ne of the biggest HR development concerns today is the creation of value through the constant improvement of human performance. This was what was studied in the latest survey of 2000 HR managers in the world by BCG and the European Association for People Management.
 
The study, called "Creating the human advantage, " focuses on the three priorities of HR directors:
- Identify, retain and train talents
- Develop a culture of leadership
- Plan, in conjunction with the operations, human resources strategy

All of these things must be managed within the context of the financial crisis, with changing demographics and global competition.

Jean Michel Caye, associate director at BCG, in the 11 October edition of Les Echos, goes so far as to say there is a severe lack of standard skills: "Today what we have is a shortage of excellence, but tomorrow we’ll be missing is standard skills. " This makes it even more necessary to define the skills needed for certain jobs, to ensure the ability to evaluate and pass on the knowledge to new people. The rise of corporate universities, as we mentioned in a previous blog, is thus justified. As for leadership, he said there is a drift that causes leaders to do more adapting than directing in full control.
 
With this analysis, we can better understand the pressing need to conduct trainings in project management with certification. The activities in the training help, in addition to getting necessary skills, to acquire better interpersonal and managerial skills.  These things are all necessary to lead in situations where adjustment is needed.

Finally, the strategic planning of human resources must go beyond career planning (GPEC) to take into account the overall strategy, or the HR department will become simple "business partners." According to JM Caye: "HR should no longer be confined to the short term, but must work hand in hand with strategic operations."  These words must certainly be kept in perspective, especially in times of crisis, but they do give some indications about direction and what’s at stake.
 
These priorities must now also be monitored while keeping in mind the wealth that is created by diversity, a factor for innovation and cross communications. We can also take advantage of demographic renewal with the arrival of Generation Y.  This new generation is familiar with social networks and can use them as a natural breeding ground for organising and facilitating the sharing and acquisition of operational knowledge. This generation knows how to use these networks as tools with high potential for promoting our brand and offers.

We now must measure the importance of human capital, which makes up intellectual capital, as a value-creating source of competitiveness and competitive advantage. We must also measure what’s at stake for everyone involved, like us, in training; and how we can contribute in the search for the best, innovative solutions that will help businesses  "Create a Human Advantage."
 
The human resource is the most valuable kind of resource.  It is this resource that determines development and economic renewal.