Abstract
In this document, we will implement a strategic analysis of Human Resources for the Renault Group. Renault is a French automobile manufacturer, linked to the Japanese automaker Nissan since 1999. This group has plants and subsidiaries around the world, and was founded by brothers Louis, Marcel and Fernand Renault in 1898. The company's growth was explosive owing to its innovations. Nationalized after the Second World War, largely because of suspected collaboration with the Nazi occupiers, the group re-privatized in the 1990s to restart after the disastrous decade of the 1980s.
Renault utilizes international automobile forums such as the Formula 1 to promote its products and is diversified into many sectors. Its history is marked by many disputes that left an indelible mark on social relations in France. Today, the company is part of the Renault Group, which also includes various subsidiaries such as DIAC, Dacia, Renault Samsung Motors and Renault Sport. Renault owns 80.1% of Korean Samsung, from which it has founded the subsidiary Renault Samsung Motors (RSM); these cars are not imported into the French territory, but are reserved to the Middle East market. The Renault-Nissan alliance was established in early 2000 to cope with giants like General Motors or Toyota. This alliance has enabled both brands to keep their own identities while providing vehicles based on the same platforms. Renault is the eleventh largest automotive group (OICA 2008) in the world. The current CEO of Renault is Carlos Ghosn.
This document deals with the strategic analysis of the Human Resources for the Renault Group. The first section contains an overview of Renault's Human Resources including the objectives of the HRM group in the group as well as its different activities. Subsequently, we shall examine the commitment of the work force including the management's participative innovation. Finally, we will study the integration of the employees in the group performance. In this part, we will study the skills management, the employment strategy, personal development and training. All these three parts will shed light on the human resources management in Europe and at the international level for the group.
