“There is only wealth in men”, wrote Jean Boudin. The human resources manager in a company is well aware of this. He who has the heavy task of ensuring the well-being of employees and guaranteeing good results for his company. This, in a context where he expects the internal or external mobility of employees. Fortunately, Predictive Job and Skills Management is a way for HRM to succeed in its mission. In this article we will present 3 essential instruments for a successful GPEC.
What is GPEC?
La GPEC is an anticipatory and participatory administration of a company's human resources. It is as useful to employers as to employees since it promotes, on the one hand, the achievement of company objectives and, on the other hand, the professional success of employees. The GPEC takes into account the ambitions of the company and the aspirations of the employees. This makes it possible to anticipate human resources needs, and to support the evolution of employees.
What are the 3 instruments of a controlled GPEC?
The 3 essential tools are the annual evaluation interview for its ability to make a diagnosis on the levels of skills and wishes for development, the competency framework in order to frame the nomenclature on which to base the future of the company and, finally, the training plan at the individual and collective level.
Let's detail these 3 levers:
The competency framework
The company is evolving towards aAn organization centered around skills. The notions of position, of role with fixed responsibilities are no longer a reflection of the reality experienced by the actors of the company. It is therefore a question of focusing on the tasks and the internal capacities that allow them to be carried out. The library of these qualifications that can be used for each profession makes 5 essential data visible on a map:
- Current qualification levels.
- The benchmarks required for each business.
- External and emerging assets to be disseminated in the organization.
- The skills of employees to develop these assets.
- Colleges at risk of desertion or “skills at risk”.
For more details on the structured skills library, we invite you to consult our “Page”Everything you need to know about competency frameworks“.
The annual evaluation interview (EAD)
Here, it is a question of having an annual interview with each employee of the company justifying at least two years of seniority. The objective is to analyze the state of mind of the latter. In order to instill motivation and zeal in him. This interview can be conducted either by the company manager in person or by a line manager or simply by the company's human resources manager. It is a convivial moment where the interviewer must listen fully to the employee in order to determine if he is fulfilled in his current position, to be aware of his professional project, and to assess his training needs. The aim of this whole process is to give new impetus to the employee so that he can give the best of himself.
Today, we recommend moving from a static and ad hoc evaluation approach to more regular monitoring:”Ongoing feedback to complete the annual maintenance“.
Training opportunities
Training is a result of the two previous tools. We have shown that the GPEC is a participatory instrument that allows the company to achieve long-term performances. The purpose of the GPEC and its tools is to reveal the internal assets that can be mobilized. The differences identified between the levels required and the levels achieved are at the origin of skills development and individualized training plans, we group these different training opportunities in this visual:
HR development opportunities have changed significantly, here is a page that outlines all of these opportunities for Increase in skills.
Conclude on the essential GPEC tools
Predictive management of jobs and skills is a necessity for any human resources manager, concerned about the achievement of his company's goals and the happiness of workers. It is implemented in a climate of trust between managers and employees.
Three proven tools now make it possible to set up a GPEC in any company: the job description, followed by the annual interview with each employee, which leads to training plans.
Also discover our article for All you need to know about Competence Management.
