Dans les rouages de la GPEC territoriale : surmonter les tensions pour élaborer une stratégie collaborative

As part of the "future of Human Resources Management (HRM)" (Boudreau and Ziskin, 2011), organizations have been called upon for several years to open up to external actors in order to better meet their needs, but also the needs of their local region. This logic of collaboration has gradually spread through HR Management and has given rise to a number of initiatives in the field of HR Management and Regional Jobs and Skills Planning (abbreviated in French to "GPECT" - Gestion Prévisionnelle des Emplois et des Compétences Territoriale). These initiatives are now considered as a form of "cross-sector collaboration". Previous studies have highlighted the challenges and difficulties in setting them up. This article proposes to continue this line of thinking by specifically investigating the tensions encountered during the elaboration of a collaborative strategy as part of a « GPECT » initiative. The case study of the West Provence Employment Centre (« Maison de l'Emploi Ouest Provence ») highlights the roll out of a « GPECT » initiative within the transport and logistics sector. It reveals the varying tensions experienced during the process: some arising from the collaborative work itself or relating specifically to the « GPECT », others from how the initiative was led or, more precisely, to the number of different partners involved. This study also highlights the work done by the project leaders to overcome such tension and strike a balance between the various partners. During the development of the collaborative strategy, several methods for resolving tension were brought into play at different times and those selected depended on the type of tension experienced at particular times.