Which GEPP tools should be implemented, and how should they be developed?

At an industrial site, the GEPP tools These often already exist in piecemeal form: an organizational chart, job descriptions, a cross-functional skills matrix for each team leader, and a backlog of performance reviews. The task is to link them together so that a skill assessed on the shop floor can inform the training plan and mobility decisions.

For each of the seven tools in the PPIM, we explain what it should contain and how to build it from these files.

The 7 GEPP Tools at a Glance

The seven tools in the table reflect the GPEC tools employment histories, supplemented by internal mobility and career path tracking. This «career paths» section was incorporated into the Labor Code by the Rebsamen Act of August 17, 2015. The organizational chart and job descriptions provide the raw data—namely, job titles and reporting lines.

Tool	The question he is answering	Who keeps it up to date?	What it powers
Skills repository	What skills are required for each position, and at what level?	HR and workshop managers	Matrix, job descriptions, performance evaluations
Job Mapping	How many people per job, and who will leave within five years?	HR	Selection of Priority Positions, Hiring
Skills matrix	Who is eligible for which position today, including security clearances?	Team Leaders	Scheduling, training plan, audits
Career Path Interview	What does each employee hope for in the next phase of their career?	Managers, along with HR	Internal mobility, training plan
Skills Development Plan	What training programs should we launch, for whom, and when?	HR and Production	Updating Levels in the Matrix
Internal Mobility Pathways	What positions can each person advance to, and by how much?	HR	Training Plan, Hiring
GEPP Dashboard	Does this approach reduce risks in critical positions?	Human Resources and Site Management	Decisions by the Executive Committee

The matrix plays a central role: it reuses the reference framework, is used for daily assignments, and its variances feed into the training plan, the skill bridges, and the dashboard.

How Data Flows Between the Seven Tools

Each arrow indicates the data that one tool transmits to the next.

How do you develop each GEPP tool?

The examples come from production facilities, where these tools influence a daily decision: to assign only evaluated and authorized operators to a workstation.

1. The Competency Framework

Visit skills repository For each position, it lists the expected skills and the required level of proficiency. In production, it breaks things down to the specific task: «line operation» at a packaging station consists of startup, format change, first-piece inspection, and restarting after a brief stoppage.

When it comes to skill levels, many factories use the ILUO scale from the Toyota production system, rated from 1 to 4: I for an operator in training, L for one who works the station independently at the expected quality level, U for one who also handles startup and common issues, and O for one who can train others.

The Four-Level ILUO Scale

Each level adds a line, until the trainer's square is complete. An operator is considered independent starting at level 2.

I · Level 1

In training, under supervision

L · Level 2

Performs the job independently to the expected standard

Autonomy Threshold

U · Level 3

Also handles startup and common issues

O · Level 4

Can train a coworker

Develop it based on existing work instructions and operating procedures, starting with the workstations whose absence would shut down a production line. Write each competency using an observable action verb («adjust the press during a format change») and have a team leader and an O-level operator review the list.

A competency framework rolled out site-wide all at once becomes outdated before it has even been put to use. Start by describing a pilot workshop—selected based on job mapping—and then add one workshop per quarter by reusing shared competencies.

2. Job Mapping and the Age Pyramid

Job mapping, the first level of the skills mapping, lists the jobs at the site, their headcounts, and related job categories. When cross-referenced with the age pyramid, it shows where departures will be concentrated.

The Study Jobs in 2030 A study by France Stratégie and Dares estimates that 760,000 jobs will need to be filled each year in France between now and 2030, including 90 % to replace employees retiring at the end of their careers. A significant portion of your hiring needs for the coming years is therefore already reflected in your current workforce.

Job Openings in France Each Year Through 2030

Breakdown between replacements for employees retiring at the end of their careers and net job creation.

90 % replace employees who are retiring

10 % come from net job creation

You can calculate your own starting pay on a per-job basis using the module below.

All it takes is an export from the HRIS or payroll system to create it: job title, department, date of birth, start date, and contract type. A pivot table organized by job title and age group highlights the jobs where departures tend to occur within five years.

Read the results job by job, because an average age of 41 might mask a workshop where four out of six welders will be leaving within five years. This workshop moves to the top of the list, and its matrix will be the first to be filled out.

3. The Competency Matrix

The skills matrix It cross-references people (in rows) with the positions or skills in the reference framework (in columns), with one level per cell. It answers the question every team leader asks themselves each morning: Who can fill this position today? If we had to keep just one tool up to date, we would choose this one, which is used for assigning tasks, providing training, and responding to auditors.

It also highlights the skills held by a single person, whose absence alone is enough to bring a position to a standstill. In our study of 108 industrial sites (August 2025 to August 2026), 97 % sites had at least one such position. The most widely used guideline comes from Toyota with the «3/1/3» rule: three trained people per position, three positions mastered by each person.

Add a column for each certification (CACES, electrical certification, working at heights) along with its expiration date. The ISO 9001 standard requires documented evidence of competence (§ 7.2), and an expired certification renders the assignment noncompliant, which is why it is important to conduct the authorization tracking in the matrix itself.

In Excel, a drop-down list with 1 to 4 options per cell and conditional formatting are all you need to get started. The formula =COUNTIF(C2:C40, ">=2") counts the number of independent workers in a position, and a second rule highlights in orange the authorizations that expire within 30 days. Finally, add a date to each evaluation to identify the levels that haven't been reviewed in over a year.

What does a usable matrix look like?

Fictitious example of a packaging line, with ILUO levels 1 through 4 and two authorizations with expiration dates.

Operator	Getting Started	Format Change	First-Piece Inspection	Restart After a Micro-Shutdown	CACES R489	Electrical Certification
Karim	4	3	4	2	Valid	Valid
Sophie	3	2	3	1	Expires in 21 days	Valid
Nadia	2	1	3	1	Valid	Expires in 12 days
Thomas	1	1	2	0	Not required	Valid
Julie	2	1	2	1	Expired	Not required
Independent Individuals	4	2 below the target	5	1 sole owner	1 to be renewed 1 expired	1 to be renewed

4. The Career Path Interview

Since the law of October 24, 2025, the professional review has been called a career path review. It takes place within one year of hiring and then every four years, with a summary assessment every eight years (Article L6315-1 of the Labor Code).

Collective agreements that specified a different frequency will be brought into line with this schedule as of October 1, 2026. If your template was created before 2025, it likely still reflects the two-year cycle, as do many online templates: be sure to update it before the next campaign.

The policies governing your GEPP tools

Interviews, training plans, and AFEST: Key dates to know before creating your schedules.

1. March 5, 2014

   Job Interview

   Law No. 2014-288 establishes a professional review to be conducted every two years, with a summary assessment every six years.

2. August 17, 2015

   Career Paths

   The Rebsamen Act makes the management of jobs and career paths a mandatory topic of collective bargaining, effective January 1, 2016.

3. September 5, 2018

   Skills Development Plan

   The Professional Future Act replaces the training plan with the skills development plan, effective January 1, 2019.

4. December 28, 2018

   AFEST

   A decree defines on-the-job training and its four requirements.

5. October 24, 2025

   Career Path Interview

   Law No. 2025-989 stipulates that the first review must take place within one year of hiring, followed by reviews every four years, with a comprehensive assessment every eight years.

6. January 21, 2026

   Corrective Matching Contribution

   The Court of Cassation clarifies that the €3,000 in the CPF requires that there be no combination of interviews and non-mandatory training.

7. October 1, 2026 DUE DATE

   Collective Bargaining Agreements

   Agreements that specified a different maintenance schedule will be brought into line with the new system.

For companies with 50 or more employees, an employee who is deprived of both performance reviews and any non-mandatory training during the period is entitled to a corrective contribution of €3,000 to their CPF. On January 21, 2026 (Appeal No. 24-12.972), the Court of Cassation clarified that both violations must occur simultaneously.

In the GEPP, the interview captures what the matrix does not show: career development goals, expressed training needs, and use of the personal training account. The annual performance review, which focuses on the year’s objectives, can be held on the same day using a different format. Pre-fill the career path form using the information from the matrix (positions held, levels, authorizations, training completed) so that the discussion is based on shared facts and training requests are already linked to a specific position.

5. The Skills Development Plan

Visit training plan has been called the “skills development plan” since January 1, 2019 (the “Professional Future” Act of September 5, 2018). In a GEPP, it translates the gaps identified in the matrix into specific, time-bound actions: who trains whom, for which position, when, and at what cost.

Start with the critical positions that fall short of their coverage targets and make a list of the individuals who need to be promoted to the next level. For each person, choose the appropriate method: on-the-job training by a Level O operator, mentoring, or an external organization for regulatory certifications.

On-the-job training counts as a training activity if it follows the AFEST framework established by the Decree of December 28, 2018 : preliminary analysis of the activity, designated instructor, reflective sessions outside of production, and assessment of learning outcomes.

Informal mentoring teaches the skill but leaves no record that can be used with the Opco or the auditor.

At the factory, the schedule depends primarily on the availability of the teams. Schedule the sessions during lulls in the production schedule, set aside time for the in-house trainer within that same schedule, and update the matrix with the new level as soon as it is approved for the position.

6. Internal Mobility Pathways

Internal mobility is supported by career transition profiles, which list the most closely related current positions and the skills that still need to be acquired for a target position. The mapping tool identifies related occupations, and the matrix quantifies the skill gap on an individual basis.

For example, a packaging operator shares responsibilities with a production line operator regarding hygiene, quality control, and workplace safety. The operator is still responsible for machine setup, format changes, and first-level troubleshooting—three skills to include in his or her development plan.

Example of a Gateway Data Sheet

Packaging agent → Line Driver

Already acquired

HygieneQuality controlWorkplace Safety

Available for purchase

AdjustmentFormat ChangeFirst-Level Troubleshooting

Difference: 3 skills, to be included in each candidate's development plan.

First, identify the pathways to the jobs that the age pyramid indicates are in high demand, and present them during career development interviews. The annual team review (people review) is used to approve candidates and finalize the timeline for their replacement.

7. The GEPP Dashboard

The dashboard brings together several metrics from the previous tools, which are reviewed each month on a workshop-by-workshop basis. At a production site, we recommend starting with these five:

• The coverage rate for critical positions measures the proportion of positions filled by at least three qualified individuals.
• Visit versatility rate indicates the percentage of operators who meet all the requirements for at least two positions.
• The percentage of valid authorizations shows what the site can present during an audit.
• The percentage of critical positions that will be vacated within five years indicates which training programs to initiate.
• The time to competency measures the time between starting a new position and becoming self-sufficient.

Set the target for each metric based on your site’s historical data, then present the table to the executive committee each quarter, with an expected decision for each metric that falls outside the target range. The formulas and action thresholds are detailed in our guide to GEPP indicators.

The order of setup at a site

Start with the map—it's the quickest tool to create, since it identifies the workshop and workstations on which to focus all other efforts.

Implement the seven tools, step by step

Each phase builds on the deliverables from the previous one, starting with a pilot workshop before scaling up.

1. 1Map

   HRIS export, age distribution, and selection of a pilot workshop.

   Deliverable: list of critical positions

2. 2Describe

   List of critical positions in the workshop, including ILUO levels.

   Deliverable: Expected Skills and Levels

3. 3Evaluate

   Matrix completed on the job, including authorizations and deadlines.

   Deliverable: staffing for each position

4. 4Train

   Training plan derived from measured variances.

   Deliverable: scheduled and budgeted actions

5. 5Exchange

   Pre-filled interviews and initial bridge forms.

   Deliverable: preferences related to a position

6. 6Drive

   Monthly dashboard, followed by a workshop-by-workshop rollout.

   Deliverable: quarterly decisions

A training plan launched before the framework and matrix are in place is based on stated needs. If yours is already underway, compare it to the matrix as soon as it is completed so you can reallocate the budget to address the actual gaps identified.

Excel or MRP software—when should you switch?

This entire process can be started in Excel as long as it involves a pilot workshop led by a single person, and our Excel skills matrix template "Free" already links skills, key positions, and versatility goals.

The file reaches its limits in four situations, which often come up in help requests on Excel forums. Check the ones you're already experiencing.

A GEPP software It then brings together the reference framework, matrix, training courses, and interviews all related to the same data, along with a history and due date alerts. Our guide to choosing a GPEC software outlines the comparison criteria.

Where should I start this week?

Request an export of the workforce data by position and date of birth, identify the department where departures and rare skills are concentrated, and then list its critical positions. Within this scope alone, a brief reference guide and a matrix filled out for each position are already sufficient to determine an assignment and prepare for an audit.

The other four tools are integrated with this data, in line with each site's pace. Mercateam supports this framework across more than 300 industrial sites, with the matrix, training sessions, and interviews all consolidated on a single platform.