Une GPEC territoriale ? De l'outil de gestion à l'institutionnalisation d'une nouvelle forme de GRH

Abstract

Dans un contexte d’incertitudes économiques et de précarité de l’emploi, la GPEC territoriale, visant à anticiper et mutualiser les pratiques de GPEC entre différents acteurs socio-économiques d’un même bassin d’emploi, apparaît particulièrement opportune. Cependant, bâtir concrètement une GRH territoriale est difficile. À partir d’une recherche-action menée avec la Maison de l’Emploi et de la Formation de Lyon, nous essayons de comprendre les raisons de ces difficultés. Nous montrons qu’elles ne pourront être surmontées sans accepter d’entrer dans une démarche participative et anticipatrice qui facilitera le développement des interactions entre des hommes et des femmes partageant un projet commun.

Territorial-Human Resources Management (T-HRM): From History to Emergence

“…Territorial -HRM: on the Discovery of Two Lines of Research Most of the promising works on the present topic focus on how territorial networks guide and structure a type of HRM extended to the territory (Bobulescu & Calamel, 2009;Bories-Azeau et al, 2008;Calamel et al, 2011Calamel et al, , 2016Calamel & Cateura, 2014;Colle et al, 2009;Everaere & Glèe, 2014;Loubès et al, 2012;Loubès & Bories-Azeau, 2016). Territorial networks with a « French or Western -style » such as Competitiveness Clusters (CC) or Local Productive Systems (LPSs) are assumed to be mostly formal in that they are governed by contractual links (Joyeau et al, 2019).…”

“…Furthermore, the term 'construction project of a T-HRM' has become famous in the literature (cf. Mazzilli, 2011, Everaere & Glèe, 2014. This is to say that T-HRM propelled by formal territorial networks has a normative dimension and is supposed to be under public governance.…”

“…The second emphasizes the identification and characterization of types of Territorial-HRM mechanisms of construction (Mazzilli, 2010(Mazzilli, , 2011Mazzilli & Pichault, 2015). Finally, the third one focuses on how territorial networks guide and structure a type of HRM extended to the territory (Bobulescu & Calamel, 2009;Bories-Azeau et al, 2008;Calamel et al, 2011Calamel et al, , 2016Calamel & Cateura, 2014;Colle et al, 2009;Everaere & Glèe, 2014;Loubès et al, 2012). The underlined works go beyond describing and characterizing the phenomenon but also make it possible to understand what it is about.…”

Discovering territorial human resources management (T-HRM) in Informal Territorial Networks (ITNs): an exploratory study

“…, 2011, 2016; Calamel and Cateura, 2014; Colle et al. , 2009; Everaere and Glèe-Vermande, 2014; Loubès et al. , 2012; Loubès and Bories-Azeau, 2016).…”

“…On top of that, the literature outlines the existence of several works on such a phenomenon: Some, made up of precursory works, focus on the description and characterization of T-HRM (Def elix et al, 2008(Def elix et al, , 2010(Def elix et al, , 2013 while others emphasize the identification and characterization of types of Territorial-HRM mechanisms of construction (Mazzilli, 2010(Mazzilli, , 2011Mazzilli and Pichault, 2015). But the most significant works deal with how territorial networks guide and structure a type of HRM extended to the territory (Bobulescu and Calamel, 2009;Bories-Azeau et al, 2008;Calamel et al, 2011Calamel et al, , 2016Calamel and Cateura, 2014;Colle et al, 2009;Everaere and Gl ee-Vermande, 2014;Loub es et al, 2012;Loub es and Bories-Azeau, 2016). From this point, it must be argued that these territorial networks with a "French or Westernstyle" such as Competitiveness Clusters or Local Productive Systems are assumed to be mostly formal in that they are governed by contractual links (Joyeau et al, 2019).…”