The challenges of the development function
The key here is to know how the development of Human Heritage is supported: is the defined project sufficiently unifying? Will it be able to bridge the gap between individual expectations and collective needs?
With this in mind, it may be worthwhile to focus on the following questions:
- Has a process been put in place to empower employees to manage their careers?
- Is the role of support/coach easier for all managers?
- Are HR strategy and policies focused on the medium term and anticipation?
- Is the organization capable of mobilizing its human resources to meet new challenges?
- How do corporate and individual assets evolve?
The associated MPC focus
- Targeted training plan and follow-up of skills development ;
- Deployment of in-house trainers and mentors ;
- Developing and spreading critical skills ;
- Facilitating mobility ;
- Prospective job analysis.
Sources of performance
For this development function, performance is linked to :
- the notion ofemployability for employees: retaining and enriching internal assets to keep pace with the skills needs of the organization and the market;
- the notion of competitiveness for organizations: the ability to meet current and future customer and market needs.
In our fifth and final article, we’ll take a closer look at the final function associated with skills-based management based on human development: the transmission function.
Source :
- Yves Barou and the circle of European HRDs, Corporate human capital and competitivenessÉditions des ilots de résistance, 2014.