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            <title xml:lang="en">Voluntary contributions to employees’ personal training accounts: a balance between ignorance and strategic use</title>
            <title xml:lang="fr">Les dotations volontaires sur les CPF des salariés, entre méconnaissance et usage stratégique</title>
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                <title xml:lang="en">Voluntary contributions to employees’ personal training accounts: a balance between ignorance and strategic use</title>
                <title xml:lang="fr">Les dotations volontaires sur les CPF des salariés, entre méconnaissance et usage stratégique</title>
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                <term xml:lang="fr">Pratique de GRH</term>
                <term xml:lang="fr">Enquête sur la formation professionnelle continue</term>
                <term xml:lang="fr">Droit individuel à la formation</term>
                <term xml:lang="fr">Formation professionnelle en entreprise</term>
                <term xml:lang="fr">Financement de la formation professionnelle</term>
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                <term xml:lang="fr">Entreprise</term>
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              <p>Since 2020, employers have been able to contribute to their employees’ personal training accounts ‘on a voluntary basis’ to help fund a training project. However, this scheme remains underused as only 2.3% of companies with over ten employees have taken advantage of it. The use of the scheme can be categorised into four types of human resources management, ranging from opportunistic to strategic mobilisation. The obstacles to implementation highlight potential levers for action: providing information, offering support and encouraging co-construction could lead to a win-win agreement for employers and their employees.</p>
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              <p>Depuis 2020, l'employeur peut verser une dotation dite « volontaire » sur le compte personnel de formation de ses salariés afin de cofinancer un projet de formation. Cependant, ce dispositif reste globalement très peu utilisé : seules 2,3 % des entreprises de plus de dix salariés y ont recouru. Son usage répond à quatre types de gestion des ressources humaines, entre logique d'opportunité et mobilisation stratégique. Les freins au déploiement du dispositif indiquent de potentiels leviers d'action : information, accompagnement et coconstruction promettent à l'employeur et au salarié un accord gagnant-gagnant.</p>
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