Human Resources (HR) Planning

Human Resources (HR) Planning applies to firms or groups of more than 300 workers and bodies that are obliged to set up a European works council.

HR Planning involves the design, implementation and monitoring of policies and action plans that aim to reduce disparities between firms regarding their requirements and human resources. It also entails training for people in the labour market. A link is established between the firm's growth and the personal development of the workers; this is done by applying a range of tools (see other FR instruments). Firms employing at least 300 persons at corporate level or 150 persons at establishment level are obliged to reach a collective agreement, every three years, on methods used to inform and consult with the works council regarding corporate strategy and its foreseeable effects on jobs and workers. This is known as triennial collective bargaining (negociation collective triennale); the relevant legislation is Law No 2005-32 on social cohesion. Penalties apply if these obligations are not met. Moreover, bargaining must be based on various anticipation measures.

Other relevant topics are dealt with in many agreements. For example, training is addressed, including models such as Individual Right to Training (droit individuel à la formation, DIF), validating work experience (Validation des acquis de l’expérience, VAE) and Individual Training Leave (Congé individuel de formation, CIF). Other issues that emerge in agreements include: internal and external mobility; managing the employment of senior workers (e.g. early retirement, access to skill sheets, training); HR management tools; and 'territorial HR planning'. The last example developed from HR planning, when different regional actors noticed that an enterprise itself was not in a position to anticipate and adapt to the recurrent mutations and restructuring of the economy.

The territorial GPEC is not a precise set of procedures; rather, it is a framework involving different actors (namely, enterprises, workers and public actors) in a project concerning the economic and social challenges of a geographic region. The nature of the GPEC varies greatly, depending on the specific issues presented by a region.

National government
Legal framework; possibilities of public funding.

Regional/local government
There is also the Territorial Human Ressources Planning

Employers' or employees' organisations
Obligatory triannual collective bargaining; union representatives will negotiate and sign the agreement; elected members of the Works Council will be informed and consulted on the company’s strategy, its possible consequences on the development of jobs, skills and salaries, as well as on the content of the draft agreement concluded prior to signing.

Other
Assistance (technical, legal, methodological, etc.) from an outsider, an expert and mediator at the service of both parties; funded by the employer.

Employer

National funds

Use of this model was moderate up until 2008. As of 31 December 2008, 570 GPEC agreements were signed, concerning approximately 1,475,000 workers; 41% of these firms have between 300 and 1,000 workers, and a further 36% are firms have more than 1,000 workers.

This is used as a tool to anticipate labour market changes, mainly those caused by economical and technological changes. It focuses on adapting workers skills, and aims to avoid massive restructurings. It presents a good way of addressing both competitiveness for the company and the management of employees’ career. It involves selecting the best tools required to implement change and enables staff to acquire a deep insight into the reasons behind expected changes. In doing so, it enables them to become real actors in the development of their career and their employability. This model takes a 'voluntarist' approach to social dialogue and information sharing. It involves commitment and support from all stakeholders. Teritorial HR planning (GPEC territoriale) assesses labour market changes at a regional level, which allows a more strategic approach. The geographic region is the cornerstone of the territorial GPEC; this is relevant to the extent that the territory and its characteristics (workforce, infrastructures and enterprises) comprise a key factor in the attractiveness of new enterprises. The territory is also the main issue in terms of mobility of the workforce; for this reason, territories are often characterised by the availability of specific skills. Territorial GPEC allows a concerted social dialogue at regional level; this is more valuable than the HR planning of one company.

Differing views may be held by management and the trade unions regarding information that should be shared; issues here relate to strategy, confidentiality, foresight and dialogue. There is a need to take time to develop tools for mapping, operational forward planning, and other shared tools where necessary. A need also presents to mobilise management.

Schneider, Sperian Protection group.

http://www.economie.gouv.fr/themes/emploi/boite_outils/guide_gpect/guide_gpec.pdf

Triomphe, C.E., Teissier, C., Goryacheva, A. National background paper France. Anticipating and managing restructuring in enterprises: 27 national seminars. ARENA Report. Brussels, European Commission, 2009; Bruggeman F., de Lavergne F. European Restructuring Toolbox. European Commission. 2010; ARITAKE-WILD. Joint Study on Restructuring in the EU15 France National Dossier. November 2007; http://www.economie.gouv.fr/themes/emploi/boite_outils/guide_gpect/guide_gpec.pdf.