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HUMAN RESOURCE PRACTICES IN FRANCE

ByGayathri & Suma


INTRODUCTION

France has always identified and defined itself as a strongly governed state. With Britain it’s respect for tradition, with USA respect for the constitution and rugged individualism, with Germany the sense of a common folk : with France it is the sense of a strongly governed and unified state.

This sense of strong government comes over also in the HR field.


RECRUITMENT

A Company may hire staff as soon as it is registered at the Registre du Commerce et desSociétés

Before he/she may actually take on his task, filing a hiring statement (déclaration unique d’embauche or DUE) which is to be sent to the branch electronically.

New employees are subjected to a medical checkup.

The National Unemployment Office - recruiting staff

http://riviera.angloinfo.com/countries/france/work1.asp


RECRUITMENT

PÔLE EMPLOI (The French national employment agency): www.pole-emploi.fr

EURES (European Employment Services)network dedicated to the international market: www.eures.europa.eu

APEC (Managerial Staff Employment Association) helps executives (posts with responsibilities) and young graduates in their search for employment: www.apec.fr


RECRUITMENT

TEMPORARY EMPLOYMENT AGENCIES These agencies charge the employer, not the jobseeker, for their services: www.prisme.eu

RECRUITMENT AGENCIESCompanies hand over the recruitment of some of their very highly qualified staff or those intended to occupy posts with a great deal of responsibility to these agencies.


GENERAL SELECTION PROCESS

Processing the application Test Personal Interviews References Selection Rejection


TYPES OF WORKERS

Two main types of work contract in France:

The contrat à durée indéterminée or CDI – no time period

The contrat à durée déterminée or CDD – fixed time period


WORKING TIME

The legal length of the working week is 35 hours in all types of companies and can go upto 46 hours with agreement. The working day may not exceed 10 hours The employees may not work for more than 4½ hours without a break. Breaks, lasting a minimum of 20 minutes, must be granted to the employees at least every 6 hours. The maximum working day may be extended to 12 hours under a collective agreement.


INDUCTION - Responsibility of HR

Filling out and signing within their first working week (i.e. Secrecy Agreement, Insurance, Personal Information) Ensure the new employee is provided with documents (including the employee handbook) necessary for employment Ensure that an induction program is ready on the new employee’s first working day. HR needs to co-ordinate with their immediate managers on the orientation program. Provide support and act as a consultant to assist managers in facilitating the induction process successfully.


INDUCTION - Responsibility of Immediate managers

Contact HR prior to a new employee’s start date to clarify any issue and ensure the process runs smoothly from day one. Ensure office space and equipment is in place. If the new employee is a manager, where required ensure a secretary or personal assistant is available on the start date. Develop an induction program for the first 2 weeks of employment, covering the right people that the new employee should meet individually on specific topics. Inform key relationship people of the new employee and the role they will play in the orientation process; coordinate the date and time.


INDUCTION - Responsibility of Immediate managers

A tour of company facilities and introduction to all employees. Ensure business cards are ordered, as appropriate. Develop an announcement about the new employee - This should be posted at least the day before the employee’s start date. Organise any IS requirements, eg computers or e-mail. Ensure that necessary payroll forms are completed and processed within two days of the new employee’s start date


INDUCTION - Responsibility of the New Employee

Learn about the company and actively participate in the induction process

Participate in the orientation program


ORIENTATION

The orientation program contains various topics essential for the new employees’ basic understanding of the company’s work life.

Key personnel considered to be most familiar with the subject matter will conduct the orientation.


REMUNERATION

Salaire Minimum Interprofessionnel de Croissance (French: guaranteed minimum wage)

Since 1 July 2009, the SMIC has stood at EUR 8,82 gross per hour (EUR 6.93 net) which is EUR 1 337.70 gross per month (EUR 1 050.63 net) for a 35-hour week.

Only apprentices and young employees may be paid less than the SMIC. Collective agreements set minimum wage levels in line with the employee’s qualifications. These wage levels may never be lower than the SMIC.


PERFORMANCE MANAGEMENT

Completely according to performance

Performance Related Pay


TRAINING & DEVELOPMENT

Associate Development Program

Technical Preparation Program

Cross Posting Opportunities


FIRING PRACTICE• In France it is not possible to hire

employees ‘at will’, the reason should be valid.

• The dismissal procedure on disciplinary grounds are very formalized.

• Disciplinary measures are required to be in writing and is brought to employees attention through a registered letter then followed by a formal meeting between employees and employers.


CONT….

• It is not possible to address in any detail the issues of dismissal under French law but professional advice should always be taken prior to any step envisaged.

• For both hiring and firing a lawyers advise is sought in order to be on the safer side.


BUSINESS COMMUNICATION• The languages spoken in France are: French-Business Language catalan-not an official language.• Its good to learn few key phrases in French as

it demonstrates an interest in long-term relationship.

• The way the French person communicates is often predicted by their social status, educational level, and which part of the community they were raised.

• Written communication is formal, Secretaries often schedule and may be used to relay information from your French business colleagues.


MOTIVATION AND LEADERSHIP

• Leadership Styles: Authoritarian or autocratic Participative or democratic Delegative or free reign• A good leader: Motivator competent Good coach• Two approaches used by leaders: Consideration Structure


RETIREMENT

• France has one of Europe’s lowest retirement ages and employees retire at very early age of 60 in most of the sectors.

• But this year president of France Nicholas Sarkozy brought in new plan of increasing the retirement age to 62 from 60.

• This new plan is against the people of France and they are protesting against this new plan.


• L’Oreal has 52,000 employees under them.

• 2,700 are located in UK, which is company’s fourth largest European and fifth largest global subsidiary.

• 25 people are in the HR team of UK and the HR director is Richard Humphrey.

• It is split in to two: Corporate Team Operational Directors


CHALLENGES

• They believe retaining there employees for a longer period of time.

• They believe that if the employees manage to stay in there company for the initial two years, then they stay for a longer term in the company.

• They find it difficult in retaining the employees in other parts of the country like Japan and China. In UK they manage to retain there employees.


SOLUTION

• As a solution they came up with a formal induction program in order to engage staff at earliest possible stage of their carrier.

• In 2005 they introduced follow-up and integration track(FIT) in some of the international division and it reached UK in 2006.

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