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Our event at the 11th meeting on professional prospects - what will the management of human resources look like in the future?

07.03.2011

Our event at the 11th meeting on professional prospects - what will the management of human resources look like in the future?

10 March 2011 at ESSEC La Défense - Paris

Workshops and conferences

Programme


For its 11th edition, the "Professional Prospects" research day will be devoted to to Human Resources Management. In line with previous events held at Université Paris Dauphine in partnership with IAE Caen and 'Management&Avenir' magazine, the aim of this 11th Professional Prospects meeting, held at the ESSEC, is to reflect the future of Human Resources: What are its roles? What are its business activities? What skills does it need? What working structures does it need? What training is required for which professions in HR? Forming part of an ongoing project under the European Label Pro RH scheme, the planned sessions will enable the shape of the future of HR to be determined.

11.15am - 1pm: Presentation of workshops

4. Dynamics promotion of qualitative skills aspects: a distribution of corporate responsibilities and a new HR function, by Alain MOUNIR.


This comes following a screening, based on a proposal, in which were asked to draw up an article of around 13 pages. A summary of this article will be presented during the workshop.

This step comes as part of our academic project to confirm key elements of our Opemans ERP solution. Various academic contacts been made so far, and we look forward to further consolidating this phase this year.

CDO Consulting - Alain Mounir

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Clarens Clarens

21.04.2011

Feedback from ESSEC, and it's good news!
After attending four round table discussions made up of researchers, teachers and HR staff (mostly international), we obtained extremely positive results regarding the potential of the solutions offered by our Opemans ERP.

Alain Mounir / CEO CDO Consulting

Indeed, we revealed around forty points of confluence among the prospective reflections and the expectations of leaders and Opemans. They include, to name but a few:

- Recruitment and management of talent - Leadership development (ability to unite and mobilise individuals and teams).
- Dynamic management of resources within teams
- Social Marketing, further company development
- The individual at the heart of performance reviews
- Identification, usage and promotion of in-house talent
- Hands-off management
- Ask the leaders
- Male/female career trajectories
- What is the template to be followed, in the face of concerns raised?
- Give Meaning
- Respect people
- Manage opportunities for change, or transformation
- Promotion of loyalty
- Promotion of the values of the group - Ethical and productive methods of remuneration over the long term
- Management human variability
- Performance chart
- Listen!
etc.

Our search for academic partners to support the various elements of our solution is underway and we look forward to future collaboration opportunities.