Human Stock management

See also: GRH

The human stock management (the GRH) is a whole of functions and practices having for objective to mobilize and develop the resources of the personnel for a greater effectiveness and efficiency, in support of the strategy of a Organization (association, Entreprise, public administration, etc). It is a functional activity of the company, of transverse nature (horizontal) in opposition to a hierarchical activity (vertical).

While simplifying, it is divided into two large branches, on a side the Administration of human resources (pay, legal, contract etc…) who is a more vertical activity and other the Gestion of human resources (management of the people, career, formation etc…) who is transverse by nature.

Service of the company directed by the Director of Human Resources (or sometimes by the Managing director or the Administrative and Financial Director in the small structures), and who have as responsibilities the management staff (pay, declarations social, contracts, rules of procedure, procedures of dismissal,…), formation, social relations and trade-union, the Recruitment, the Management of the careers and the Competence S, the internal and/or external communication, the Information systems of human stock management (SIRH).

Fields of the human stock management

The human stock management covers many fields, speaker at all the stages of the “life” of the worker in the organization: the Recruitment, the Management of the careers, the Formation, the performance evaluation, the management of the conflicts, the social dialog, the motivation and the implication of the personnel, the communication, job satisfaction, the Work conditions.

The investigations carried out in 1988 by the national agency of the Development of the Careers of the Personnel into the “personal function and the administration of Human Resources are multiple (Recrutement, formation, communication, information, work conditions, negotiation, remuneration,… etc). One will present below the principal fields of the Human Stock management:

1) Management staff . It is under this aspect that the function starts to exist and to be perceived in the company:

  • the recording, the follow-up and the control of the individual, and collective data of the personnel of the company.
  • the application of the legal tendencies and lawful in the company.
  • preparation of the commissions and the meetings.
  • the control and maintenance of law and order and work of pointing

2) Management in the broad sense . This expression recovers three fields:

  • the acquisition of Human Resources: by the management of employment, programs of recruitment, plans of careers and promotion, analyzes stations and the evaluation of the people.
  • the management of remunerations: by the analysis and the evolution of the stations, roasts wages, policy of remuneration, profit-sharing and participation
  • the management of the formation: by the detection of the needs, development of the training programs, the implementation of the education acts and the evaluation of the results.

3) The communication, I' information and the work conditions :

  • the communication and I' information: The tasks of the Management of Human Resources in this matter are:
* the definition of the public publications and design of the messages.
* the management of the means of communication: newspaper of company, posting, audio-visual, meetings systematic. It requires the mobilization of varied knowledge: social sciences, economy, accountancy, right…

  • improvement of the work conditions. In this matter the main themes are:

*L' hygiene and safety.
*L' adaptation of the working time.
*La management of the social activities (restaurant, vacation center, leisures .....)

Roles of human resources in the general administration

On the level of the general Administration, one seeks to optimize the contribution of human resources starting from the elements by which one usually acts on those: Competence, Motivation, Information, Organization, management of the groups. One acts on these elements:

  • By the Recruitment. By evaluating competences and the motivation during recruitment, one ensures oneself to have an adequate personnel of number and in qualification.

  • By the Formation and the Coaching. In order to improve the qualification level of the collaborator , but also to improve their motivation (a formation can constitute a reward and, it is often more justifying to carry out a work which one can make).

  • By the positive motivation (Reward: congratulation, Premium, Promotion, Formation…) and negative (Sanction: reprimands, reduction or suppression of a premium, retrogradation, even Dismissal). These incentives aim at rendering comprehensible with the collaborator who his interest is to carry out its work as well as possible.

The positive motivation and the negative motivation have each one their effectiveness. The sanction can be démotivante for the interested party. But, this fear should be relativized, because it calls upon the principle of responsibility and exemplarity. It returns also the individual to the group. This last can badly live not sanctioned behaviors when they are except play. It can be a factor of demotivation when an absence of sanction translates in fact an imbalance between that which is devoted and that which does not do anything. The preoccupation with an equity must guide the administrator. From this point of view, the human stock management must also integrate in its administrative practice, the concept of group or team.

  • By the Communication and the transparency. It is essential that the collaborator has the necessary informations with the achievement of his task, and has an precise idea of the evolution and objectives of the company itself, and of its environment. Nowadays, the abundance of information made necessary the installation of management systems of information, like the systems of Knowledge management.

  • By the Planning and controls it advance of the tasks. The optimization of the organization, i.e. the scheduling of the tasks and their assignment with the most qualified people available, makes it possible to improve the effectiveness of execution.

  • By the Management staff. It is usual to say that a good management of human resources results initially in a reliable administration of the personnel. In fact, it is a question of making safe its manpower by ensuring a rigorous payment of the Salaire S and premiums, while following management of the presences and the absences, the Overtime, by planning the annual Congé S, by organizing the replacements, etc This point is essential, because he characterizes a share of the contractual obligations (statutory for a civil servant) of a company (of a public service) towards his paid.

Trades of human resources

See too

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