This document provides an in-depth analysis of the human resources management within the Jobin Yvon company, highlighting the challenges and opportunities for growth and development. The analysis covers the evaluation of skill management, employee motivation, and employee well-being, as well as the need for a formal human resources department to drive change and digitization. Discover the HR diagnosis and recommendations for the company's future success.
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[...] The desire to stabilize the salary mass has created a salary gap between HORIBA Jobin Yvon employees and those practiced on the market. In fact, salary negotiations NAO ended with disagreements where management only proposed low increases, individual for managers, and below the inflation rate. This led to an avalanche of resignations and therefore a loss of high-quality knowledge and skills. The turnover (departure) set a new record: more than 30 in 2018 compared to 2 in 2011. 3.2.2 The evaluation of the autonomy and functioning of human resources within the company Jobin Yvon The autonomy and functioning of the human resources function within a company are materialized by the definition of a human resources procedures manual that must be in line with the current regulations, in the field of human resources (recruitment, dismissal, salary, conflicts, etc.). [...]
[...] - To develop talent management in terms of: attraction, recruitment and retention. - To mobilize employees and increase their level of engagement. - To determine the factors that influence employee well-being at work and implement the necessary measures for the development of well-being at work. The HR diagnosis we will conduct will start from the organizational structure of the Jobin Yvon company. It aims to determine the impact and influence of the decisions made by the new management team that involve changes within the organization. [...]
[...] The bulk mailing of personal emails : concerning the multiple sending of encouragement and congratulatory messages that must be followed by a confirmation of receipt and feedback as well as perception of the target. Generally, a mailing campaign must be followed by a phoning campaign - Encouragement of employees to participate in various interventions and events of the company This strategic axis concerns the information of employees on the future activities or interventions of the company in order to invite them to participate in the events it organizes. [...]
[...] 3.1 Evaluation of the evolution of the management system and the organization of the company 'Jobin Yvon' This first analysis concerns the evaluation of the organization and the decision-making system and the impact of the decisions made by the leaders of the Jobin Yvon company following the changes in management over time. 3.1.1 Presentation of the current situation of Jobin Yvon company In 2008, Mr. JT was recruited by the then CEO, Mr. MM, to bring rigor and operational excellence. Shortly after, Mr. JT was appointed General Manager and after more than a year of observation, he began to apply changes. HORIBA Jobin Yvon, was until then a so-called 'family' company with a craft manufacturing culture (made-to-measure) and a functioning close to a startup. Mr. [...]
[...] 3.2.3 Competence Management Evaluation The transition of a family-owned and artisanal business to a business with an obstinate organization focused on numbers and performance requires skills. Three situations then present themselves to the General Management: - The recruitment of new collaborators - The training of former collaborators - The recruitment of new collaborators for certain functions and the training of former collaborators for certain functions. Several scenarios may present themselves depending on the choice of the General Management: - For the recruitment of new collaborators : The first obstacle to the recruitment of new collaborators remains the fact of finding relevant, qualified, experienced, and competent candidates. [...]
