Small Business Opportunities and The Choices for You Now
Whether it is the organization of professional elections, the constitution of joint bodies (joint administrative commissions, joint technical committees), their convocation in accordance with the forms and deadlines, the legal conditions of their operation and the follow-up to their opinions, the conditions for exercising union rights (union display, union information meetings, discharge of activity, etc.), the management of social relations presupposes effective control of the applicable rules within the public sector.
But this is not limited to respecting the rights of elected staff and unions, nor even to the effective convening of joint bodies, it is accompanied by the responsibility of “bringing to life” the joint system and of organizing or ensure the continuity of social dialogue in the administration by going beyond the formal side of joint bodies, by opening up new fields of work jointly with the unions in areas in which they can be made responsible because they are fully legitimate, such as training , social action, health and safety. In case of small business hr consulting this is important.
Management and development of human resources
This part of HR is still relatively underdeveloped today, particularly in administration. However, it covers essential fields concerning both collective management (monitoring and forecast management of jobs and skills) as well as individual or individual management: staff rating and evaluation with a view to more personalized management, training, mobility. More generally, everything related to the empowerment, enhancement and motivation of agents falls within the management and development of human resources.
- This aspect of HR also includes advisory missions, both vis-à-vis “employer” services and agents, in parallel or as part of the implementation of evaluation practices (career guidance, choice of mobility, internal promotion, training).
- Finally, the development of human resources must be based on real forward-looking management.
Indeed, faced with the need to adapt to new missions, technological, organizational and administrative developments, it is essential for the administration to achieve real forecast management of jobs, staff and careers as already prescribed by the circular of 23 February 1989 relating to the “renewal of public service”.
This requirement is even more essential for the administration than for the private sector because it is obliged to adapt by playing on the “stock” of its workforce (by emphasizing continuing training or mobility) and not, as the private sector essentially does, through the inflow and outflow of staff.
The surveys carried out on this subject have shown the difficulties encountered to date by the administrations in developing forward management, first of staff, then of skills (cf. the report drawn up at the end of 1996, at the request of management administration and civil service, by a group of five general inspections).