The management of jobs is a tool that is used for managing human resources. It consists of the projection for the medium and long term needs and staff resources of an organization. It is composed of qualitative approaches of management planning skills and workforce planning. The management of jobs answers the following questions: How many people exist with structure and with what kinds of skills are going to work for tomorrow?
In the context of our study, the management of jobs will therefore, initially, measure the number of retirement personnel and then identify the skills needed for each position. It will absolutely replace a specific time, and not suffer loss of performance.
A structured management planning, that freezes the choices for the future and maintains a wide flexibility of the organization, staffing and skills. To respond to rapid and unpredictable changes related to technology environment and business, we must adapt the positions expressed in the resources business which address needs in the medium and long term.
Therefore, we believe that with this tool, the company will be able to assess the impact of demographic changes on the sector in question and measure its future staffing needs and skills, to see that it maintains an increase in the level of individual performance and thereby maintain or even increase the overall performance of the company.
Any organization is called upon to make projections of its human resources. It does so more or less rationally with a time horizon or longer. This requires making a diagnosis of the company, so that we can then make predictions. This corresponds to the qualitative and quantitative forecast management of Human Resources. The resulting recommendations provide a basis for decisions to be taken about the adequacy of resources for future needs.
The management of jobs within the company is justified by socio-economic situations. The relative inertia of the human system to the organization. Indeed, men are less flexible than machines. The prediction was therefore the only way to manage a system with short-term adaptability, including the movement of input-output becomes increasingly reduced.
Real adaptability of human resources: the knowledge, skills, technical capabilities are adaptable to various types of stains. The adaptability of talent forecasts a possible reflection. In our study, management planning will help anticipate massive departures and strategically help replace the outgoing senior employees.
Finally, the management of jobs, when it is implemented at the right time, will assign the right people the right jobs, with a period during which the company will have time to study the possibilities and have time to study each profile whether internal or external, to find the combination that can ensure the best performance possible.
Tags: human resources, management of jobs, strategic tools of human resources
[...] Management jobs could therefore represent an effective anticipation of baby-boom thanks to the study and development of skills that would allow the company to maintain its performance. Indicative Bibliography by Oboulo: • Human Resource Management: Essential Perspectives by Robert L. Mathis, John H. Jackson • Human Resource Management by Derek Torrington, Laura Hall, Stephen Taylor • Human Resource Management by John M. [...]
[...] Technical knowledge/ Experience required for technological expertise. • Knowledge-be: This includes the attitudes and behaviors of people at work, desirable action and inter-action: Skills to coordinate / organize / decide / control / communicate. • Knowledge-evolve: Both for opportunities for progress in the trade and / or going to other types of activities. They will be assessed on the basis of what is generally called individual potential. This flexibility is not just desired in executives, but all staff subject to technical changes and organization: Flexibility / Mobility / Ability to be trained / potential. [...]
[...] Its objective is to answer the following questions: o Predicting Organizational structures for tomorrow o The qualitative predictions: what skills and what jobs are planned for tomorrow? This corresponds to a reflection on the jobs the business will need tomorrow and the skills to meet these needs. o The quantitative prediction: what numbers are needed for tomorrow? This information is needed in order to make choices of structure and skills and help prepare the assignment of individuals to positions. o The individual forecast: with whom will we work tomorrow? This question affects the individual best suited to the designated position. [...]
[...] Training techniques and behavior: the organization, communication, and office management Motivation, mobilization and all policies help bridge the gap between the level of motivation required for a position and the average levels observed in their holders 3. Career management and all related policies are aimed at opening new vistas f growth for each employee. We therefore believe that companies have an incentive to focus on motivation, so that former employees do not suffer from a loss of it. The primary objective is to find a compromise between the needs of employees and the needs of the business. [...]
[...] The horizon is variable and may be between 6 months to 3 years. The logic is always the same: 1. A diagnostic phase of the situation, structures, businesses, and workforce; it is a way to take stock of organized human resources A phase corresponding to the prognosis of presentation needs in Human Resources A phase where the prescription is being considered for ways to bridge the gap between resources and needs at the given time especially in the baby-boom era. [...]
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