The Director of Human Resources, this unknowing superhero

Formerly dedicated to the analysis of the past, the HRD now occupies a central place within the management committees. Having become a pioneer of new frontiers, it plays the strategic role of business partner with all business units. Among its other responsibilities: supporting the hybridization of working methods, maintaining employee commitment, and digitizing its function, to give human resources all the value they deserve.

The HRD has long played a descriptive role within the company. He was in the observation of the existing, confining himself to pure reporting. He is now being asked to be in a more prescriptive register. He is positioned as a business partner of General Management and managers. It accompanies both business issues and the implementation of work organizations and innovative managerial systems, guarantees of organizational efficiency and better performance for the entire organization. Within the management committees, the HRD no longer occupies a folding seat. He is now involved in the most important decisions of the company.

In this perspective, the augmented tools at his disposal today allow him to carry out precise hiring simulations, to consider different scenarios of payroll or managerial organization. Taking into account, for example, assignment contracts or the integration of freelance profiles in teams on permanent contracts can enable it to achieve better collective efficiency and greater flexibility, thus contributing to the faster achievement of objectives. The HRD is now helped by solutions with increasingly developed Artificial Intelligence (AI) capabilities. Even if we are only in its infancy, these tools allow the HRD to understand an ever more complex reality and to offer constantly refined analyses. They thus offer perspectives and a level of analysis hitherto unequalled.

Supporting the hybridization of working methods

Another issue to which the HRD must respond: the hybridization of different working methods. The health crisis has in fact greatly changed the habits of employees, who now wish to alternate company presence, teleworking days and, sometimes, work in third places such as coworking spaces. Not to mention flexible hours…

One of the major projects of the HRD concerns the digitization of its function. The entire HR process can indeed be dematerialized and, to a certain extent, automated, from the recruitment phases to payroll, including the employment contract, training and interview management. Automation and dematerialization allow significant gains in efficiency, and it is the entire management of data related to Human Resources that is improved. In this way, employee support becomes more fluid and responsive.

In addition, the HRD must ensure the commitment of employees, a clever mix of motivation, involvement and adherence to the values ​​advocated by the company. This aspect can no longer be neglected today. It is a condition sine qua non the success or even the survival of organizations, especially during crises as impactful as the one we have been going through for two years. According to a study conducted in June 2020 by Walters Peoplethe values ​​and culture of a company come in second place in the criteria for choosing candidates (41%), behind the interest of the position and its remuneration (75%).

To succeed in its employee engagement strategy, the HRD must therefore occupy a cross-cutting function, a key catalyst role at several levels: corporate culture, management excellence, and quality of life at work.

Enhance the employee experience

A true superhero, its mission is also to promote the employability of employees. The development of skills, both technical and behavioral, has become the central subject for preparing the company of tomorrow. Through an innovative training program, the HRD must take care to prevent any accelerated obsolescence of skills, obsolescence which, more than elsewhere, can occur at any time in the technological sector. He must also anticipate new trends in emerging professions, in the making, of which it is necessary to pick up the weak signals as soon as possible.

Summarized in the extreme, its task is the optimization of the collaborator experience. By creating training courses that respond very precisely to everyone’s needs, by managing mobility and interviews adapted to individual specificities, the HRD is echoing the increasingly strong expectations of hyper-personalization. If carried out well, the latter makes it possible to increase the retention and loyalty of employees, which are particularly strategic in highly competitive and therefore scarce markets such as IT or digital.

The new frontiers of HR

Broadening its traditional function, characterized by a view oriented towards the existing and the past, the HRD then sees the boundaries of its scope of action evolve to access the most strategic functions of the company. From now on, he deploys a prospective activity in many management committees. This evolution is largely favored by the awareness that the real wealth of a company rests above all on the people who compose it. We have finally fully realized that the HRD is actually the manager of the company’s most precious resource. If, at the beginning, the relatively recent denomination of “human resource” to designate the collaborators of a company or an organization, could be perceived as a reduction of the people to the same rank as the material assets of the company, the On the contrary, evolution leads to placing individuals (their work, their commitment, their collaborative enthusiasm, etc.) at the heart of the reactor of value creation. The “employee centric” dimension of certain companies also unfolds from this evidence. From this point of view, the idea of ​​“resource” takes on a new, renewed meaning, which designates this primary value accorded to people.

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The Director of Human Resources, this unknowing superhero


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