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OPCAREG - ARETE - ARACT. State of the Art. Note : These results were obtained from the Human Resources Department. European Social Fonds . Structure of Actions. HR career intervention (long term). Management of final stages of career («age» criteria). manAGEment.
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OPCAREG - ARETE - ARACT State of the Art Note : These results were obtained from the Human Resources Department European Social Fonds
Structure of Actions • HR career intervention (long term) • Management of final stages of career («age» criteria) manAGEment • No action : Age discrimination measures remain
Actions of Human Resources • Skills Assessment Requirements for Companies • - Identification of required skills for the future (RENAULT, SNCF) • Training • Training with tutor (MOET ‘n CHARDON) • Training passport created for employees (THALES) • Fixed number of training days for each employee (RENAULT) • Opening training for elderly workers (THALES) • Opening mobility for 50+ employees (RENAULT) • Developing tools for tracking lifetime training (IBM) • Career Evolution • Improving propositions for career growth, second career (THALES, SCHNEIDER) • Work conversion (CHESAPEAKE) • Regular date fixed with employees aged 45 (IBM) • Opening pay system to avoid « block-age » for elderly employees (RENAULT) • Fixed date for middle career employees (CREDIT LYONNAIS, AXA, RODIA) • Ergonomic Measures • Ergonomic evaluation for each workstation (RENAULT) • Ergonomic rating system (PEUGEOT) • Improving workstation ergonomics (MICHELIN) • Knowledge Management • - Developing exchanges between generations (MICHELIN))
2. Career “Sunsetting” Arrangements • Preretirement Measures • - Finding flexible working arrangements to stop activities while continuing to be paid by insurance system (EADS) • Using CASA and CATS system (RENAULT) • Using PRP system (CAISSES D’EPARGNE) • Creation of anticipated retirement (CAISSE DES DEPOTS) • Reduction of working time before retirement (BOIRON) • Opportunities given to employees to capitalise time before retirement (QUELLE) • 1-on-1 Coaching • - Seniors with great experience advise and train younger employees • (MOET ET CHANDON, CAISSES D’EPARGNE, AIR FRANCE, ETC.) • Recruiting for New Functions • - Possibility for executive to become consultant : possible audit intervention inside and outside the company (THALES, PECHINEY) • - Proposition for working and transfer of know-how to SME (TOTAL) • Knowledge Management • - Analyse existing process / know-how and transfer them to an accessible data base (SCAO)
3. Age Situation Getting Worse Unilog Example Employees over age 56 are ineligible for future stock option grants. Moreover, skills assessment and poor performance could stop the increase of ownership.
4. Two Observations on HR Departments 1. Executives rate their HR Department a 6,5 out of 10 A recent study of 112 executives and 200 HR Staff in 156 companies shows : • A positive perception of traditional HR functions (pay, administration) • A negative perception of value-added HR functions : skills management, career management. The main problem is HR departments are often considered a support service. • Observations : HR departments need to play a greater role in the decision making process of companies and in evolution management ; the effectiveness of HR departments depends 50% on communication, pedagogy and politics. 2. According to a CEGOS study of 303 companies, HR Departments are becoming more expensive • The general cost is increasing : funds dedicated to HR have increased from 2,88% in 2000 to 3,49% in 2002. The main factor of this evolution is the money spent in skills management, pay management (+ 40% from 2000 to 2003), and training (+ 21 % from 2000 to 2003).
5. Two Observations on Skills Management 1. Skills Management appears very simple. The notion of skill is often associated with know-how but is also related to know-to-be (is the smile an important skill ?) and performance (it is possible to be more productive without being more competent!). Skills Management Performance Productivity Know-How Know-to-Be • 2. Description of Inefficiency from Peter (Laurence J. Peter) • Emotional inefficiency • Social inefficiency • Technical inefficiency