HR & Digital
In the era of “digital native” and the dematerialization of all procedures, the HR function must be pioneering and agile, fast and flexible.
Everything is moving very quickly in terms of analysis and decision-making and HR functions are at the same time the facilitators, the “enablers” and the first-class consumers in this dynamic of generalized digital transformation.
“Each of us can become smarter with this technology…and increasing people’s capabilities is the secret to this technological progress.” Eric Schmidt, Executive Chairman Google
The role of HR is broken down into 5 major areas in the context of digitalization
– The “Organization” axis
– The “Talent Acquisition” axis
– The “Employer Brand” axis
– The “Training and upgrading of the team” axis
– The “Change management within the framework of digital transformation” axis
The “Organization” axis
Companies must break down organizational barriers and remove silos that prevent collaboration and the implementation of all the intelligence of the company. Collective intelligence, when deployed and facilitated, makes it possible to achieve exceptional levels of performance.
Digital technology facilitates the sharing of ideas and the creation of spaces for exchange and collaboration. This creates links, allows for better circulation of information, provides greater responsiveness to requests and needs, as well as enhancement of the company's different talents.
It is also easier for the company's various decision-makers to feel the pulse of the teams and to gauge the state of mind of employees thanks to collaborative platforms. If employees are active and contribute regularly, react quickly to requests and different requests, then they are engaged. Otherwise, the HR department must find a way to understand the reasons for the lack of interest in company life.
We flatten the hierarchy by implementing collaborative solutions accessible to all. We are thus implementing new methods for detecting talent and establishing direct communication channels between the layers of the organization. The decompartmentalization is both vertical and horizontal. The different functions of the company communicate much more quickly and accelerate decision-making, thus allowing more fluidity in processes and a much faster go to market.
The “Talent Acquisition” axis
In the era of “peer to peer”, disintermediation and the emergence of new sourcing channels, recruiters must reinvent their talent acquisition process and now rely on new methods to attract and target talent. best talents. Social networks, recommendation tools and the implementation of co-optation solutions are becoming essential.
In the same way that the company must analyze and understand customer data in order to segment them, target them and send them the offer best suited to their profiles and their history, it must also use acquisition methods of Talents adapted in order to reduce delays and increase efficiency. This will also allow them to give the image of an innovative and modern company.
The “Employer Brand” axis
To attract the best profiles and retain the best talents who are increasingly difficult to reach and retain, the company must enjoy a reputation and an image that meets their expectations (without ever overselling to avoid disappointment and “high expectations”).
Competition is tough and brands are deploying increasing resources to enjoy a special image. They must be innovative, creative and inventive in seeking the best possible position among young people, “millennials” and others. They must manage their communication on networks, manage their reputation, what is said about them on rating platforms and on the Internet.
They must put in place policies that give meaning to the daily work and efforts of employees. Young people are not only interested in remuneration or learning a profession, but want to understand the purpose, to give meaning.
Reasons why Corporate Social Responsibility must be implemented with rigor and great attention. Digital technology allows us to go much faster in the deployment of the brand's various CSR programs and the communication around them in order to strengthen the Employer Brand.
The “Training and upgrading” axis
Digital technology and artificial intelligence affect all of the organization’s professions and functions. Some will disappear, others will transform slightly and some will change radically.
HR functions must support the company's employees in this change. They must manage change, anticipate needs, put in place the necessary means for effective skills development, create an environment favorable to learning and provide the possibility of retraining certain profiles quickly.
An environment where the corporate culture allows and encourages the transmission of knowledge, the circulation and capitalization of knowledge is therefore necessary. With this in mind, the adoption of e-learning platforms, the encouragement of the use of “Mooc”, in particular by financing their costs and by offering mixed courses (face-to-face and distance learning) represent very important levers in updating various employees on the new subjects, professions and challenges of today and tomorrow.
The “Change Management” axis
The most strategic and important part of the digital transformation of the company is the aspect Humain. If the men and women of the company do not join, do not contribute, do not implement all means to make the company succeed in this major evolution, it is unlikely that it will be successful.
However, HR is at the heart of what is most strategic for the company, its most valuable asset: human capital. This is why HR is key to the success of the digital transformation of the company, without which the latter can find itself disrupted, in great difficulty and even disappear.
We must therefore give HR the means to fully play their role in the implementation of the digital strategy, in the dissemination of a new corporate culture and in the implementation of a new, more agile and more innovative approach. in the management of people and processes. They must be given complete leadership in the management of this structuring stage and which requires flexibility, tolerance (accepting risk-taking and the failures that go with it) and a perspective characteristic of the function, allowing them to find the right dosage in the rhythm and speed of change.
HR departments and HR functions are the most impacted and above all the most impactful in the digital transformation of companies. The more they are able to take advantage of new tools and platforms, the more they will be able to provide value and create the conditions necessary for a quality “employee” experience. Furthermore, the more they are involved in the digitalization implementation strategy, the greater will be the ownership and adoption of all stakeholders in the interest of all.
