Location: European University of Flavors and Scents, Forcalquier                                      Date: June 22, 2021

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Moderator: Laurent Mingam, Director of IFOCAP

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Speech by Ingrid Mazzilli, Senior Lecturer in Management Sciences, Aix-Marseille University

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Ingrid Mazzilli:  The Management of Human Resources of the territories is an old story, since the 90s Marcel Marshall had spotted a link between companies and local know-how. We saw the emergence of local skills with know-how. We rediscovered this notion in the 2000s with competitiveness clusters. The link between Human Resources and Territory is made by territorial networks.

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With this notion, companies will open up to their ecosystem by opening up to the outside to meet needs that cannot be resolved internally. They will recruit candidates by developing their territorial brand, they will promote retraining or other. Companies must create a link with communities by supporting initiatives that allow them to develop. Communities are more and more dedicated to partnering with private actors.

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Laurent Mingam:  What are these territorial competences and what are their interests?

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IM:  The notion of competence is individual, it is a combination of resources to carry out an action. Then over time, looking at larger scales, the notion of collective competence appears. It is the grouping of individuals, for example a company. And little by little, by the multiplication of networks, we have been led to evoke the notion of territorial competence. It was initially thought that the territory lived by the exploitation of natural resources. But with the advent of the modern economy, we realized that today the dynamics of territory are quite different. Two approaches coexist to define territorial jurisdiction. The first by displaying a specialization in a logic of attractiveness. The second approach will address territorial jurisdiction through the capacity of the actors of the territory to cooperate and work together.

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LM:  What are the examples of research today?

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IM:  The regional HRM movement concentrates around forty people, we wondered how to get the actors to collaborate. Today there is the question of tools, of the results of territorial projects, it is necessary to evaluate the contributions of the projects, and not only quantitatively. By going beyond that, we can identify the contributions and externalities created. The links between HRM, CSR and Sustainable Development must be targeted.

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Alexandre Ginoyer:  In the territories, it is the individuals who gain skills through daily experiences and lived experience. What have you discovered during your experience? Who is at the origin of the territorial projects?

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IM:  All these territories are different, so it is difficult to answer the question of who is at the initiative of the projects. A project born of interactions and existing networks, with some that are by third parties or by public authorities.

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Brigitte Gehin:  What is your point of view on the training courses in the territories?

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IM:  The training course for young people is part of the GPECT projects (Forecast Management of Jobs and Territorial Skills). We need to develop skills with young people and for that we have to get closer to high schools.

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LM:  Does your analysis have territorial scales on which it is more relevant?

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IM:  I could not answer because the question of territorial scales is difficult to define. Depending on each pole of observations, we have different boundaries.

Speech by Xavier Lemonde, Director of the European University of Flavors and Scents, Forcalquier

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Xavier Lemonde:  The university is a 1901 law association created by business leaders with a visionary who was a native of the country and business leader of a distillery. A convent was bought to make it a space to enhance scents and flavors. There is a concern to create a network and this place was the seat of a master's sensory analysis.

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LM:  For the University of Flavors, what is the territorial anchoring? What is the link between this territory and this university?

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XL:  The link is in the investment in the creation of the museum, thematic of the history of aromatic plants, early 1800 until today. The university by these actions is anchored in the territory by being the guarantor of the heritage of the territory. Companies are also investing in our project because it makes sense with the territory and thus develops tourism.

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LM:  What skills does the UESS use to support the territory?

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XL:  We are a team of 5 employees and seasonal workers in the store and museum section with a variety of professions. We will rather be in a role of territorial animation with a connection between actors by renewing certain partnerships with competitiveness clusters such as the one based in Avignon. We are on the animation of the network and on an innovation component. From there, the notion of sector reappears and we arrive in a role of support for companies who want to improve their sourcing (supply of local products). The UESS is a meeting place for companies that may see an interest in getting together. We are straddling professional and societal issues, we call on external sources such as CNRS researchers.

Giang Pham: How do you see the UESS in the territorial HRM orientation?

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XL:  We are in a territory with strong employment problems, and with needs that are not necessarily met within companies. On CSR issues, I would like the reflection to be shared with all the players in the area. In our territory, there is no culture of mutualisation.

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GP:  A real point of innovation is created when space is not neutral in a competence approach. A skill cannot be deployed in the same way throughout France in an identical manner. Innovation is a lever on which the actors can improve the challenges of human capital (human skills), social and territorial capital. Combining skills with the territory opens up interesting and little exploited fields of work.

Jean-François Olivier: What are the training needs in the face of changes in the territory and the environmental transition?

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XL:  In the territory of Forcalquier there is active research, for example on extraction, which produces a lot of CO2. We are trying new principles to reduce these emissions, such as microwave or ultrasound extraction. New training needs can be found in innovations.

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LM:  There is the question of research to adapt, and there are human skills to support all these changes. Soft-skills are particularly important to consider in the equation.

In conclusion

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Alexandre Ginoyer, President of the World Committee for Lifelong Learning

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What is interesting in the territorial GPEC is the matching of the needs of the territory with an anticipation of these needs, there is a population of people without jobs or who are not well in their work.

Brigitte Gehin, Project Manager, Development Pole, National Union of Rural Family Homes

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We need to be aware of who we are and what our strengths are. In the MFR have believed in training with interactions with the environment.

René Caspar, Consultant on Learning Territories

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The problem is to find alibis to make the actors work together. Most of the time, collaboration takes place for territorial diagnostics or training mechanisms. The populations must enter into development when they decide to do so, but also on what theme. This often goes through a charismatic leader who has the will to create a territory project, for example. For about thirty years, we have moved from a logic of collaboration between training, employment, and business, to a logic where today we link training, activity, and territory.