Sunday, December 26, 2010

Wish You Well David Baldacci Summary

sketch Sketch

Page Nadine
Page Veronica
Page Diane
Page Isabelle
page Karine
The Louison page
page Melanie

I ask you to welcome a new member of our creative team: Melanie melan11 or on the forums.
that, I wish you a Merry Christmas and we find ourselves in January 2011

Saturday, December 25, 2010

Toothpick Bridge Designs

candidates, prepare your interview



Before maintenance
Find out about the Business
Control your argument
Prepare questions "disturbing"
; Treat your presentation
Be punctual
During the interview
Be comfortable, relaxed and attentive
Watch your actions
; Be clear and concise in your responses
Feel free to rephrase a question misunderstood or difficult
Listen carefully
Be natural
Thank the interviewer at the end of the interview
The 4 questions Frequently Asked
What are your main strengths and your flaws ?
• What do you bring to the company?
Are you willing to work late at night or on weekends?
Are you independent in your work?

Your letter
Your letter should: •
be handwritten
be presented on quality paper in clear paragraphs
; convincing
be customized
explain your motivation and value you can bring
; Synthetic and be relevant (in short sentences and words correct)
; Encourage the recruiter to learn more about you and create an interview

Candidates develop your balance

The balance sheet is a time of reflection that can take stock of your education, your strengths and your weaknesses, your professional and personal experiences, your values, your interests and constraints.
Take stock of your knowledge
  • Be comprehensive.
  • Take for example the titles of your courses. Remember the knowledge you have gained outside your studies.
Describe your training course
  • If you enjoyed one or two disciplines in particular, explain why not arguing your choice.
  • Trying to explain what determined your training course, what you want, waiting, hoping
  • Show how and when you take into account the size of your professional training or need to professionalize.
  • Test your knowledge, especially knowledge that represent real points and those are assets.
  • Identify your skills, whether acquired in a business context or not.
  • Finally, identify your personality traits. The look that the others on you, whether laudatory or critical, is always taken into consideration.
  • Similarly, it is important to know the vision that professionals have young graduates because it can help you target what recruiters expect from you and what you have to put forward.

Wednesday, December 22, 2010

Diabetes Recipe Calculator

A look at the assessment and management skills

Pole Competency Management is a set of benefits resulting from analysis, monitoring and skills development.
The objective of these approaches is always the same: to investigate with collaborators whose value is assumed in order to maximize their contribution to the company.


Accompaniment took office
Accompanying a collaborator at the taking a new position that involves responsibility for supervision.
This benefit is based on interviews of preparation and follow-up call.

accompaniment to taking office can:
- Initiate and prepare with the new manager coming in and the team s uivre during the first few weeks he took office
- Raising the manager of the importance of its future role and warn about the pitfalls
- Treat any difficulties encountered in its first actions of management and assemble relevant information to its close supervision
- Identify, in favor of trade, any training needs of the manager and his coaching offer a plan of action .


Balance positioning

The balance sheet positioning is aimed at the detection and management potential. This is an inventory of personality and a potential contributor to internal developments in the promotion, restructuring or reorganization.
's balance sheet positioning allows:
- Make a focus on career and project collaborator, in consultation with him
- Trim skills, identifiable skills, specific knowledge and aspirations of the person to render a complete picture of his profile
- Accompany the employee in his thoughts and his choice to lead it to determine its priorities
- Have at the end of the action, a balance sheet specific potential and abilities of the employee, to optimize its orientation within the company.


360 °
The evaluation is to assess managerial the skills of a manager to help their personal development and to detect its training needs.
We talk of 360 ° because the whole entourage of professional managers (n +1, colleagues, employees) are invited to assess, through a questionnaire.

This assessment enables the managerial manager:
- Know how it is perceived relative to benchmarks of managerial skills (ability to build and implement a working method or strategy, drive the work of others, motivate team members, etc.)
- Give way to identify the skills on which to build and develop those
- Accompany the definition of an action plan to work to improve its margins .


Evaluation

The evaluation consists of a series of tests and debriefings of custom designed to complement the knowledge of an employee or candidate in terms of ability and potential.
It allows
- To assist in the selection when choosing between candidates
- Reinforce decision hiring or internal development
- Enable the future employee to take a step back.

Tuesday, December 21, 2010

Petite North Face Jaket

Digital Divide 2.0

An article in Conversationalist on the future Family and Education. On the facebook talker, it says that I mix everything, Educnat and family. True, but it's not me who started. They are those who want to virtualize everything, put the computer anywhere. In comments, "Rackham" refers to an article in Le Figaro, which describes the application for Mobile virtual prayers on the proposed Vatican ... The issue of virtualization, the disappearance of the materiality of creation, I think that's one of the great questions of our time I rehash the issues here with my limited means, but with some perseverance, because I think basically it's "solution" not final, but terminal, has found our world to the disappearance of architecture firms and sacrificial cultures.

Monday, December 20, 2010

Heat Absobing Material

In the shoes of a recruiter, for Generation Y

Today all recruitment professionals are looking at hiring practices in place to attract future workers. And at a time when baby boomers begin gradually to prepare for retirement and where the word crisis has become chronic in our daily conversations, it is high time to do something! Easy to say? Certainly we are not recruiters and our point of view would surely be different if this were the case ...

But if we were hiring ... hey, yes, indeed ... what we would do for that? Would we do better than another? Would we like? And how?

If we were recruiters at best we would come home ... or more precisely, in you.
We would start with questions about the appropriateness of using more means of recruitment such as letters of intent (in some cases even handwritten) or sending resumes. We jumped to the conclusion that these methods are becoming obsolete if they are not combined with other processes and do not allow us to really know you. And we saw that we introduce into your daily life seems a bit misplaced, we found another effective way to reach you: personality tests. And there are plenty of good reasons to use them to recruit.
And if the tests allowed us to establish a shortlist more relevant?
Recruiters are losing more and more time and money in carrying out their duties. Investing in personality tests allow them first to save considerable time in the prioritization criteria applied, the study different applications and the selection of the best profiles.
Usually, the shortlists are based on a quick review of the application and are limited to the study of a CV and a covering letter. There arises the question of the possible margin of error or ignore the best (s) profile (s) and end up facing a biased selection.
But today, new generations raised many questions, all equally legitimate as they are, and tend to keep recruiting the most suitable possible for these candidates and new trends. The new procedures were used to meet this demand by supporting the traditional techniques of precision required. Indeed, personality tests are experiencing a real legitimacy in their effectiveness in checking the validity of a nomination and reducing our margin of error so as to optimize a crucial choice in the recruitment process. Thus, the recruiter is found in possession of a real tool with which to establish the shortlist closest to his expectations, minimizing the usual doubts he may have.
is the crisis!
For once it can used for something, we will not deny it. Financial crisis, perhaps, but recruitment crisis too! The current environment encourages students to ask many questions facing their future recruitment: how to show off? How to stand out? How to arouse the curiosity of the employer?
recruitment methods used by most companies (CV and motivation letter) does not allow the applicant to prove to the employer that his personal qualities make him the ideal person for the job expected. And if the personality tests were the basis of the most effective job interview ? Once shortlisted, and recognized as full-fledged personality, the candidate arrives in maintenance, where the test will confirm all his interest in serving as a basis for exchange and discussion. The questions will be more accurate and comprehensive features set directly after the first stage of analysis and definition of the profile. The recruiter, for example, can anticipate and dig around leadership and acceptance of criticism of the candidate emerged following the test.
us get some justice!
It seems obvious that the quality of a letter depends on the pen of the candidate and thus, inter alia, the education he received. The selection of profiles compared to the letters of motivation can therefore be seen as discriminatory in some cases. In addition, candidates often have the tendency to embellish the truth lie in the methods of recruitment, basically, do not allow the recruiter to truly identify the different personalities and therefore to select the best profiles. Personality tests will therefore help employers make their choice on criteria fair and equitable.
Affinities, community, trade, work team, collaboration ... all remind us that that recruitment is not only synonymous with "technical expertise". So guess how the personality of the booth operator before a possible meeting?
Few methods are reliable, fast and effective. Nevertheless, some methods as a personality test we most often lead to human analysis of the candidate: his fears, reactions, emotions, feelings ... Its reality, its why and how: an immersion in its complexity. Unconsciously, through some questions candidates we deliver sincerity and spontaneity resulting in a synthesis of itself.
Some 2.0 can not hurt!
We have already discussed the assumption that the use of CV and motivation letter would become obsolete. The choice to remove them completely or not the recruitment process is part of another debate, but it is clear that these methods alone are no longer adapted to Generation Y. We are the generation that grew up with a computer in your hands. We are talking about e-commerce, web marketing, blogs, networks virtual. We need efficiency, speed, online. The use of personality tests would be perceived as adding value to the employer and the candidate by allowing both entities to gain considerable time during the recruitment process. Moreover
personality tests are a good investment from the Medium Term: We know that today, a bad recruiting can be very expensive: an employee's poor performance is not suitable for a position, spread of non- jurisdiction without the knowledge of a team and / or customers, exorbitant cost of dismissal ... Finally, why refuse to invest in a test, then an error of recruitment would be far more expensive? Indeed, this investment is minimal with respect to the value added by the right profile for the right job. In sum, it appears naturally in a shared appreciation.
So honestly, if we were recruiters, do we limit ourselves to the simple study of a CV or LM for a better recruiting?

Calories Unpopped Pocorn

HR and figures: drift or evolution necessary

More and more often, it is possible to read articles about the drift of Human Resources to the figures. But do we really speak of drift rather than evolution necessary to face new challenges? In addition, other questions come immediately to mind: Can we measure everything? Can we really make predictions? This numbers game, it would not affect team cohesion?

is to all these questions we will try to answer throughout the following pages.

Human resources and numbers, drift or evolution?

In recent years, accordance with the contingency theory (1), Human Resources, like all other directions, had to adapt to external influences that became more and more intense:
- Social Influences:
The people who make up the structures have profiles more and more diversified. Indeed, if once they all had the same route, as is the case today. Thus we can find people of different nationalities, people with more or less uneven course, people in CDI, CDD others, learning ... ; Besides different generations who are at the same hierarchical level due to lower levels. This has caused friction that HR had to learn to manage.
- Political Influences:
Gradually the unions have certainly lost their influence, but other associations have emerged to denounce the discrimination that exist in our society (discrimination based on ethnicity or his place of residence, discrimination based on qualifications, discrimination against older ..). To answer these attacks, the company, through the Human Resources Directors, have caused for example by setting up of codes of good conduct.
- Economic Influences:
Due to competition from increasingly intense as and when the internationalization of trade, enterprises are forced to lead a race for productivity as well as 'innovation. To do this, HR must ensure that all means are used to stimulate the involvement of all employees, wherever they lie in the organization.
- Cultural Influences:
Having seen their parents lose their jobs as they had invested for years within the same organization, young people no longer necessarily the same look towards -à-vis the world of business. Moreover, the advent of new technologies seem to have changed the behavior of Generation Y. Indeed, having access to information more quickly than their elders, learning to communicate early on in the community, they are much closer knit. The Human Resources will likely develop new methods for their loyalty.
Finally, as noted above, because of the globalization of trade more and more employees from different cultures work together. However, according to their culture of origin, individuals have sensitivities and hence different behavior. This necessitated the establishment of a multicultural management style.
- Technological Influences:
Due to the development of increasingly rapid knowledge on the one hand, and technology other hand, HR managers must constantly ensure the balance between the level of qualifications and staffing levels required for the survival of their business. Now, as the graph below (2), several situations may arise:
Situation 5 is the optimum . At this level the quality and quantity equilibrium is reached.
In grades 3, 6 and 9 we are overstaffed.
levels 1, 4 and 7 the needs of the structure can not be met for various reasons (rare qualifications, sector unattractive, low pay, rapid growth, many leaving ...). We meet
situations 1, 2 and 3 most often in areas where technologies are evolving rapidly and the educational system has not sufficiently taken into account.
Finally, situations 7, 8 and 9, quite rare, are those of average skill too high (recruiting high-level departure of unskilled ...).

To meet this double bind, it is essential establish an effective GPEC to determine the number of individuals per station which will be indispensable in the coming years and the training that each employee will need to follow to keep pace as their structure.
- Regulatory Influences:
Whether under the influence of Europe or not, more and more laws are upsetting the field of Human Resources. For example, right now, facing pressure from the state, enterprises must by January next year to sign agreements on work stress. Presumably new monitoring indicators will be in place at enterprise level.
- Ecological Influences:
In a world that is becoming aware of the limits of available resources, organizations, whatever, have a vital role to play. Indeed, contrary to initial beliefs, man developed his thinking and his behavior as a function of its interactions with the different groups he meets:
"The old psychology WAS based On The isolated individual" as The Unit, On The Assumption That a Man Thinks, Feels and judges Independently. Now That We Know That There Is No Such Thing as A Separate ego, That Individuals are created by Reciprocal Interplay, o Whole study of psychology IS Being Transformed (3).
So it will probably be necessary to put the individual at the center of their concerns and propose values actually experienced in their professional world so that it can be fully realized.
- Demographic Influences:
Throughout his life, a person follows a cycle of life (4) that some authors have divided into five periods, while three others:

But gradually, the baby boomers reach when they emphasize the preparation of their future pension at the expense of their professional involvement.

Given all the influences listed above, heads of HR must now develop policies that take account of future developments, including through the GPEC, while managing the present one hand and optimize internal processes while addressing the best employees on the other. 5

To meet these new constraints, it has emerged in recent years, particularly in companies with more five hundred employees, a new person in charge to have a look at the indicators for monitoring and simulations needed to achieve the implementation of new strategies: the Social Management Controller.

Can we estimate all?

If within an organization some information is easily accessible, others are less so: the hidden costs that can greatly affect the results of the company. According INSEOR they are the result of dysfunction and would be divided into two components: (6)
- ON CHARGES : extra pay (time spent by a people hold a better-paying jobs in an activity that he is not given), overtime (time spent in the regulation of a malfunction), binge (quantity of products consumed in addition to regulating the dysfunction).
- NO PRODUCTS : no production (or production loss of activity caused by the malfunction), not creating potential strategic (performance lagged because of current problems), risks.
To calculate them, the Institute recommends the method SOF (Social, organizational, financial) (7):

Can we really make reliable predictions?

As far as we can go down in history, humans have always wanted to predict its future. However, as shown by Henri POINCARE, if it is relatively easy to model the trajectory of an object alone, however it becomes increasingly difficult to do so as and when new ones appear. Now we find ourselves in a changing world where random events are unpredictable and therefore can not follow the Gaussian Yet the foundation of all our forecasting models, occur frequently. (8)

However, we can, thanks to reliable statistics, seek to understand the elements inside the company to develop targeted and therefore effective: Data Mining.

example, suppose that a company has established a grid of support for cultural trips for children of employees (Class Green Travel Language ..) based on the level of their tax home. The Head of Human Resources hopes to one day revisit this policy. Unable to use the tax notice (The information that is not computerized due to the CNIL), he decided to conduct its study from the fee schedule restaurant. However, this hypothesis is it statistically valid? To answer this question, it will use the law of the Chi-square.

Now imagine that the head of Human Resources has been an increase in voluntary separation of its business. Wishing to reverse this negative trend for the organization forward, it plans to implement a policy to retain employees. While it might just make a simple statistical study based on the database, but then he would only simplistic view of individuals. However, they are multidimensional (they are characterized by their age, their sex, their qualifications, seniority ...). Therefore it would make sense that it uses a multivariate statistical method (factor analysis of multiple components, for example).

But these figures do not they risk breaking the internal cohesion?

The indicators reflect the policy actually implemented by those responsible.

Thus, when a company is exclusively focused the economic performance of individual or collective, all indicators have a role: measuring the performance achieved (number of files processed per hour, many people received in one day ...): this doing it may destroy the internal cohesion pushing his teams to the competition.

However, it could minimize the impact of financial goals on the behavior of employees if it included other indicators such as the quality of internal processes, quality relationships with internal customers to the company. .. For that it has the Balanced Scorecard developed by Robert Kaplan and David Norton (9):

Conclusion

Thus, as we have seen previously, the development of the analysis of numerical data within the Human Resources reflects more a change in his role that derives from him.

Also contrary to popular belief, the consistency that is supposed to prevail in an organization depend more on the culture of the latter, symbolized by the choice of monitoring indicators established according to policies decided by the officials, that the mass of data used.

Indeed, given the complexity of the world in which every organization must evolve in the future on the one hand, given the strategy likely endorse the use of finer mass Information available to respond to structures on the other hand, the Controller will likely Social strengthened its role.

It will very certainly, in addition to his work as an analyst, take responsibility for advising or expert in order to use statistical methods to increasingly complex, only able to "emerge from the data matrix the pure diamond of the true nature. "(i)

Unless, preferring to pursue the simple monitoring of indicators, he decides to delegate this part of the Senior Human Resource Studies.
Patrice Eyraud

Friday, December 17, 2010

Do Gential Warts Burst?

Human Resources: Understanding and reducing the absenteeism at work and graphology

often neglected in favor of policies more "strategic" prevention of absenteeism is an investment that may hold economic and social performance for companies. But the absence is not lacking in sense and prevent absenteeism must first learn to measure and analyze and understand its logic.

The testimony of each customer often leave thinking that worker absenteeism due to personal habits and initiatives unjustified taken by employees without dedication. If this form of absenteeism is indeed a reality, it is usually overestimated (on average unexcused absences do not represent more than 10% of total absences).

What then are the causes of absenteeism? Research is highlighting seven variables: the administrative process to generate data on absenteeism, the regulatory environment and economic, demographic structure of the business, social norms and team sanitary conditions of the population and the conditions and labor relations.

These variables explain why the reality of each company is different in terms of absenteeism. This company will be faced with an aging population and can be characterized by long-term judgments. Another such company is instead characterized by many young people who are impatient at the slowness of the social ladder and who have an absence of protest often characterized by high frequency and short duration. Each case is different and we must keep absenteeism to compare one company to another, which is meaningless if the contexts are different.

Preventing absenteeism therefore begins with a compilation and analysis of these variables to the lack in the context of the business knowing that many of these variables may well cross within the same entity (eg a population combining a problem of wear in some professional and career advancement among others).

And if absenteeism is growing usually the marker of various dysfunctions affecting the life of the company, the health of employees and the employee's relationship to his work, so it combined the observation of these variables and indicators of absenteeism (the main ones duration and frequency of absences as well as age, seniority, gender missing) that can see more clearly.

Unfortunately, besides being a fairly complex , absenteeism is often considered a secondary issue in terms of corporate strategy. This combination certainly explains why management tools absenteeism often shine by their absence! But there are objective reasons to treat this problem seriously.

First absenteeism disrupts services, deteriorating atmosphere in the business and often leads to lost productivity. Less known but equally disadvantageous are the indirect consequences of absenteeism that without corrective action, mechanically tends to self feed and strengthen itself.

An example for illustration: the absence of employees not replaced often leads to excessive workload for their colleagues. Overload, when absences are frequent and are long-term fosters frustration and exhaustion when combined lead to ... sometimes lack. Thus, without regulation, the absence of one promotes the absence of others.

Overall prevention of absence is a major economic and social performance for companies . It is an investment even more profitable than some public systems can help SMEs wishing to invest in projects to improve working conditions [1].

Pastor Thank You Note

Recruitment: effective analysis or business blooming?


P re sen ted by many recruitment agencies recognized by AFNOR (NF X50-767) as a tool for decision support professional graphology is purported to assess the psychological characteristics of a candidate from the observation of his handwriting.

Currently, this technique is mainly used in France, where an investigation in 1999 from 62 French firms found that 95% of French companies use to select their prospective hires, 50% consistently. Outside France, the use of graphology is marginal. So what is graphology? Is this a valid method of assessing personality? Do you have interest in using for your recruitment? Details.


What is graphology?

Graphology must be distinguished from the expertise entries, which is an investigative technique of assigning a manuscript written in his writer, either for forensic identification of the anonymous author of a writing assignment or for historical manuscripts. This technique should not be confused with graphology, which is not an audit but a psychological interpretation.

Based on the premise that writing is the expression of personality, handwriting is a technique that aims to deduce the psychological characteristics of an individual's personality, from the observation and the interpretation of his writing manuscript.

Graphologists examine features such as tilt of the characters, the size of each letter, the form of letters, the pressure up and down the line, word spacing, letter spacing, or even the location of the signing ...

Beyond the handwritten letter, the Groupement des graphologists councils France ( GGCF ) states that graphologists based on biographical information (age, sex, educational level) and on the curriculum vitae of the candidate to establish a "profile handwriting "of the latter.

Today, handwriting is taught in private schools. Graphologists professional associations organize examinations, issuing diplomas and campaigning for official recognition of them from government.


Is this a valid method of assessing personality?

Although graphology is a technique recognized by AFNOR ( NF X50-767 ) as an aid the business decision has its place among the techniques used in the recruitment process, handwriting is not an exact science, much less a valid method of assessing personality.

Many researchers are interested in the study of handwriting to establish the existence of a clear link between handwriting and personality, but without success. Indeed, no evidence of scientific validity of graphology has been found.

A study on behalf of the Dutch Society of Industrial Psychology considered opinion of 2,250 and 6,000 graphologists another control group. The Dutch researchers found that judgments handwriting, to a large extent, were slightly more often correct than wrong, but concluded that in terms of assessing an individual "... Graphology is a method for diagnosing highly questionable and probably worthless ". (Jansen 1973).

Another 1989 analysis, 17 studies conducted earlier on the validity of graphology as a tool in recruitment and staffing, has shown that even sometimes the lack of correlations obtained by graphologists is largely attributable to the contents of the manuscripts of the candidates (Neter & Ben-Shakhar 1989).

Finally, the study Illusory Correlations in Graphological , led by King and Koehler in 2000, establishes that deductions made between the shape or characteristics of a writing and psychological traits, were in reality of illusory correlations. According to the authors, handwriting is a form of illusion rather convincingly, that makes this technique is quite popular nowadays.


Have you interest to use graphology in your recruitment?

Since no scientific study has succeeded in proving the ability of graphology to assess personality and job performance of candidates, and that the rates charged by graphologists vary greatly depending on the " quality" of the analysis (the tariffs for a handwriting analysis varies between 75 and 300 euros HT), the use this technique seems to be totally useless in the context recruitment.

Therefore, as stated Laurent Rodriguez, Recruitment Manager at Lactalis Group on its Blog if " a recruiter or firm offers a graphology, take this with humor (laughing bitterly) and save yourself! Fear of being hired by a company run by followers of quackery and other PsychoGourou .

How To Break Into A Honeywell 2010 Safe

HR professionals, you are rated attention!

December 13, 2010 - 19:39 by Alain Gavand

We all know the famous Moody's or Standard & Poors for credit ratings, but a sign of the times, their little sisters begin to non-financial make more and more about them. In France, they called Vigeo, BMJ Ratings, or EthiFinance. They are designed to provide their customers with an assessment of companies on their performance in terms of Corporate Social Responsibility. HR, it affects you at the highest point . (Original article on New Deal HR)


Originally commissioned by investors keen to get involved in SRI (Socially Responsible Investment), these agencies also operate now on the market "solicited ratings" in this case applying companies as a note their CSR, which is now a strategic dimension, covering all fields, including Human Resources ...

This rating HR is part of a fundamental trend: transparency, accountability need (NRE, social audit, annual report ...), development the metric and the benchmark. HR is not the case of the company and all relevant stakeholders, their voices are needed in some way by these external stakeholders who evaluate corporations. Should we complain?

From my point of view, taking into account these "constraints" is essential because it contributes greatly to increased professionalism of HR. A long position taken when I was in 2004 contributed to the writing of a book ("Guide to the global performance", Editions d'Organisation) in collaboration with pioneers in France on the theme: Dubigeon Olivier, Elisabeth Laville and Geneviève Ferone.

Sophie Thiery, Director of Enterprise and Vigeo Pascal Bello, Managing Director of BMJ Ratings, agreed to explain their activities within companies on HR, and even more specifically, during the recruitment process. We thank them.


The non-financial rating encompasses the entire field of Human Resources

Vigeo discusses the company-employee-applicants in two main sequences' Resources People "and" Fundamental Rights of employees. " The sequence called "Human Resources" covers the following fields:

1 / quality of employment conditions

  • Quality Systems salaries and benefits
  • quality of social protection

2 / Management of employment and skills

  • Management employment and mobility
  • Skills Development and Employability
  • Managing restructuring

3 / Quality of working conditions

  • Protection of safety and health
  • Respect and management of working time

4 / Industrial Relations and Social

  • Promotion of employee participation
  • Promotion of social dialogue

Another great sequence called "Fundamental Rights" include key non-discrimination:

  • Preventing discrimination and promoting of equality between men and women
  • Preventing discrimination and promoting equality for vulnerable groups (elderly, minorities, disability, religion, sexual orientation etc.).


BMJ Ratings investigates the following criteria:

1 / Social Cohesion

  • Workforce Diversity
  • quality of social dialogue
  • HR Internal Communication

2 / Human Capital Management

    Learning and development
  • Mobility and career management
  • Knowledge management

3 / Contributions socioeconomic

  • Compensation and Benefits
  • Employee Participation

4 / Working conditions and reconciliation of time

  • Safety and Health
  • time arrangements work

Added to this, a governance assessment of the HR business, on principles of fairness and transparency.


What about recruiting?

In the area of recruitment, Vigeo particularly interested in issues of discrimination and diversity.

Sophie Thiery we said: "We assess the tools HR uses to its recruitment, especially in the selection of CVs. We are also interested in the types of contracts with recruitment agencies. Our ambition is to decrypt the entire process: expression of need by manager ("I need a secretary" but why "a" secretary?) receipt by the HR (retranslated it an expression of need in nondiscrimination?) receipt by the recruitment agency or agency. Below, we focus on the process of selecting candidates, checking if the criteria used are objective and accurate sorting. If we look at each CV unsuccessful indicated the reasons for the refusal - or not. Finally, we observe if there is a collegial decision-making in the short lists to cancel as much as possible, the weight biases, even unconscious. "

Pascal Bello: "In the area of recruitment, we evaluate three categories of information. The first is for us to analyze: 1. The preconditions of a recruitment fair and objective, that is to say the entity's ability to offer any roughness evaluated on the topic of diversity and thus to carry out its recruitment activities. These criteria relate to the composition of the recruitment teams, the speech carried by the entity itself, participation in working groups referents but also the adoption of charters of engagement. 2. The internal organization and the means used. This is so educational tools used to train actors recruitment, interaction with specialized structures, the validation system selections and overall governance in place to ensure objectivity of the selection and Prevention discrimination. 3. The deployment operated and managed the processing of cases post-recruitment, lessons learned activities and fix the system adopted to further improve the methods of recruitment. "


What methods of investigation in the company?

Thiéry Sophie: "At Vigeo as part of our assessment of the management of recruitment, we meet with the leaders but also operational, HR and recruitment officers. We also wonder stakeholders: employees, representatives, job center, the temporary agency ... "

Pascal Bello:" At BMJ Ratings, we examine the information that can be termed 'official even required by law: social audits, social agreements, training catalogs, internal journal, but also grates annual interviews. That said, we are particularly interested in more qualitative information, "unofficial", in interviews with management, coaching and social partners also through operational visits. "


... Good or bad grade

The rating system is based Vigeo on a scale of 1 to 4:

  • 1 for the same company that did not identify any issue,
  • 4 for that which refers in its sector.

Each item (eg "Preventing discrimination and promoting equality H / F) is rated according to this principle with each item in the" politics "(itself noted in several sub-criteria : consistency with the official texts, visibility politics ...), the "deployment" of the policy (also with sub-criteria), the "results". General Note Business is the aggregation of all notes. It is confidential. The firm chooses whether to communicate. Vigeo assesses strengths / weaknesses, makes recommendations and supports the implementation of operational action plans.

The scoring system BMJ Ratings based on an assessment level in 10 levels from AAA to DDD, in view of 7 management principles that meet the requirements of CSR. AAA and the following levels are the result of a consolidation of intermediate scores calculated on each item raised in the relevant field. For example in the field recruitment, 5 items are taken into account.

This matrix is filled with signs that add information about the trend of improvement or deterioration anticipated by the analyst:

  • "- -" for the company encounter significant difficulties
  • "-" for the company that is experiencing difficulties
  • "stable"
  • "+" for the company with the means to evolve
  • "+ +" for the undertaking which is given the means to evolve


Discrimination, diversity ... what grade in business?

rating agencies have non-financial performance evaluation tools. On diversity policies, so they are able to tell us what are the companies. Between "can do better" and "encouragement" ...

Pascal Bello: "The emergence of the concepts of CSR, Sustainability or non-financial rating was not the result of an action deliberate and informed human resource managers (...) Should be seen as a lack of clarity or a conscious refusal to change its habits and its operation projects already identified and planned? But I think it is urgent for companies today to take up the subject. "

Sophie Thiery: "Where there is a legal risk, or image, companies have progressed. But there is still much to do beyond the HR departments of the seats, especially in subsidiaries and in respect of managers who are not trained in diversity .


HRM Why should it integrate extra-financial rating?

Pascal Bello: "Many opportunities for a new conquest of legitimacy for action within the company are offered to the Human Resources departments through social rating. Men and Women in business are and will remain a key determinant of their performance and success. "

Sophie Thiery "clarify and make visible commitments, priorities, monitor and report on its activities, the demands of social rating that can enhance the action of the HRD internally, particularly in the context of social dialogue and externally (attractiveness of the business). "


Learn more about BMJ Ratings and Vigeo

Sophie Thiery, Director Enterprise Vigeo www.vigeo.com

Vigeo, created in 2002 by Nicole Notat , consists of two departments, Rating Vigeo making the investment aid for investors, and that Vigeo Enterprise provides organizations with a service management support.
Values: Professionalism, Commitment and Innovation
Employees: 75 people, 30 full-time analysts
Vigeo has offices in France, Belgium, Italy, Morocco, United Kingdom, Germany, Spain, Japan, Singapore ...

Pascal Bello, Managing Director BMJ Ratings www.bmjratings.com

BMJ Ratings, created in 1993 by Pascal Bello, evaluates companies on their social and environmental performance. BMJ Ratings offers specialized evaluation models for companies (DEEPP Model ®), local (Urbi Valor ®), foundations and associations (MEG ®), higher education institutions (ACADIX ®), Financial corporations (GAM ®) and Global Value Model © which allows " assess the contribution of non-financial criteria to the economic performance of the enterprise "(source Orse).
Values: Innovation, Independence and commitment of its shareholder
Staff: 20 persons, 15 full-time analysts
missions conducted in over 50 countries on all continents


Go further:

  • www.orse.org (Observatory on Corporate Social Responsibility) has several guides and downloadable forms on its website.

  • A complete presentation of the non-financial rating on Novethic

  • "Flying a responsible development" Olivier Dubigeon Pearson - Global Village Opportunities for a sustainable development policy. Twenty data records key points related to the process.

  • "Business Green" Elisabeth Laville Pearson - Global Village An inventory of the progress of sustainable development with many cases of companies in France and abroad.

  • "What sustainable development means" Genevieve Ferone, Dominique Debas, Guy Hervier Publishing Organizations A complete inventory of actual cases through the eyes of recognized experts.


Alain Gavand - CEO of a firm of Consulting Resources Human, Alain Gavand consultants

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Hazard Mapping HR

Why and how to make a map of relevant HR risks and what benefits from it? Reply from Philippe and Franck Hellich Verdun ...
"Risk Manager (RM) and Human Resources: Why and how to work together? ... "is the theme chosen to develop this year, some members of the Commission's human resources and risk AMRAE (1)
(5) The Association for Risk Management and Insurance Enterprise (AMRAE) gathers 735 members belonging to 400 French companies public and private (including 36 of the 40 companies in the CAC 40) and 75% of the SBF 250. The association's objectives include developing the "culture" of risk management in organizations, using its members in their relations with stakeholders in the world of insurance and government. It advises in risk assessment, control of their finances and their insurance costs. She developed AMRAE Training, in cooperation with the Insurance Institute of America and Carm Institute, which enables the Centre for Studies and Training Institute for the Management of Insurance and Risk (Cefar), its subsidiary dedicated training, to provide programs and thematic seminars degree-or high-level qualifiers.
, association professional reference Risk Management and Insurance. The synthesis of their thinking was presented in plenary on 1 June, during the "Day of the Commissions" of AMRAE (2)
(6) The technical specifications AMRAE recounting all of the focal MR and HR: Why and how to work together? "Will be posted next month on the website of the association AMRAE: www.amrae.fr .
. Philippe Hellich Verdun and Franck have approached the subject and method of mapping HR risks and the benefits of this exercise.
Risk mapping is a key element of the methodology of management. It allows, first, their visual representation. Note that they are often related to strategic initiatives or projects that are to seize opportunities.
identified risks are then positioned on a graph whose axes express levels of impact and probability (see figure 1 below).
This tool is part of a methodology to fairly accurate. It forces the awareness, the prioritization and to verify the adequacy of measures implemented to address identified risks, including the most critical. This work
identification can also search for those who are emerging, given the evolution of such trades or expectations of society. The whole is thus a valuable aid for HRD in the management of risks to be managed. It allows him to better communicate with the general direction and shows the pitfalls to avoid in its strategic decisions.

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This therm used very recently in HR is: Generation Y HR


GENERATION Y

The term Generation Y refers to people born between the late 1970's and the mid-1990s . It derives its name from the previous generation, named Generation X , and the phonetic English of "Why", meaning "why" [N 1 ] , . Other equivalent terms exist, including children Millennium or diminutives Geny yers. The Americans also use the term digital natives or net generation to point to the fact that these children have grown up in a world where the personal computer and Internet have become increasingly accessible. and
Their parents are often baby boomers .

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A new tool for identifying sources of stress at work




The many suicides in major French companies have brought to light the evil of the twenty-first century: the stress travail.La latest survey by the Observatoire de la Vie Work (Ovation) paints a bitter finding. In 2010, stress has been gaining ground in enterprises. 65% of 6700 employees surveyed say they are very vulnerable to stress. A figure up 10 points compared to 2009.

Prevention of psychosocial risks became not only an obligation Legal for many companies, but also an ethical obligation for all to preserve the human capital of the company. Preventing stress in the workplace is, first, identify the sources, the factors that generate ill-being at work. A professional malaise that has a significant cost: health expenditures, absenteeism, reduced performance and productivity.
To help companies identify the sources of stress for their employees, Central Test, editor of online psychometric tests, developed a new tool HR: Profile e-Stress .
Recommended for internal evaluations, annual reviews or audits of teams, e-Stress Profile helps identify key factors causing stress at work and provides specific advice to employees.
Composed of 55 questions presented as scenarios, the test analyzes 11 factors identified as sources of stress at work. These factors are grouped into three categories:
1 - Factors related to workplace relationships : relationships with colleagues, relationships with superiors, lack of recognition.
2 - Factors related to the work context : work environment, instability of employment, business ethics.
3 - Factors related to the content of the work involved : workload, lack of stimulation and job performance, lack of clarity of tasks and objectives, responsibilities, changing methods work.
Numerous studies now allow a better vision of the impact of stress in the workplace.

Perceived as an imbalance between perceived stressors and response to fight against these factors, stress can be expressed in many forms in different individuals: lack of motivation, insomnia, impaired attention, eating disorders, but also coronary heart disease, headaches, depression ... When stress pierces
individual vulnerabilities and attacks the well-being is at the source must be sought to make remedies.
For businesses, it all starts with a genuine desire agreeing to call into question the functioning of their organization. Examine changes in the organization and implement individual and group assessments are conditions sine qua non plan for effective prevention.
Absenteeism is it increasing, complaints from employees they still involve the same service, the turn-over there tend to rise ...? All of which must be inventoried, maintained and regularly measured.

These observations can then be supplemented and enriched through implemented on a regular basis, individual interviews or group as well as questionnaires on working conditions, burnout and job satisfaction.