Human resources in Europe

Résumé du document

For the last three decades, the liberalization of the exchanges and the development of the Foreign Direct Investments (FDI) led the globalization of the economy. The flows of the FDI with the amount of 648 billion dollars in 2004 are sixteen times today than at its being in 1950 . The growth of the FDI came along with significant changes in the strategic and organizational plans. In the strategic subject of the globalization, in the 80s and especially in the 90s, it was the transition toward multidomestic strategies (internationalization of companies) based on independent national products markets. That is why there was movements of relocation and outsourcing of less value creating functions. Furthermore, since the end of the 90s, the increasing of a new kind of actors (institutional investors), increased the weight of financial markets in the lead of the strategies of multinational firms, inciting them to privilege logics of short term return. This financialization of the strategies has consequences on the human resources management.

The human resources management means the whole of medium operated to guarantee the company the adequacy between its resources and its need of staff, on the quantitative and qualitative plan.

Extraits

[...] This request has to be made before the end of the notice, even if the training initiative takes place after the break of the contract of employment. The employer finances then a sum corresponding to the number of hours acquired in conformance with the individual training. European culture and international Human resources Management styles In all the human cultures, the decisive fact in command is that it depends on the obedience of the individuals. So there are five management styles: Big hierarchical gap, with community mentality: most of the Third World countries. Autocratic style, made acceptable by the support of the clan and the family. [...]

[...] This role is strengthened by a professional identity stemming from a membership in a professional group and by integration in the company, generally called the industrial citizenship. The globalization of the business forced all the companies which want to be competitive in the world market to adopt human resources with higher priority to satisfy their immediate objectives in commercial performances. This accent put on the objectives of performance in more or less short term conjures the culture of company. Strategy and human resources planning in Europe Companies had faced certain dilemmas. [...]

[...] So, it is necessary to know the competences and the ability of existing employees. For each of them the organization has to know: work experience return training and qualifications fields of expertise interests, aspiration and projects of career successful activities of learning Fourth step: Analyze of the gap Once needs and availability of workforce were clearly established, it is necessary to compare this information to check if there are gaps. This step consists in comparing the number of planned posts (future demand) in every category of employment by considering the requirements of the post with the number of employees able to answer it (by promotion). [...]

[...] Besides, as for the representatives of the employees, this text is signed by the European Federation of the metal industry. This agreement aims at insuring the professional development of 56,000 employees working in the Union of this group which is set in 11 European countries. It also aims to improve the attractiveness of Thales to be able to face the risks of labor shortage which could appear particularly for the job of engineers and qualified technicians. The negotiated agreement decides on a work anticipation of the evolution of the professions in the group so that collective actions of training or mobility are spread in coherence and so that each can define his/her way. [...]

[...] A management consisting of open-minded people, who are centered on the development and the activities of training, had a positive impact by revitalizing practices which were often implemented in a rather authoritarian way. This dynamic organizational perspective also opposed the way of thinking of rigid managers who are in charge of institutions of training and professional training. This perspective improved the status of personal functions and training and development in the companies, also motivated universities and business schools to offer new courses in this domain. [...]