Recent Papers

Abstract :This article offers an in-depth analysis of the results from an empirical study on the impact of Strategic Workforce Planning (GPEC) on the optimization of jobs and skills.Drawing on empirical data collected from the company Les Cbleries du Maroc, a leading manufacturer of electrical cables in Africa, this research systematically examines how the implementation of GPEC directly and indirectly influences the optimization of jobs and skills within the organization.The presented results provide valuable insights into the links between GPEC and skills optimization, highlighting the importance of this practice in ensuring effective human capital management within a specific industrial context.Keywords : Optimizing ;jobs ;skills; cable industryIntroduction :In an environment where companies are constantly exposed to market shifts and technological advances, the optimal management of human capital has become an imperative to ensure their competitiveness and sustainability. Stone (2019) highlights this necessity by stressing that companies that succeed in attracting, developing, and retaining top talent enjoy a clear competitive advantage in the global market. This vision is reinforced by Lepak and Shaw (2018), who emphasize the crucial role of human resources in creating value for organizations.From this perspective, our work aims to address the following research question: How does Strategic Workforce Planning (Gestion Prvisionnelle des Emplois et des Comptences GPEC) influence the optimization of human capital? Martory (2017) underlines that GPEC is an essential tool for anticipating a companys skill requirements and ensuring the alignment of human resources with its overall strategy. This assertion is shared by many researchers, including Liger-Belair (2016), who stresses the importance of proactive human resource management in addressing the challenges of the economic and social environment.The objective of this study is therefore to explore, through an empirical approach, the impact of GPEC on the optimization of human capital, focusing on a case study conducted at Les Cbleries du Maroc. As a leading company in electrical cable manufacturing in Africa, it provides an ideal framework for studying HR management dynamics in a specific industrial context.In the first part, we will present the results demonstrating the influence of GPEC on skills optimization within Les Cbleries du Maroc.In the second part, we will show how GPEC strategies align and coordinate with organizational objectives.The third part will highlight the importance of communication in raising awareness and engaging employees in the success of GPEC.In the fourth part, we will examine how to measure GPEC effectiveness for long-term impact.Finally, the fifth part will introduce the multiple regression model for optimizing jobs and skills within the GPEC framework.The conclusions of this study stem from a collaboration with Les Cbleries du Maroc, a leading company in electrical cable manufacturing in Africa. The research is based on a single case study combining questionnaires and interviews conducted within the company.Discussions were held with the Human Resources Director and the executive committee, which contributed to the development of a questionnaire distributed to the companys 259 employees. The single case study was conducted based on the 259 responses collected.Within this sample of 259 employees, the gender distribution is 95% men and 5% women. The workforce is relatively older, with 41% of employees aged 50 and above. Most employees have considerable seniority, with more than half having over 10 years of experience. Geographically, the majority of employees are based in Tit Melil (46%), followed by Casablanca (19%), Mohammedia (16%), and Nouacer (4%). Seven retirees work as self-employed contractors, occupying managerial positions. In terms of departmental distribution, production accounts for 71% of the workforce, while other departments are less represented. Regarding socio-professional categories, operators make up the majority (78%), followed by employees (5%), supervisors (4%), managers (5%), and engineers (1%). The age pyramid shows a predominance of employees between 30 and 49 years old, with significant representation of both younger and older staff across different functions.

Copyright © 2025 DLIMI Soumaya. This is an open access article distributed under the Creative Commons Attribution License.