 |
|
|
|
  
There are two specific areas of expertise: Skills management and age management.
For a number of years we have chosen to work on the "skills" and "demographic" factors, because we consider that this is where the data lies which is essential to the functioning of both private and public companies.
In the matter of skills management, a double development towards greater attention being paid to ongoing skills development among staff, and towards greater consideration of their effective involvement in management decisions, would appear very probable, even if specific and long-lasting realisations of these developments are still too few in number. Over the past ten years human minds have clearly been evolving, and a considerable number of tools have appeared. At CM International we have contributed to this movement by developing and implementing our own methodologies which have the characteristic of being highly operational and of applying them to a managerial definition of skill.
In the matter of demography, the situation is more ambiguous. While the demographic pyramid has been part of the toolbox of a number of Human Resources managers for a good few years, there are few among them who really know how to handle age management - except when they are confronted with an over-staffing situation, and when they are envisaging setting up a social plan. Worse, a number of them still have difficulty in perceiving the interest in this approach.
Demography is, in the first instance, an assembly of macro facts (development and ageing of the active population, etc.) which are imposed on every company, large or small, and which it is folly to ignore; next, it is also a series of items of micro information which are extremely valuable because they constitute "islands of certainty in oceans which are often highly capricious"; and, finally, it is a very effective learning tool between social players in all questions relating to human resource and personnel management (and therefore goes well beyond the simple question of anticipated staff departures) - provided, of course, that one knows how "to make the pyramids talk".
It is this specific skill, "making the demographic pyramid talk", which we at CM International have in abundance, and which we place at our clients' disposal.
In this context, we have developed a number of different tools, among which is a firmware product called Demo-graphe. This was created by our IT unit in line with standard development norms, in order to guarantee the reliability and development capacity of the product. This firmware, easy to use and readily adaptable by simple parameter adjustment to suit the specific features of each of our clients (information structure, terminology, etc.), allows for a portrayal of the locations and demographic simulations in the middle and long term, and provides particularly easily-readable results, allowing them to be shared by all those involved within the organisation.
Forward-looking management of employment and skills
Users of Demo-graphe can easily access the various different graphs and tables which serve as the basis for demographic diagnostics, among which are:
- The overall demographic (or seniority) pyramid, by management group, by profession, etc.
- The age structure by management group, profession, etc.; the demographic pyramid per level of classification and level of initial training, and so on
- Various different tables linking one demographic dimension (age, seniority within the company, seniority in the job, etc.), and any other dimension.
- Demographic projections on the basis of hypotheses regarding departure from the company (retirement, premature departure, turnover, departure mobility), intakes (external recruitment, entry mobility), promotion, and internal mobility as specified by the user.
For more details about our approach to skills and demography within the company, contact the person responsible for Human Resources management, Francois Delay.
|
|
|
