HR
The start of it is a great chance to assess the situation and set up another activity plan! A top to bottom work on the HR system is a fascinating beginning stage. The last option alludes to the existence pattern of the worker inside the organization: from enlistment to takeoff. It likewise offers a medium-term vision of the essential headings to follow to get the most ideal blend of its HR by advancing the maintenance and improvement of ability. Today, this 360° perspective on the different key cycles can be a genuine switch for development! How to fabricate your HR methodology in an important manner? What practices are fundamental for its arrangement? Here are our few support points for making a successful and business-situated procedure.
HR and business strategies: the perfect equation
The HR policy brings together the main orientations of the company in terms of human resources management which contribute to the success of the general strategy of the company. Thus, the golden rule in the design of an HR strategy is its alignment with the major business challenges. The first step is to analyze the business decisions (and their impacts) to come: development of sectors, new businesses targeted, external development, possible takeover or reorganization. Once these are defined, the resulting HR actions must be identified: recruitment plan, paying international employees, mobility, GPEC, training in new strategic professions, demographic challenge, etc. Coordinating these actions creates a solid strategy. But for that, author and HR expert insists on one point: the HRD must take on the role of “Strategic Positioner”. Co-author of the company’s strategy, he is proactive and must find the right organization to deploy it.
HR strategy: co-construct to better deploy
For this, two levers seem relevant. First, invest in a new management style to manage fragmented teams in a complex environment. According to experts, leaders “can no longer hope to increase their performance without considering corporate values, because mission and margin, profit and principle, success and responsibility are now linked”. Concretely? You have to manage through trust, transparency and listening. New leadership needs to be infused through effective training strategies and tools: eLearning, training software, learning expedition… These changes cannot work without the implementation of HR tools capable of supporting the new work organization. For example: offices that offer augmented reality or IOTs to increase the quality of work and relationships or even feedback tools to strengthen exchanges and transparency.
Digitization: essential for managing your HR strategy!
HR tools are necessary for an effective and rigorous deployment of the HR strategy. Why ? Digitization optimizes key processes, for example, it promotes the consolidation of HR data necessary for decision-making. Or, it monitors recruitments (how much recruitment have been made, the transformation of applications into hires, response time, onboarding, etc.).
Similarly, HRIS software:
Reduce the very complex management of training (organization, administrative management, needs analysis, online catalog, etc.);
Orchestrate the annual interviews;
Provide optimized personnel management (simplification of administrative procedures, faster and more fluid exchanges, employee surveys, simplified onboarding, etc.).
In addition, the real-time reports on data and analysis offered by HR software allow shared and transparent management. The HR KPIs are accessible and disseminated to the CODIR (or any other identified person) which gives a clear view of the progress of the projects.
