Looking for 2.0 manager to succeed in digital transformation by Verlaine DJENI

27 Juillet 2018

In its study entitled, The 10 crucial issues for France by 2022, the consulting firm, Mc Kinsey listed the seven factors of success of the digital transformation. Because the growth field in the digital world is real, according to Mc Kinsey, between 245 and 390 billion euros could be added to the national wealth by 2025 :

- Have a vision of ambition

- Start thinking through customer needs

- Acquire new skills

- Protect digital talent

- Insuffle a culture of test & learn

- Accelerate decision-making

- Track the economic impact

But for me, the most important factor is the manager's role in supporting the transformation. Digitalisation is based on a culture and methodologies that are put in place. Digital transformation challenges everything.

The first concerned by the transformation are the managers, they are at the heart of the challenges of transformation since the arrival of digital technologies. Managers are victims of an excessively rigid organization of work that locks employees into specialities with which they must juggleon a daily basis. They must create another way of working together in the face of uncertainty.

Manager 2.0 must mobilize the collaborative capacity of a team, and engage it in a collective adventure. Indeed, transformations of work modes (project mode, agile mode, lean, non-hierarchical leader, coworking) require more and more managers to juggle, in addition to the role of hierarchical leader, in addition a leadership role communicating a vision, with a role of facilitator and team coach. But this role, perhaps the most technical, requires a posture and tools that work.

Agility remains the only way for the manager to succeed in digital transformation.

10 enjeux cruciaux pour la France à l'horizon 2022

Entrée en vigueur du Brexit, échéances électorales nationales, divergence des trajectoires de croissance au sein de l’Europe... Au cours des cinq prochaines années, la France s’engage dans une période charnière qu’elle ne saurait aborder sans avoir réduit plusieurs fragilités ou déséquilibres structurels de son économie.

https://www.mckinsey.com/fr/our-insights/10-enjeux-cruciaux-pour-la-france-a-lhorizon-2022

Looking for 2.0 manager to succeed in digital transformation by Verlaine DJENI

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L'ÉVOLUTION DE LA FONCTION RH VUE À TRAVERS 10 ANS D'OFFRES D’EMPLOI

Cette enquête a été présentée à l’occasion de l’évènement national RH 7.0, célébrant la création de l’ANDRH en 1947. Elle met en évidence d’importantes évolutions de la fonction RH.

Sur le marché, la majorité des offres d’emploi portant sur la fonction RH est en CDI, un pourcentage en baisse de 4 points sur la période étudiée.

La répartition géographique a quant à elle peu évolué, les offres étant essentiellement concentrées en Ile-de-France. Côté profils, si la fonction recrute principalement des cadres expérimentés, elle s’ouvre davantage aux débutants et reste très féminine (8 cadres RH sur 10 sont des femmes)... sauf pour les postes de direction RH, qui ne sont occupées par des femmes qu'à 65%. Enfin, 6 cadres RH sur 10 exercent dans le secteur des services.

Une fonction qui se recentre

Le contenu de la fonction évolue vers des fonctions d’encadrement et une forte participation à la stratégie de l’entreprise. Les fonctions DRH et RRH prennent davantage part aux comités de direction et sont souvent rattachés à la direction générale. Les experts en rémunération et avantages sociauxcontribuent également au développement de la dimension stratégique de la fonction, liant performance économique et performance sociale.

L’étude révèle la forte progression de la notion d’« accompagnement » de la fonction (+ 20 points), un recentrage sur l’humain et une volonté d’accentuer la proximité avec les collaborateurs, passés du statut « d’administrés » à celui de « clients internes ».

Par ailleurs, si la notion de responsabilité est au cœur de la fonction RH, elle s’exerce différemment en 2015, sur un mode participatif, à dimension plus collaborative.

Entre RH "business partner" et externalisation

Le travail en équipe progresse, le fonctionnement en « mode projet » et l’esprit d’équipe sont des compétences davantage exigées, faisant du RH un véritable business partner. Plus proche des opérationnels et des managers, le RH joue un rôle clé pour les accompagner, afin de répondre aux nouvelles attentes des clients comme des salariés, et aux enjeux de la transformation numérique, cette dernière générant un environnement de travail plus complexe…

De fait, les compétences s’élargissent avec une progression des soft skills et la pratique de l’anglais, qui devient incontournable. Ceci traduit un aspect plus collaboratif des métiers RH où l’on recherche des qualités telles que le sens du service client, la flexibilité, la faculté d’adaptation… Autre tendance, l’externalisation de certaines missions, liée à l’augmentation du poids des intermédiaires sur le marché du recrutement (qui passe de 18 % à 24 %) et des pratiques d’externalisation de la paie.

Des méthodes de travail évoluent

L’influence de la digitalisation produit des effets sur les techniques de recrutement et de sourcing. Le reporting se développe dans tous les métiers RH et l’évolution du contexte juridique oblige les RH à actualiser leurs connaissances en permanence.

Par ailleurs, les métiers relatifs à la responsabilité sociale des entreprises, à la qualité de vie au travail, la santé, la sécurité au travail, à la diversité, au handicap sont généralement pris en charge par des cadres RH, souvent sous la forme de projets complémentaires à gérer, dans le cadre de l’élargissement de leur portefeuille de missions.

Une variété des missions qui ne se traduit pas forcément dans les intitulé des offres d'emploi publiées par l'APEC : les métiers de l’administration du personnel et de la paie restent ceux pour lesquels les entreprises diffusent le plus d’offres.

Frédérique Guénot

Power up: Steps to succeed with HR digital transformation

Sunil Hans, Director at Adeptia, Inc discusses steps for ensuring lasting success with HR digital transformation initiatives

The business benefits of Human Resource (HR) digital transformation are quite clear. It can upend HR operations in ways we have never seen before. However, adjusting to this change is not easy and HR teams face a rebellion of employees struggling to operationalize digital technologies. Here in this blog, we will cover steps to succeed with HR digital transformation.

What is HR digital transformation?

HR digital transformation is more than implementation of self-service platforms and technologies for HR. It carries the potential of a new discourse about HR operations. It provides new ways for streamlining HR tasks like employee learning, training, and performance: leading to better employee engagement, innovation, and motivation.

The biggest myth associated with HR digital transformation is that it is only about implementing digital operations and automation. However, technology is just a part of the entire process which involves moving towards a digital culture. HR digital transformation involves fostering new ways of working, closing knowledge gaps, increasing engagement, and solving business problems.

Why enterprises need HR digital transformation?

The scope of HR digital transformation is fascinating, and it can help enterprises in achieving overarching business benefits. Enterprises can establish an environment that enables productivity, collaboration engagement, revenue efficiency, and wellness.

Best practices for HR digital transformation

The path to success with HR digital transformation is complex and not straightforward. Enterprises haphazardly deploying digital technologies are facing setbacks. Adjusting HR practices to a new world requires a lot of restructuring and groundwork.

Strategic planning: Develop deep level technical know-how to make the change feasible and frictionless. HR digital transformation is not replacing an outdated technology with the new one. Framing a multi-year strategy around cloud enterprise resource planning (ERP) frameworks, applications, and tools can reduce disruption to HR operations. Teams operating in silos or rigid world can fail to leverage the technologies effectively.

Transformation is not a once and done matter. Enterprises should develop a comprehensive use case to get buy-in and budget approval from the business leaders. Detailed project planning for change management phases, comprehensive communication, testing, and training can help teams in eliminating business reducing errors. Teams should also conduct due diligence for validating the plan from time to time.

Digital transformation Team: Set up a core team for kick-starting and executing the digital transformation initiative. The team should be composed of six to nine subject matter experts who can predict the impact of technology on different business areas. HR leaders should ensure that participants in this team are not helicopter participants. Instead, they should be asked to monitor projects on regular basis and keep the organization informed.

Continuous learning: Establish a climate of continuous learning and development in the enterprise. Prepare a calendar for enabling employees to work smoothly with the new age tools.

Skill development is an important aspect of HR digital transformation project. No technology can be harnessed if teams don’t know how to use them. That’s why HR leaders should assess their skills and encourage personal development.

Performance management: Identify key measures and indicators of success and celebrate the success of each milestone. Encourage employees to take on new and innovative projects and reward them for their good work. Recognize professional development and good work at all levels. Engage and incentivize employees to keep their moral high at all times.

Ensure communication: Establish communication framework for greater collaboration across teams. It helps teams in responding faster to breakdowns and issues. Teams can coordinate faster and resolve issues in less period of time. HR teams can coordinate with tech teams and become more agile.

Enterprise IT integration: Prevent islands of automation and multiple sources of truth with enterprise IT integration. Integration is an inherent challenge in any digital transformation initiative. Haphazard adoption of Software as a Service (SaaS) platforms or cloud adoption increases IT complexity in an ecosystem. Enterprise integration can help teams in combining legacy HR business systems with new cloud-based systems. This can help in bringing employee data from any source to the backend of cloud-based systems. From a single place, teams can govern and manage technologies in a hybrid ecosystem. Moreover, processes and technologies can be orchestrated into composable services.

Governance framework: Enable a governance framework to manage change requests related to HR operations. All departments should be looped in to make this happen. Use design thinking methodologies to set up a future-ready IT architecture. It helps in defining user personas and enabling new user experiences. Operations like switching to a new app for recruitment, using Artificial Intelligence (AI) for mentioning job description, sharing payroll data with partners become easy with better governance.

Factoring these best practices can help HR leaders in achieving continued and lasting success from their digital initiatives. HR leaders can become game changers and enable agility across the organization through continuous innovation.

Digital transformation should drive agility

The consumer durables sector has grown phenomenally in the last few years. And what has also changed in this digital era is the customer mindset. Today, customers can compare various prices and products at the click of a button.

At Eureka Forbes, there are two primary channels through which we approach customers – one is through direct sale and the second is the retail sales. With the marketplace also moving to the e-commerce platforms, we have also focused on the e-commerce space by hiring specialized talent to leverage all online marketplaces. This change in the customer mindset and the rise of the online marketplace has necessitated the need for an agile workforce. And the agility that businesses drive is directly correlated to the talent that the company attracts.

From a direct sales standpoint, it is no longer easy for a sales person to knock on a person’s door. One has to have an appointment and depend on data from CRM (customer relationship management) tools to approach new customers through referrals. To enable our direct sales workforce that is roughly 7000 employees spread across India in over 200 towns, we launched the ‘joy of selling’ application to all the employees working on the field. Here are some of the transformative changes that the use of technology has enabled:

Embedding Intelligence: Through the application, each of our direct sales employees is empowered with product knowledge. They also have access to water maps and can suggest whether the customer should buy an RO or a UV water purifier. Apps for service technicians help them see orders placed in real time and in the retail segment, applications are useful to track product sales and secondary sales from the distributors.

Simplified transactions: The use of mobile based applications has simplified the company’s transactions since an auto form is generated on the spot. The customer can then make a payment either through an online transaction or a cheque. Customers can also check for product availability in their vicinity through applications.

Supervision and management: Technology tools like the application are also enabling the company’s employees to leverage on gamified incentive platforms to stay motivated. And the information about sales transactions is automatically populated by the system and is mapped to back-end performance management tools. Access to online training material along with structured certification levels is also accessible to all employees and it is further tied to the back end systems of performance management.

From an engagement standpoint, the company runs ‘climate surveys’ modeled after Gallup’s 12 questions, which is measured every quarter to assess the morale of the employees. The results of this survey are then taken to a ‘people senate’ which is constituted of required to address concerns and take corrective measures.

One of the transformational shifts for Eureka Forbes has been the link between business and HR. At Eureka Forbes, 25 percent of the KRAs of the HR professionals are linked with the net promoter score. And among professionals dedicated to training and development and helping direct sales employees, the retention and productivity of these employees are measured and reviewed thereby ensuring that they have a stake in driving required business results.

Read the digital transformation agendas of other leading companies in our annual "State of HR technology" report here