rupture
the behavior of the economic and social actors

JAM 62
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the strike
Financial cost
financial economic social policy
any strike is added to
the impact of a social rupture
the behavior of the economic and social actors
Social

JAM 63
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company agreementcompany agreement
social dialoguesocial dialogue
• Economic rationality
• Reciprocity
• Dialogue
goalgoal Customer satisfactionCustomer satisfaction

JAM 64
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Industrial Strategy
Strategy of Human Resources

JAM 65
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the management of employment

JAM 66
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The goal of the employment’s management is the
performances’s improvement for the enterprise.

JAM 67
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one should not segment the groups of employees.
this reduces the effectiveness of project’s groups

JAM 68
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 It is necessary to know to project itself in
the future
 It is necessary to know to project
 in time,
 in the future:
structures of use of the company
trades of the company
necessary competences

JAM 69
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the management planning
of employment
reinforces the capacity of adaptation

JAM 70
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Adaptation capacity
good reactivity
customer satisfaction
It’s good for the Business

JAM 71
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 the management of employment is not reduced to
– a variable of adjustment
– a cost
 it is a resource

JAM 72
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The human resources management is an economic tool
It is a tool of improvement of the performance

JAM 73
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The tomorrow’s companies are made with
the men and the women of today.

JAM 74
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to manage human resources
it is necessary to optimize their effectiveness
and their efficiency.

JAM 75
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the flexibility
and
adjustment of employment.

JAM 76
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nature
the level
activity adjustment
mobility
flexibility
departure recruiting temporary delocalization

JAM 77
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tools of flexibilitytools of flexibility
• arrangement of working time
• overtime
• partial work
• short-time working
• modulation of the working time
• shift work rotation of the employees
• use of staff temporary
• out placement
• subcontracting

JAM 78
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Hidden costs of the flexibility
 loss of competences
 loss of the training
 bad social climate
 limitation of the input/output model
 turn-over

JAM 79
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facilitate functional flexibility

JAM 80
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every business leader must ask
the following questions

JAM 81
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« Which is the strategic and economic risk,
which I take by not having in my company
the necessary competences, for each trade? »

JAM 82
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« Which is the return in investment of an
anticipated management of human resources,
for my company? »

JAM 83
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« Which is the social risk, therefore economic,
which I can take? »

JAM 84
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« Which are the organizations more qualifying
that my company? »

JAM 85
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management of employment
management of work

JAM 86
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manage employment
is able to identify employment

JAM 87
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knowledge skills inventory
implemented by employees

JAM 88
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to know - to make
an analysis
employment - resource

JAM 89
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the management
planning and
preventive of
employment
strategy of
the company
requirements in
 competences,
 resources,
 evolutions

JAM 90
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Needs :
•markets,
•products,
•technology,
•productivity,
•organization
c
o
m
p
e
t
e
n
c
e
s
Resources :
•Behavior
•Training
•Experiment
•Training
•Management
•Method
•Information
•Communication
•Recruitment

JAM 91
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technological change
the trades evolve
employment evolves
no company can guarantee the same job for the life

JAM 92
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socialsocial
reportingreporting
 How a company can use the human factor
to reach its goals?

JAM 93
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socialsocial
reportingreporting
• manpower deployment:
– by professional family
– by trade
– by education level
– by qualification
– by diploma
– by type of work contract

JAM 94
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age distribution
give the demographic mode

JAM 95
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professional career

JAM 96
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• manage an employee, an employee
– imply
• its participation
• preset criteria
• a known procedure
confidence
return in investment

JAM 97
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management of the careers
tool for the motivation

JAM 98
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information training job description strategy

JAM 99
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information training job description strategy
Industrial needs
technical evolutions

JAM 100
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management of the wages and remunerations
what do you wish to encourage or remunerate ?

JAM 101
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The flexibility, the personalization of the wages should not
harm the motivation, and the implication of the employee.

JAM 102
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wages must facilitate team cohesion,
to achieve the goal.

JAM 103
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the wages
the system of classification of employment
answer

JAM 104
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criteriacriteria
• Competences
– techniques
– practices
– scientists
• capacity of management
• competencies in human relations
 Initiative
 Reflection
 capacity of analysis
 capacity to solve, find a solution

JAM 105
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criteriacriteria
• liberty of action
• width of the sphere of activity
• impact on the results

JAM 106
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to note and appreciate
the performance
the work of each employee

JAM 107
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the quality assessment of the employee's performance is
an indicator of the effectiveness of the management system.

JAM 108
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a conflict
a strike
impacts

JAM 109
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• the strike is the result of a failure, in the strategy
of the social dialogue.

JAM 110
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The company works for its customers.
The ideology of the company must be the
satisfaction of its customers.

JAM 111
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Moreau
copying and
reproduction
prohibited
Managing my
copyright ADAGP.
the customers are the victims of the strike.
then they choose other suppliers

JAM 113
© Jean-Antoine
Moreau
copying and
reproduction
prohibited
Managing my
copyright ADAGP.
recruitment is done on the adequacy between
competencies and needs.

JAM 115
© Jean-Antoine
Moreau
copying and
reproduction
prohibited
Managing my
copyright ADAGP.
• improved compensation
– business savings plan
– share price
– stock options
– social protection (direct or indirect)
– social work
– benefits in kind
– housing of function
– company car
– holiday
– Study Seminar
– free transportation

JAM 116
© Jean-Antoine
Moreau
copying and
reproduction
prohibited
Managing my
copyright ADAGP.
• Wage bill - payroll
• net salary
• bonuses (premiums )
• Allowances (indemnities)
• social security contributions (social contributions)
• paid vacations (paid leave)
• direct social security benefits (direct social benefits)

JAM 117
© Jean-Antoine
Moreau
copying and
reproduction
prohibited
Managing my
copyright ADAGP.
the control of the costs
implies
the control of the wage bill

JAM 118
© Jean-Antoine
Moreau
copying and
reproduction
prohibited
Managing my
copyright ADAGP.
the policy of remuneration must be known by all staff.
transparency
motivation

JAM 120
© Jean-Antoine
Moreau
copying and
reproduction
prohibited
Managing my
copyright ADAGP.
management of the training
in the company

JAM 121
© Jean-Antoine
Moreau
copying and
reproduction
prohibited
Managing my
copyright ADAGP.
What are the new necessary competences?
How does the formation increase the
qualification?
How the new skills will be effectively
implemented?

JAM 122
© Jean-Antoine
Moreau
copying and
reproduction
prohibited
Managing my
copyright ADAGP.
How does the formation increase competence?
How is the formation profitable?

JAM 123
© Jean-Antoine
Moreau
copying and
reproduction
prohibited
Managing my
copyright ADAGP.
the training is an investment of the
company on its staff.
there must be have a return in investment

JAM 124
© Jean-Antoine
Moreau
copying and
reproduction
prohibited
Managing my
copyright ADAGP.
training
is a productive contribution

JAM 125
© Jean-Antoine
Moreau
copying and
reproduction
prohibited
Managing my
copyright ADAGP.
• there must be a link between the company
and the university, throughout the career (job
cycle).
• maintaining a level of competence prevents
the unemployment

JAM 126
© Jean-Antoine
Moreau
copying and
reproduction
prohibited
Managing my
copyright ADAGP.
training policy
in the company
in the enterprise

JAM 127
© Jean-Antoine
Moreau
copying and
reproduction
prohibited
Managing my
copyright ADAGP.
Typology of the education actions
Forecasts
Professional situation
Action
Objectives
Business

JAM 128
© Jean-Antoine
Moreau
copying and
reproduction
prohibited
Managing my
copyright ADAGP.
The organization flexible, is opened to the
self-checking and the decentralization of the
responsibilities.

JAM 129
© Jean-Antoine
Moreau
copying and
reproduction
prohibited
Managing my
copyright ADAGP.
The organization of work becomes
qualifying and formative

JAM 130
© Jean-Antoine
Moreau
copying and
reproduction
prohibited
Managing my
copyright ADAGP.
the logic of competence
the conduct of the work.

JAM 131
© Jean-Antoine
Moreau
copying and
reproduction
prohibited
Managing my
copyright ADAGP.
strategy
constant interaction between
the training and organization

JAM 132
© Jean-Antoine
Moreau
copying and
reproduction
prohibited
Managing my
copyright ADAGP.
the industrial engineering
training

JAM 133
© Jean-Antoine
Moreau
copying and
reproduction
prohibited
Managing my
copyright ADAGP.
the development of the qualifications
a work rich in contents

JAM 134
© Jean-Antoine
Moreau
copying and
reproduction
prohibited
Managing my
copyright ADAGP.
an employee will imply himself
in a formation
personal interest

JAM 135
© Jean-Antoine
Moreau
copying and
reproduction
prohibited
Managing my
copyright ADAGP.
personal interest
formation
future

JAM 136
© Jean-Antoine
Moreau
copying and
reproduction
prohibited
Managing my
copyright ADAGP.
The effectiveness of a training is proportional to
the involvement of the hierarchy.

JAM 137
© Jean-Antoine
Moreau
copying and
reproduction
prohibited
Managing my
copyright ADAGP.
The Management of the Training

JAM 140
© Jean-Antoine
Moreau
copying and
reproduction
prohibited
Managing my
copyright ADAGP.
the cycle
design
needs
objectives / goal
information
communication
specifications training program
actionevaluation of the effectiveness
test of profitability

JAM 141
© Jean-Antoine
Moreau
copying and
reproduction
prohibited
Managing my
copyright ADAGP.
the cycle of decision
anticipation
need mobilization
accompanyingoptimization

JAM 143
© Jean-Antoine
Moreau
copying and
reproduction
prohibited
Managing my
copyright ADAGP.
contribute to the establishment
of a common language
for common goals

JAM 144
© Jean-Antoine
Moreau
copying and
reproduction
prohibited
Managing my
copyright ADAGP.
to connect
the individuals

JAM 145
© Jean-Antoine
Moreau
copying and
reproduction
prohibited
Managing my
copyright ADAGP.
to facilitate the understanding and the accession
Membership
with the identity of company

JAM 146
© Jean-Antoine
Moreau
copying and
reproduction
prohibited
Managing my
copyright ADAGP.
to facilitate accession (Membership)
with the projects

JAM 147
© Jean-Antoine
Moreau
copying and
reproduction
prohibited
Managing my
copyright ADAGP.
• The internal communication is an intangible
investment.

JAM 148
© Jean-Antoine
Moreau
copying and
reproduction
prohibited
Managing my
copyright ADAGP.
communication
continuity
strengthening
evolution
motivation

JAM 149
© Jean-Antoine
Moreau
copying and
reproduction
prohibited
Managing my
copyright ADAGP.
the operation of the internal communication
informs
on operation of the strategy of the company.

JAM 150
© Jean-Antoine
Moreau
copying and
reproduction
prohibited
Managing my
copyright ADAGP.
internal communication
employee involvement

JAM 151
© Jean-Antoine
Moreau
copying and
reproduction
prohibited
Managing my
copyright ADAGP.
employee motivation
the objectives
to satisfy customers

JAM 152
© Jean-Antoine
Moreau
copying and
reproduction
prohibited
Managing my
copyright ADAGP.
improvement the customer relation
a tool
sale
products and services

HR Management Strategy Study - Jean-Antoine Moreau Conference

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