Career path review (EPP): understanding the reform and the new obligations

The professional review is changing. Behind this change of name lies a broader objective: no longer just talking about training, but building genuine follow-up of the employee's career path. Skills, mobility, second half of career, CPF, HR traceability... the EPP is becoming a key milestone for employers and employees alike.

1. What is the career path review?

career path review (EPP), formerly known as the professional review, is a mandatory one-to-one meeting between the employer, or their representative, and each employee. Its purpose is to take stock of the employee's career development prospects: skills, qualifications, mobility, training needs and career plans.

Unlike the annual performance review, which mainly focuses on past performance, the EPP looks to the future. It makes it possible to discuss skills development, long-term employability and the employee's career aspirations. To clearly distinguish between these two exercises, which managers often confuse, read our article professional review vs performance review.

2. Why this reform?

The professional review scheme has been gradually strengthened to address a major HR challenge: supporting employees over the long term, preventing skills obsolescence and making companies accountable for monitoring career paths.

The idea behind the reform: moving from a review sometimes seen as an administrative formality to a genuine tool for managing skills, mobility and second halves of careers.

• 2014: Act of 5 March 2014: creation of the mandatory professional review every 2 years, with a summary review every 6 years.
• 2018: Avenir professionnel Act (Loi Avenir professionnel): adjustment of the scheme and closer alignment with the CPF.
• 2020-2021: Covid-19 crisis: transitional measures and postponements relating to professional review deadlines.
• 2025: Reform of the professional review: the professional review evolves into the career path review (EPP).
• From 1 October 2026: New EPP framework: introduction of more structured follow-up with:
  • a first review within the year following recruitment
  • a periodic review every 4 years
  • a summary review every 8 years
  • a mid-career review
  • an end-of-career review

3. The key changes introduced by the reform

The reform introduces several important changes that HR teams need to build into their organisation.

3.1 A new official name: the career path review

The reform gradually introduces the concept of thecareer path review (EPP), which enriches and develops the professional review as it was previously defined. This change reflects a broader ambition: no longer limiting the discussion to training, but placing it within an overall approach covering career path, skills, mobility, retraining and the second half of the career.

3.2 A more formalised mid-career review

The mid-career review becomes a key moment in the scheme. It should make it possible to anticipate issues relating to the second half of the career, the need to adapt skills and, where applicable, wishes for career development or retraining.

3.3 Closer alignment with the CPF

The EPP must include clear information on the employee's rights under the Personal Training Account (Compte Personnel de Formation). The aim is to help the employee better understand the schemes available to build their career path.

3.4 Stronger traceability

Review reports must be formalised, kept and easy to retrieve. This traceability is essential to protect the company in the event of an inspection or a dispute.

3.5 Financial penalties to anticipate

Failure to comply with the obligations can have financial consequences, in particular a corrective top-up of the CPF when the legal conditions are met.

4. The different mandatory reviews

The reform of the career path review introduces several key meetings throughout the employee's career.

The reform of the career path review distinguishes between several meetings, each with a specific objective. The EPP is therefore not limited to a one-off review: it supports the employee at different stages of their career, from their arrival in the company through to the preparation of the end of their career.

4.1 EPP: first year

The first-year EPP takes place within the year following recruitment. It makes it possible to set skills development in motion from the very start of the employment relationship.

In particular, this discussion should cover:

• The employee's onboarding: gather their feedback on taking up the position and settling into the company.
• The skills used: identify the skills already in use and those to be developed.
• Support needs: identify needs for training, mentoring or upskilling.
• Career prospects: present the opportunities for development within the company.
• Training schemes: inform the employee about the CPF, accreditation of prior experience (VAE) and the other schemes available.

4.2 EPP: periodic, every 4 years

The periodic EPP is the recurring meeting of the career path. Held every 4 years, it ensures continuous monitoring of skills and career plans.

In particular, this discussion should cover:

• Skills development: analyse the skills acquired since the previous review.
• Training needs: identify the actions needed to maintain employability.
• Career plans: discuss wishes for career development, mobility or retraining.
• Certifications and qualifications: explore opportunities for qualification or certification.
• Development schemes: CPF, VAE, skills assessment (bilan de compétences) or certified training courses.

4.3 EPP: 8-year summary review

The summary review is a review meeting. It allows the employer and the employee to take stock of the actions carried out over several years.

In particular, this discussion should check:

• That the mandatory EPPs have taken place: make sure that the scheduled reviews have actually been held.
• The training completed: trace the training carried out over the period.
• The career progress achieved: identify mobility, promotions or changes of position.
• The certifications obtained: take stock of the qualifications or certifications obtained.
• The consistency of the career path: check that the employee has received genuine support in their career development.

4.4 EPP: mid-career review

The mid-career review is a specific stage of the career path. It aims to anticipate the rest of the employee's career and to support job retention.

In particular, this discussion should cover:

• A review of the skills acquired: identify the know-how developed and transferable skills.
• Training needs: identify the skills to be strengthened to maintain employability.
• Career development wishes: discuss plans for mobility, retraining or internal progression.
• The skills assessment: present this scheme and the funding options.
• The second half of the career: anticipate the adjustments, transitions or changes the employee would like.
• CPF rights: remind the employee of the rights available and the training they can use them for.

4.5 EPP: end-of-career review

The first EPP held in the two years before the employee turns 60 must include a specific section devoted to the end of their career.

In particular, this discussion should cover:

• Job retention: identify the conditions that support continued employment.
• Workstation adjustments: consider adaptations if necessary.
• Phased retirement: present the existing schemes.
• Part-time work for senior employees: explore options for organising working time.
• Passing on skills: prepare the sharing of know-how with the teams.
• End-of-career plans: anticipate the employee's wishes for their final years of work.

5. The employer's obligations

6. Penalties for non-compliance

Failure to comply with EPP obligations can expose the company to financial, legal and HR consequences.

Beyond the financial risk, these failures can also:

• weaken the employer's position in the event of a dispute;
• give the impression of inadequate HR follow-up;
• harm employees' employability;
• erode trust between employees, managers and the HR department.

7. HR best practice for managing your EPPs

7.1 Plan reviews in advance

Avoid launching review campaigns in a rush. Regularly monitoring deadlines makes it possible to anticipate delays, spread the workload over time and give managers better support. The organisational principles are similar to those of a standard annual review campaign: find our practical advice in our article launching annual review campaigns: how to make your campaign a success.

7.2 Train managers to conduct EPPs

The EPP is not an annual performance review. Managers need to adopt a listening approach, focused on the employee's career development wishes, skills and career plans.

7.3 Use a standardised template

A consistent template ensures that the essential topics are covered: skills, training, mobility, CPF, career development wishes and, where applicable, a mid-career section.

7.4 Prepare the employee before the review

Sending a preparation form a few days before the meeting allows the employee to reflect on their expectations, needs and plans. The review then becomes more concrete and more useful.

7.5 Centralise review reports

Documents must be kept in a secure space, easily accessible to authorised people. An HRIS ensures this traceability reliably and over the long term.

8. How Nicoka HRIS supports you

Nicoka HRIS includes a dedicated review management module, designed to simplify the management of EPPs, secure legal obligations and streamline HR follow-up.

10. FAQ: your frequently asked questions about the EPP

11. Conclusion

The reform of the career path review marks a change of approach far more than a simple change of name. By moving from the professional review to the EPP, lawmakers are pushing companies to move away from one-off compliance towards continuous follow-up: a first review in the first year, a periodic meeting every 4 years, a review at 8 years, a mid-career review and an end-of-career review. Each stage of the employee's career path becomes a documented milestone, with its own objectives and its own content.

11.1 Three HR projects to tackle at the same time

11.2 A challenge that goes beyond financial risk

The financial risk of failing to meet these obligations (up to €3,000 in corrective CPF top-up per employee concerned) is only part of the challenge. The real cost of neglected follow-up is measured above all in lost employability, disengaged teams and weakened trust between the company and its employees. Conversely, a well-run EPP becomes a tool for retention and skills planning, as useful to the employee as it is to the company.

12. Sources and references