{"id":127340,"date":"2020-08-11T18:05:18","date_gmt":"2020-08-11T22:05:18","guid":{"rendered":"https:\/\/fsc-ccf.ca\/references\/exploring-employer-behaviour-in-relation-to-investors-in-people-2\/"},"modified":"2020-08-11T18:05:18","modified_gmt":"2020-08-11T22:05:18","slug":"exploring-employer-behaviour-in-relation-to-investors-in-people-2","status":"publish","type":"reference","link":"https:\/\/fsc-ccf.ca\/fr\/references\/exploring-employer-behaviour-in-relation-to-investors-in-people-2\/","title":{"rendered":"Exploring employer behaviour in relation to investors in people"},"content":{"rendered":"<p>Voici les principales conclusions: PII \u00e9tait plus susceptible d&#8217;\u00eatre consid\u00e9r\u00e9 comme un outil d&#8217;am\u00e9lioration des affaires au sein du personnel des ressources humaines (RH), alors que les cadres sup\u00e9rieurs avaient tendance \u00e0 consid\u00e9rer la norme comme un cadre ax\u00e9 plus \u00e9troitement pour les coll\u00e8gues des ressources humaines. La fonction RH avait tendance \u00e0 recommander, poss\u00e9der et conduire l&#8217;accr\u00e9ditation IIP, mais les cadres sup\u00e9rieurs, les directeurs ou le directeur g\u00e9n\u00e9ral avait tendance \u00e0 prendre la d\u00e9cision finale sur l&#8217;opportunit\u00e9 de (re) accr\u00e9ditent. organisations accr\u00e9dit\u00e9es \u00e0 long terme compris dans le but de PII et utilis\u00e9 la norme pour g\u00e9rer le changement, le reflet d&#8217;une philosophie d&#8217;am\u00e9lioration continue. Ces employeurs adapt\u00e9s comment PII est appliqu\u00e9 \u00e0 leur organisation, et ce faisant, a continu\u00e9 \u00e0 le rendre pertinent et assurer la p\u00e9rennit\u00e9 de sa valeur. les employeurs PII pr\u00e9c\u00e9demment accr\u00e9dit\u00e9s sentaient PII donne \u00e0 l&#8217;entreprise un avantage unique initial, mais avait suivi son cours utile au sein d&#8217;une organisation. Pour les employeurs pr\u00e9alablement accr\u00e9dit\u00e9s, l&#8217;examen doit \u00eatre accord\u00e9e \u00e0 la fa\u00e7on dont les employeurs peuvent continuer \u00e0 valeur qu&#8217;obtiennent du processus d&#8217;\u00e9valuation. D\u00e9sengag\u00e9s employeurs ont indiqu\u00e9 que la quantit\u00e9 de travail n\u00e9cessaire pour la mise en \u0153uvre des processus une accr\u00e9ditation IIP succ\u00e8s ont \u00e9t\u00e9 consid\u00e9rables. Certaines entreprises peuvent avoir besoin d&#8217;un soutien suppl\u00e9mentaire pour leur permettre de reconna\u00eetre et d&#8217;utiliser PII dans des conditions d&#8217;affaires difficiles, dans diverses circonstances. Traduit a\u0300 l'aide de Google Translate<\/p>\n","protected":false},"excerpt":{"rendered":"<p>Voici les principales conclusions: PII \u00e9tait plus susceptible d&#8217;\u00eatre consid\u00e9r\u00e9 comme un outil d&#8217;am\u00e9lioration des affaires au sein du personnel des ressources humaines (RH), alors que les cadres sup\u00e9rieurs avaient tendance \u00e0 consid\u00e9rer la norme comme un cadre ax\u00e9 plus \u00e9troitement pour les coll\u00e8gues des ressources humaines. La fonction RH avait tendance \u00e0 recommander, poss\u00e9der et conduire l&#8217;accr\u00e9ditation IIP, mais les cadres sup\u00e9rieurs, les directeurs ou le directeur g\u00e9n\u00e9ral avait tendance \u00e0 prendre la d\u00e9cision finale sur l&#8217;opportunit\u00e9 de (re) accr\u00e9ditent. organisations accr\u00e9dit\u00e9es \u00e0 long terme compris dans le but de PII et utilis\u00e9 la norme pour g\u00e9rer le changement, le reflet d&#8217;une philosophie d&#8217;am\u00e9lioration continue. Ces employeurs adapt\u00e9s comment PII est appliqu\u00e9 \u00e0 leur organisation, et ce faisant, a continu\u00e9 \u00e0 le rendre pertinent et assurer la p\u00e9rennit\u00e9 de sa valeur. les employeurs PII pr\u00e9c\u00e9demment accr\u00e9dit\u00e9s sentaient PII donne \u00e0 l&#8217;entreprise un avantage unique initial, mais avait suivi son cours utile au sein d&#8217;une organisation. Pour les employeurs pr\u00e9alablement accr\u00e9dit\u00e9s, l&#8217;examen doit \u00eatre accord\u00e9e \u00e0 la fa\u00e7on dont les employeurs peuvent continuer \u00e0 valeur qu&#8217;obtiennent du processus d&#8217;\u00e9valuation. D\u00e9sengag\u00e9s employeurs ont indiqu\u00e9 que la quantit\u00e9 de travail n\u00e9cessaire pour la mise en \u0153uvre des processus une accr\u00e9ditation IIP succ\u00e8s ont \u00e9t\u00e9 consid\u00e9rables. Certaines entreprises peuvent avoir besoin d&#8217;un soutien suppl\u00e9mentaire pour leur permettre de reconna\u00eetre et d&#8217;utiliser PII dans des conditions d&#8217;affaires difficiles, dans diverses circonstances. [googletranslate_fr]<\/p>\n","protected":false},"template":"","reference-tag":[],"reference-type":[436],"class_list":["post-127340","reference","type-reference","status-publish","hentry","reference-type-white-paper"],"acf":{"citation":"Gloster, R., Higgins, T., Cox, A., and Jones, R. (2011). Exploring employer behaviour in relation to investors in people. Evidence Report:27. London, UK: UK Commission for Employment and Skills (UKCES). 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