The permanent digital revolution, the recent global pandemic, new intercontinental economic leaderships and environmental upheavals are deeply shaking up local economies. They highlight the fragility of the environment and ecosystems as well as reveal the interdependencies between local companies and their international markets. In doing so, they submit to a hitherto unknown tension in long supply chains by revealing occasional breaks in the markets for goods and services which are sometimes very unsuitable for substitution.
These major developments are combined with the successive shutdowns of the economy, and more than ever point to the urgent need to support territorial transitions in employment and skills. There is no natural mechanism in economics that ensures this transition. Job losses are then numerous as well as the creation of new activities. Many people see their jobs definitely threatened in the short term. New jobs and new skills are needed to support the dynamics of small local businesses. Rural territories are at the forefront of this development, witnessing in recent years significant population movements from neighboring territories to distant continents.
The project is to create and bring to life a European network of entrepreneurial ecosystems based on specific skills in the territories. It will provide entrepreneurs with the many skills needed in their business management, including HR management skills.
The first challenge is to find a balance between job demands and available offers, taking into account population movements and therefore deploying the most inclusive strategies possible. It is also about allowing the generations present in the territory to access the jobs that are created in local businesses or to create their own activities according to societal developments.
The second challenge is to generate a form of dialogue between the anticipation of the activities and skills of companies and the aspirations of individuals who will have to manage their own path. The search for a balance between economic, social and environmental dimensions should be included in a longer period, thus taking into account the course of life.
The third challenge is to adapt training systems in order to make them more agile, meeting the needs of individuals and companies and designed both locally and internationally.
Context of the project
Our public institutions and our associative organizations have many technical and above all organizational resources to support this movement, but these remain untapped. However, these structures were created over the course of the needs in the past years and in very different contexts, they must face the future challenges.
The project consists of presenting the project at European level with two components:
An innovation component on job and skills management tools, one of the specificities of which is to involve the various stakeholders concerned at the territorial level. It is about capitalizing on the innovative initiatives of each partner in the program.
A component of anticipating activities and supporting innovative training through strategic skills. This involves deepening through participatory research (researchers, consultants, practitioners, etc.) carried out at the local level and organized in a network.
SMEs and VSEs form the vast majority of the network of businesses in the territories. However, they evoke serious obstacles to their development:
The isolation of their professions hindering the capacity for innovation and anticipation
Lack of time for human resource management ... one of the company's main resources
How to take these needs into account and provide territorial solutions ?
At the same time, the life courses of individuals are undergoing less and less linear changes. The choice of places of residence is often independent of the choice of place of employment. Changes of territory are more and more common.
How to take these aspirations into account, plan movements and include populations in the territory ?
The questions asked
How to make the territory a space of management and resources for companies and to promote the social inclusion of populations ?
How are specific territorial skills a tool for valuing people and promoting sustainable economic development?
How to truly innovate in the field of services to businesses and individuals in favor of the employment of the territory?
• Other European countries have tools and procedures that can be transposed into our territories ... We need to know them better!
• The territory is a space of innovation for many sectors of activity and specific sectors, it is also the place of multiple partnerships for the benefit of a common interest
• The right scale to work on the subject is the European scale
• By taking time for the capitalization phase ... we are all getting ahead of the territories
• Specific territorial skills make it possible to manage career paths while promoting the competitive competitiveness of local businesses. They allow businesses to take root and the social inclusion of residents.
Our potential partners
Administrative support and led by Le Cube (company actor), the French consortium would be:
• The territory of Saint Malo via Emeraude Competence of the
• MFR (Actor of Training) The National Union of Rural Family Homes for Education and Guidance (Actor in Training)
• The territory of Erdre and Gesvres via the CCEG, (Territorial Actor)
• L'Agglo de Fougères (Territorial Actor)
•The Territory of Figeac in Occitanie via the Coop Fermes de Figeac (Company actor)
The prospective European partners would be potential current Innovet partners who wish to join:
• Le VMA (Ecole Polytechnique d’Akureyri) in Iceland (training actor)
• Le GAL Napoca en Roumanie (training actor)
• The French-speaking Office for Work-Study Training in Belgium (training actor)….
• Lithuania, Slovenia, Reunion Island
• An observation point would be in Témiscamingue (Quebec) (territorial actor)
Identify innovative practices in entrepreneurship and the management of jobs and skills
Experiment in each territory
Travel to partner territories and observation points to analyze the tools and procedures and meet the actors who put them in place
Transversal component: Communicate and capitalize on the entire process
UNTIL FEBRUARY 2022
Preparation of the project, meeting of potential partners, identification of partners
Budget analysis, preparation of the application file in English
Opening call for proposals
File submission to the European Union