THE LINK BETWEEN SKILLS MANAGEMENT AND STRATEGY IN SMEs

Abstract

The modalities of articulation between strategy and skills management have been the subject of numerous studies, since 1959. The synthesis work which identifies three models of relationship between skills management (deduced, emergent and mixed) is very enlightening in this respect and will constitute one of the bases of our theoretical framework. The links between strategy and skills management: deduced, emergent and mixed model. The classic approach: the deduced or top-down model. The deduced or top-down model refers to the classic approach to strategic management developed in particular. This is a vertical alignment process in which we will first formulate a competitive strategy and then determine the individual skills necessary to implement this strategy. In this context, HRM is understood in its traditional conception (namely a support activity whose raison d'être is to facilitate the implementation of a strategy determined upstream). The main challenge for the HR function is to identify, develop and mobilize at the right time the skills required to support the strategic options chosen. In this first model of articulation, it is therefore the strategic decisions which influence HR policy, in particular the management of individual skills, in a downward relationship.