Professionnaliser la fonction ressources humaines : Quels enjeux pour quelle utilité ?

Human resources (HR) management has undergone profound changes over the past thirty years: computerization of human resources IT systems (HRIS), individualization of careers, internationalization of exchanges, new corporate social responsibilities, flexibility imperative and professional mobility, etc. The management of people in the workplace thus becomes more delicate since it requires not only to reconcile the interests of the company and those of the staff, but also to adapt the workforce to the activity, taking into account legal constraints, techniques and productivity. For this, the HR function, a key factor in the overall efficiency of the company, requires more than ever solid skills. Professionalizing the HR function is therefore on the agenda. But what are we talking about exactly? A first analysis invites us to uncover the issues behind the words "professionalisation", "professionalism" and "profession". Because, beyond the terms, the diversity of professionalization paths is obvious (training course, tutoring, analysis of practices or activity, support, self-training, etc.). Then, this question of the professionalization of the HR function can be understood at different levels. At the individual level, the universities and schools that train HR managers develop advanced educational expertise to offer quality training, whether it is initial, continuous or alternating. At the organizational level, other action levers can be specified: developing the content of the HR function, building up skills common to the function, etc. This book takes stock of the new professionalization courses intended to train HR managers. It allows the situation of different French-speaking countries to be compared with those involved in training and the human resources function, whether institutional or professional.