Constructing territorial HR Management plans: Analytical framework and translation process methods
Territorial HR Management projects originate from the need for new forms of collaboration between private and public actors at the local level. These new forms of public/private HRM collaborations within a territory need to be analyzed through their complex process of emergence. By examining two models of territorial HRM within France, this paper offers an analytical framework for understanding advanced HRM tools and explores how the subsequent actor-networks are created. Based upon the Actor-Network Theory, the paper highlights three translation process methods which can be deployed to ease the process of creating the necessary actor-networks: the joint ability amongst actors to “re-problematise”, the intensive or extensive nature of “enrolment” and the social acceptability of the relational consequences listed in the management tools products.