在法国公共服务中发展具有弹性的人力资源职能：应对数字、生态和管理变革

Developing aResilient HR FunctionintheFrench Public Service Addressing Digital, Ecological andManagerial Change Developing a Resilient HRFunction in the French ADDRESSING DIGITAL, ECOLOGICAL This work was approved and declassified by the OECD Public Governance Committee on 27 March 2026. This document was produced with the financial assistance of the European Union. The views expressed herein can in This document, as well as any data and map included herein, are without prejudice to the status of or sovereignty overany territory, to the delimitation of international frontiers and boundaries and to the name of any territory, city or area. The statistical data for Israel are supplied by and under the responsibility of the relevant Israeli authorities. The use ofsuch data by the OECD is without prejudice to the status of the Golan Heights, East Jerusalem and Israeli settlements in Please cite this publication as: OECD (2026),Developing a Resilient HR Function in the French Public Service: Addressing Digital, Ecological and ManagerialChange, OECD Public Governance Reviews, OECD Publishing, Paris, https://doi.org/10.1787/a6bf832b-en. ISBN 978-92-64-97259-9 (print)ISBN 978-92-64-92426-0 (PDF)ISBN 978-92-64-80774-7 (HTML) OECD Public Governance ReviewsISSN 2219-0406 (print)ISSN 2219-0414 (online) Photo credits:Cover © Wipspict/Shutterstock.com. Corrigenda to OECD publications may be found at: https://www.oecd.org/en/publications/support/corrigenda.html.© OECD 2026 Attribution 4.0 International (CC BY 4.0) This work is made available under the Creative Commons Attribution 4.0 International licence. By using this work, you accept to be bound by the terms of this licence(https://creativecommons.org/licenses/by/4.0/). Attribution– you must cite the work. Translations– you must cite the original work, identify changes to the original and add the following text:In the event of any discrepancy between the original work and thetranslation, only the text of the original work should be considered valid.Adaptations– you must cite the original work and add the following text:This is an adaptation of an original work by the OECD. The opinions expressed and arguments employed inthis adaptation should not be reported as representing the official views of the OECD or of its Member countries. Foreword Several transitions–digital,green and managerial–are reshaping the public service. They aretransforming the nature of work, the skills required of the public workforce, and the way the public serviceoperates. The human resource (HR) function plays a central role in enabling these changes: it is bothaffected by these transitions and responsible for managing their impact across the public service. In this The first section of this report clarifies the scope of the HR function in the French public service andidentifies the tasks most affected by these transitions. The second section analyses how these transitionsare reshaping the public service and its workforce, and reviews the measures and policies adopted in The report was prepared by the OECD Public Governance Directorate (GOV) under the leadership of ElsaPilichowski, Director. It was drafted by François Villeneuve and Dónal Mulligan, Analysts, under thesupervision of Daniel Gerson, Senior Policy Analyst, in GOV’s Public Management and Budgeting Division.Jón Blöndal, Head of Division, provided strategic oversight. Meral Gedik prepared the report for publication.The OECD would like to express its sincere gratitude tothe Directorate General for Administration and the Theprojectwas funded by the European Union via the Technical Support Instrument, and implemented Table of contents 3 Foreword Executive summary 1 The HR function: A diverse set of actors and structures 1.1. What is the HR function?1.2. Heterogenous HR function structures affecting the allocation of HR tasks1.3. HR roles differently affected by major transitionsReferences 991120 2 Three transitions with multipleimpacts on the HR function 2.1. The digital transition: A long-standing and far-reaching transition2.2. The green transition: A transition to be integrated into all policy areas2.3. The managerial transition:A continuously evolving transitionReferences 3 Making the HR function more resilient and forward looking40 3.1. Setting a clear course for future-proof workforce management3.2. Ensuring the HR function has the capabilities it needs3.3. Positioning the HR function as a partner of excellence through co-operationReferences 4 Conclusion60 Annex A. Case studies of public service responses to the three transitions inselected EU Member countries FIGURES Figure1.1. Extent of delegation of human resource management practices in central government lineministries, 2024Figure1.2.The three major transitions in relation to the HRfunctionFigure2.1.Main impacts of each of the three transitions on the HR function INFOGRAPHICS Infographic1.Example of specialised digital job description in Au