A “good HR” is first of all one that will guarantee the respect of the rights of the agents, of the administrative decisions taken in due time: what would mean, indeed, a policy of development of human resources in a service where, for example, orders advancing steps, grades, would be taken with significant delays, where individual decisions would be taken in ignorance of the latest developments in case law.The exercise of such responsibilities, including at local level, refers to specific training content.
Next to HR professionals, the other essential link in the human resources management chain is made up of all of the managers and operational staff. In case of the small business hr consultingthis is important.
If the administration and management of personnel in its statutory and regulatory dimensions constitutes the foundation of HR, attention paid to the “human factor” is the other major requirement of the personal function. HR is not just a matter for specialists. It is a shared function and no agent in charge of a management function can be exempt from this responsibility.
- A strategic function among others, HR is a component of its overall responsibility for all managers and operational executives, all the more important as it occupies high positions in the hierarchy.
- Concretely, it can be broken down into local HR functions focused on what relates to the development of human resources, in particular empowerment, evaluation, advice, training, development, and relating to the organization of life at work.
- The proper management of these HR responsibilities incumbent on management in general requires appropriate training, described in Chapter III, aimed at profoundly changing the daily management practices of agents.
Six principles for action
Three major concerns must guide the implementation of a renewed conception of HR in the public sector:
- Rely on the recognized bases of administrative management, within the statutory framework and without neglecting its importance.
- Implement personalized management tools (evaluation, individualized monitoring of the professional career).
- Seek a level of proximity sufficient to ensure the management of men and the monitoring of the needs of the service.
These concerns are broken down into six principles for action, constituting as many levers to initiate the modernization of the personal function:
- the search for local management,
- the professionalization of recruitment competitions,
- the individual assessment of agents,
- the formation continues,
- Transparency in management.
The search for local management
In the public sector, the search for local management poses considerable challenges, in relation to the devolution of ministerial and even inter-ministerial decision-making and management processes.