Article2005

HRD in France: the corporate perspective

51 citations0/0 files storedJournal of European Industrial Training

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Human Resource Development and Performance Evaluation Human Resource and Talent Management Competency Development and Evaluation

Abstract

Purpose To explore and describe the roles, activities and strategies of French human resource development professionals. Design/methodology/approach This paper is based primarily on exploratory and descriptive research. A range of secondary sources on European and French human resource development is critically reviewed to generate a number of research questions designed to identify the corporate perspective on human resource development by means of cases drawn from six organizations located in Eastern France. Findings These confirm the lack of a clear understanding of human resource development on the part of French companies; the wide range of activities that is considered to fall within human resource development; an emerging interest in management development, career development and skills forecasting, but a neglect of training evaluation; the similarity of human resource development practitioner roles to those elsewhere in Europe; growing evidence of the involvement of line managers in human resource development activity, and a strong commitment to the strategic significance of human resource development. Research limitations/implications The study was based on an opportunity sample of just six companies in Eastern France, and may therefore not be representative, but it does provide findings that expand upon and also qualify earlier research. Practical implications This study provides new knowledge and understanding of the context and practice of human resource development in France and makes a number of suggestions for further research. Originality/value This paper provides original research based on recent cases of corporate human resource development practice, and should be of interest to scholars of international human resource development.

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References

1984Case Study Research: Design and Methods 2021Qualitative Research Methods 1997Country of origin effects and HRM in multinational companies 1996Management Training and Small Firm Performance: Why is the Link So Weak?1998Multinationals, national business systems and HRM: the enduring influence of national identity or a process of 'Anglo-Saxonization'2003The Outsourcing of Training and Development: Factors Impacting Client Satisfaction

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