4 issues and priorities for HRDs in 2022

Between 2017 and 2018, I put together a training course for the Comex members of the entities of a large French industrial group entitled “Leading in an Uncertain World”. At the time, we were barely touching this VUCA (Volatile, Uncertain, Complex, Ambiguous) world that has become our daily life since the beginning of the Covid crisis.

To deal with these issues, the Human Resources Department (HRD) found itself propelled to the front line, undergoing an acceleration obligation for which it had not always been well prepared.

HR Strategy

rgpd and hr data

By Mathieu FLAIG

Director of HR Strategy & Transformation / Digital Advisor

For the past 2 years, not all companies have advanced at the same pace. Not all have put in the same human and financial resources. It therefore seemed interesting to me to share with you, through our role as a privileged consulting partner in the transformation (digital or not) of the HR function, some of the issues and priorities (not exhaustive) that we have identified among our clients.

1 – Giving value to time

When the danger seems too far away, we often wonder if we should anticipate it. This is what has happened in many companies, with the perpetuation of operations from the last century: basic tools (such as Excel), lack of centralization of processes or HR data, and excessive investment in time for tasks that could be largely automated today.

When you read that last sentence, some of you might want to raise your shield. However, the subject is not to make jobs disappear, but to give meaning to daily activity, and to put itself at the global service of the performance of a company.

HR populations would be the first to benefit from this, as shown in a 2021 study by Let’s Talk HR that explained that 73% of HR professionals spend most of their time on administrative tasks.

To perpetuate practices from another time is to go backwards in order to go forwards. On the other hand, implementing tools adapted to the realities of 2022 (Core HR, Best of Breed HRIS), rethinking jobs that are bound to evolve (via a GEPP strategy – ex GPEC), and truly accompanying change, means being responsible to the organization and its employees.

Your employees’ time is valuable: know how to give it to them in 2022.

2 – Empowering employees, or the acceleration of “HR self-service

We are currently seeing an increase in projects focused on empowering employees in their use of HR services. The ambition is, for example, to give them a better view of the counter of vacations or RTT in real time, to follow the progress of training requests, to benefit from customized training courses that can be started whenever they want, to receive internal mobility offers, to fill in and follow up their expense reports, or to provide their own personal data via an HR portal…

For managers, the idea is for example to have a better view of the presence of their team, to be able to retrieve information easily for the preparation of a professional interview…

All this must be done on modern interfaces, be accessible on Smartphone, and be in phase with a necessary alignment between the services of personal life and those of professional life: the HRIS is thus adapting to the digital habits of employees.

3 – Amplify the learning company culture

I am always surprised by the number of employees who have little or no interest in the subjects of monitoring, self-training… The confidence of a good diploma, the habit of daily life, the blinders that one puts on over the months and years on the evolution of the market, make the threshold of incompetence (cf. the Peter Principle) is often reached without being noticed.

The problem here is that the subject of lifelong learning is rarely seen in companies as a major strategic issue. There are many training courses for “Learning to learn”, but do we really understand what it involves?

However, according to a BCG study, companies will have to ensure the upgrading of skills or the requalification of nearly 60% of their staff in the next 2 to 5 years. With skills becoming partially obsolete after 5 years, one billion jobs would have to be reconfigured over the next decade. Traditional training alone will not be enough to support this movement.

So what to do? For example, you can:

  • Integrate this learning culture into the heart of the company’s raison d’ĂȘtre and DNA: exemplarity of leaders, relay of managers, regular evaluation of employees through this prism…
  • Personalize the training path: invest in modern training content, make intelligent recommendations, invest in Adaptive Learning type approaches
  • Set upa platform to automate monitoring by theme, with the possibility for everyone to share content on their personal networks (Socciable type)
  • Invest in a real PPIM and Talent Management platform, associated with up-to-date skills repositories, to encourage the development of expertise with a view to constant evolution.

The field of possibilities being wide, SQORUS accompanies its clients in defining priorities and action plans in this context.

4 – Questioning habits

I was recently listening to a podcast where Shana Roy, former Chief People Experience Officer at Talentsoft and who has since joined the scale-up Swile (but with a long experience at Danone before that), explained that when she arrived in the company, she started by analyzing the existing system, and had to bring (not without a lot of trouble) the organization to question the relevance of its historical HR actions.

It reminded me of other discussions in recent years, the topic of which was “The best time to reinvent yourself is when you’re doing well.” Because being well today does not mean that it will still be well in 5 years. That our organization will be adapted to changes in the market, in recruitment, in generations, which will shake up what seemed to work.

Some thoughts for you on the subject:

  • What is the real need of the employees, and is it still being met?
  • Should we satisfy the individual or the collective?
  • Is it enough to tick all the boxes (training plan, legal obligations…)?
  • Should we continue to do everything, or should we do less but more?
  • Will recruiting with a resume still make sense soon?
  • Is choosing an HRIS partner on the basis of the “lowest cost” a good investment for the future?

There are many questions, and they can be unpleasant to ask, or to hear. We are here at the heart of a problem of
change management
which, if ignored, can have a very negative impact on the perfect functioning of the organization.

I will be sure to share other HR concerns with you in the coming weeks.

In the meantime, and if these initial issues resonate with you, please feel free to contact us to discuss them.



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