prepare teams and support them for change

Why prepare & support teams?

Just as it is important to support change in our territories and in our companies, it is necessary to prepare and support teams for change.

Each person within the team may be required to follow their own individual, professional and personal strategies. The individualization of each person's career path, the heterogeneity of life stages, personal requirements and intrinsic values ​​are all possible challenges for team management.

In addition, each territory, each company, each organization can find itself in a situation of significant change. To adapt, it is necessary to build together a new organization that can satisfy the greatest number and change together with agility.

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Papers at scientific conferences:

• MAZZILLI and PHAM, 2021, HR-oriented territorial diagnosis:  from needs analysis to the emergence of social innovation 

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In a context of crisis, a growing number of territories are getting organized to develop local strategies in favor of employment, training and integration. These projects emerge when a group of local actors decide to pool their efforts to deploy and promote the emergence of actions to support the local economy. The approaches, generally driven by the public authorities within the framework of funding allocated during calls for projects, are intended to meet the specific needs of the territory. Consequently, these actors find themselves led to reflect together on the future of their territory and more specifically, to question themselves on the activities that they wish to support and on the way of implementing these projects. However, although taking into account the human issues of the territory seems to constitute one of the necessary conditions for initiating projects, the reality of the practices comes up against the difficulties of the field: how to carry out a territorial diagnosis oriented HR? Which methodology to deploy? And finally, to what extent does taking these human issues into account lead to the emergence of a form of social innovation at the territorial level?

The first part of this communication will present the state of the art, pointing out in particular the shortcomings of the literature in management sciences in terms of HR-oriented territorial diagnosis. At the end of this literature review, it will be proposed to study HR-oriented territorial diagnoses as a process leading to the emergence of forms of social innovation. This process will be studied through the prism of the contextualist analysis framework (Brouwer et al. 1997).

The second part will return to the HR-oriented territorial diagnostic method carried out in a situation of participant observation in the territory of Erdre et Gesvres (CCEG) in Loire Atlantique. Requested by the Maison de l'emploi team, itself headed by the Economic Development Center of the Community of Municipalities of Erdre and Gesvres, the diagnostic method was tested in order to meet the needs for understanding the needs in territorial skills. It was implemented between 2017 and 2019 throughout the territory of the Community of Communes.  

 

The results and the discussion will be presented in the third part. We will show to what extent the elements of context, content and process have contributed throughout the diagnostic process, to the emergence of a form of territorial social innovation.

•  PHAM and AUBERT, 2013, Diagnosis of territorial HRM issues, feedback from Fougères and Figeac, JRSS Angers

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Rural areas experience many different development trajectories in terms of unemployment, activity rates and its actors (elected officials, business leaders and association leaders) also seem to apprehend the question of human resources differently. It seems that a segmentation of the labor market on a spatial basis is at the origin of these differences. However, to understand all the dimensions at the origin of this spatialization of jobs and skills, it is necessary to have an effective HR diagnostic tool. What should be expected from such a diagnostic tool, what can be its founding principles and how to use it? The purpose of this work is to try to determine what a territorial diagnosis of jobs and skills might be. To do this, we will base ourselves on the feedback from the prospective support mission of the Pays de Figeac and the Pays de Fougères between 2012 and 2013. Through this project, these two rural territories are implementing a territorial management approach jobs and skills (GTEC).

•  PHAM and BORIES AZEAU, 2019, The theory of social capital: a grid for reading the approaches of GPEC Territoriale, AGRH Bordeaux

The territory has been extensively investigated in recent years by HRM research which has mainly focused on the conditions for the emergence of a collective territorial approach like the GPECT. Wishing to deepen this field of research, we have retained the theory of social capital as a framework for the analysis of a qualitative research on two territories in the East of France. Our results show that GPEC can be understood as a factor of territorialization of social capital. They also specify the conditions for strengthening its logic of collective action, in particular the animation of the system by an actor.

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• PHAM and AUBERT, 2013, La GTEC, analysis of an approach in a rural context, CEREQ

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The GTEC is used more and more by the actors of the territories in order to allow them to manage and anticipate the needs in human resources of the territory. Initially, it was a tool used by large companies. However, beyond the methodological precautions, it turns out to be able to put into motion a real global approach in favor of the attractiveness of the territory. In the context of rural specificities, the GTEC also proves to be a lever for development provided that appropriate organizational methods are found at the very heart of the territories.

•  PHAM and AUBERT, 2014, HRM at the territorial level: From diagnosis to anticipation in the Pays de Figeac, ASRDLF Paris,

The economic foundations of the territories are undergoing major changes, relying less and less on agriculture and the agri-food industry and more and more, but to varying degrees, on a set of local sectors. This development, which seems to be accelerating, is leading a number of local players to use human resources management tools to manage the overall attractiveness of their territories. Among the instruments for managing these human resources, there is that of Territorial Management of Jobs and Skills (GTEC). This approach is inspired by the company's Job and Skills Forecasting Management (GPEC) tool, but with numerous operational adjustments. From an economic point of view, the question that arises is that of taking into account all the labor supply and demand factors on a spatial basis. Entering through the territory makes it possible to understand the different dimensions of this market, but on the condition of finding a way of dealing with its social and geographical fragmentation. The question is particularly acute in the case of rural territories where the characteristics of density and remoteness reinforce the problems of pairing and mobility. Our contribution is based on an intervention carried out with the Pays de Figeac in order to support the actors of this territory in their GTEC approach. This intervention required the implementation of an original methodology in order, on the one hand, to establish a territorial diagnosis of human resources and, on the other hand, to anticipate the needs in skills and the mutations of the activities of the territory. through participatory foresight.

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•  PHAM and AUBERT, 2018, GPEC Territoriale: what place for skills? HRMA Lyon

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By extending HRM to the territory, the concerns of business players meet those of elected representatives of local authorities who are increasingly taking over local employment and skills policies. In doing so, they place human resources at the heart of local analyzes and policies. The central hypothesis of this communication is that the keystone common to these concerns is based especially on an intrinsic characteristic of local human resources which allows employees to better anchor themselves in the territory and companies to position themselves more effectively on globalized markets. It would be less a question of elementary specific skills than of combinations of skills which would take on meaning in the particular productive and social context of a territory. These skills, which we call “territorial specific skills”, are not easily substitutable and not very transferable to other territories. The purpose of this research is to identify them and to characterize their main operating mechanisms from the point of view of the employee, the company and the territory. Our approach is based on the theory of labor market segmentation and in particular on spatial segmentation via qualifications. We have completed this corpus with the theory of resources and skills which focuses on the internal resources of the company to deploy its competitive advantage; it is thus a question of trying to understand the springs of the territory in its concrete social functioning in order to identify among the territorial competences those which could be specific to them. For this communication, we base ourselves on a database provided by the Ministry of Labor on territorial initiatives in favor of employment as well as a participant observation carried out within the framework of support for the Forecast Management of Jobs and Territorial competences on the territory of Figeac (Lot). We supplemented our analysis with around forty interviews conducted on companies in the territory in 2016. Among the results, this work made it possible to identify a method for identifying specific territorial skills, and as well as their potential in terms of the anchoring of companies in the territory and the securing of professional careers.

• PHAM, DANTON and AUBERT, 2015, Mobilization of territorial intelligence around the GPEC. The case of the Pays de Figeac, CNAM Biennial

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In this paper, we analyze the challenges of developing production activities and jobs in rural areas, in a global context that gives advantage to agglomeration and urbanization economies. We assume that the territorial organization, which is based on a double cooperative commitment, that of a coordinated productive system and that of a set of local actors, is favorable to the maintenance of rural activities. We rely on empirical material that corresponds to an in-depth knowledge of the Mecanic Vallée cluster and the strategic forecasting of the Pays de Figeac in its approach to Forecasting Management of Jobs and Territorial Skills (GPECT).