Extract
[...] There is a candidate tracking system, followed by a phone interview to measure motivation. Qualified and dynamic CVs are sorted through the CRM, which provides information on stagnation to the interested party. Meetings are held in person or via tools such as Zoom and Google Meet. Finally, a decision is made using the CRM, and an automatic notification is sent to the inactive. In summary, it is a solution that balances technology, automation, and increased engagement. 1.3. Description of the Training Policy However, due to economic and technological challenges, the training to which employees are subject never stops. [...]
[...] Then, based on this, the training budget will be established taking into account previous costs. Based on this, a one-year training plan will be developed with specific topics and speakers. Then, employees must be informed of these training sessions with an incentive to participate. After each training session, continuous feedback is necessary to identify the relevance and effectiveness of the training and make corrections. In addition, monitoring of learned skills is necessary to see the real effect on employee performance. [...]
[...] The social process of AUXI'life Europe requires close collaboration between several key stakeholders. Among them are the management, representatives of ordinary workers, and trade unions. The main drivers of the process are HR and the CEO, who oversee negotiations on all topics to be addressed. All stakeholders involved in the negotiation process engage in a CSE, which meets according to a pre-established schedule. As a result, all discussions and decisions are subject to regular follow-up. To facilitate communication with employee representatives and inform all employees about social issues, AUXI'life Europe uses various digital tools. [...]
[...] AUXI'life Europe, established in 2005, is a specialized company in home care. Based in Paris, at 13 Rue Rémy Dumoncel, it has quickly established itself through its commitment to the quality of its services and its strong regional presence. Present in Île-de-France, Normandy, Hauts-de-France and Aquitaine, the company offers accessible and adapted services to local needs. It employs around 40 employees and has achieved a turnover of ?769,540 with a portfolio of 200 clients. Each agency operates independently with its own SIRET number, allowing for local management while respecting the company's global standards and strategy. [...]
[...] Talent management and the importance of diversification policies, the social negotiation process and training planning have caught my attention. On the one hand, there are performance and long-term career management indicators. On the other hand, the recruitment procedure, including the skills interview, does not seem to be adapted to the rapid nature of the economy. Furthermore, the EPT does not seem to be in harmony with digital tools. Incorporating this would make HRs less reactive. 3.2. The EPT exercise has confirmed several theoretical lessons. [...]
