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To find out more : www.observatoire-etransformation.com

To find out more : www.observatoire-etransformation.com

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    HR & e-transformation survey - 2012 HR & e-transformation survey - 2012 Presentation Transcript

    • 2012 survey results
    • The HR department & e-transformationForewordSurvey methodologyPresentation of 2012 resultse-transformationLooking ahead 2012 survey results - Page 2
    • ForewordAt a time when HR departments are wondering For this second edition of the Observatoire des how organizations should adapt to the DRH et de la e-transformation, which is multiple changes affecting them: being published as an extension to the globalization, webization, and above all new Observatoire de l’intranet, a 50% increase in generations, it is interesting to see how our answerers means we now have a businesses are adapting to these changes, reliable base to work from. in particular in terms of human resources. Thank you to all those who have once againThose HR departments who have agreed to share their views on this subject are shown their trust in us, as well as to the contributing to a form of collective wisdom. newcomers who have joined us for this It is by sharing these points of view that we edition, which focuses on corporate cultures are able here to pick out orientations, and the perception of the impacts of digital identify a number of weak signals, and in tools and the uses that are being made of this way enable the community to move them, from an HR department point of view. forward in a more enlightened manner.This year, we are launching an analysis of Good reading! companies’ stances towards e- transformation, which you will discover at the end of this document. This is going to complement the socio-types set out in the Observatoire de l’intranet. 2012 survey results - Page 3
    • Note• About the acronym CSN: In this document, we use the acronym CSN to refer to company social networks. 2012 survey results - Page 4
    • Highlights 2012• The HR department and e-transformation: HR departments see themselves as a driving force in deploying new digital tools in 46% of cases and as supporting it in 32% of cases – i.e. together, nearly 80% of answerers actively involved. We note a very good level of maturity in HR departments faced with the issue of new technologies.• Innovation and collective wisdom: Already institutionalized in 44% of the companies answering, the identification of people submitting ideas ought to continue to increase.• Skills management and transfer: Skills transfer organization is still only moderately organized from the point of view of HR departments. The processes identified go from 48% practice communities to 15% expert blogs.• Mobility: Mobility allowing distance working is now possible for a majority of senior management executives (61%) and for 51% of executives. Progress over 2011, where 58% of businesses had not put in place a programme intended to facilitate remote working.• Company social network: 30% of companies state they have a CSN, and if we include projects that are in the pipeline, 50% ought to have one by the end of 2013. 2012 survey results - Page 5
    • Survey methodologyL’observatoire des DRH et de la e-transformation • This is the second year of this new Observatoire offered in the form of a self- administered on-line survey. • The aim is to observe annually the changes in the company body in the face of the roll-out of digital technologies and to anticipate the changes at work within companies through their HR departments. • The online survey was open from 10 September to 16 November 2012. The sample adopted for analysing the data comprises 117 businesses. • The questionnaire is organized around 3 major themes: • The role of the HR department in the company and the organization’s managerial culture; • The digital tools and innovative practices deployed within the company; • The impact of digital technologies on the HR department and the company. • The companies who answer are sent the detailed analysis of the results. A summary of the survey is also available from www.observatoire-etransformation.com 2012 survey results - Page 6
    • Survey methodologyPresentation of the sample who answered • The services sector is over- represented in the sample. • 56% of the companies answering have a presence in more than one country. • 54% have fewer than 1000 employees. 2012 survey results - Page 7
    • PART 1The role of the Human Resources Department and the organization’s managerialculture• Managing recruitment is still the primary priority for HR departments.• The HR department is a strategic member of the organization in 80% of cases, all the more so where the company is of significant size and in the industrial sector.• HR departments do not perceive the participative and collaborative dimension as a priority from the point of view of their employees. 2012 survey results - Page 8
    • 2012 results Role of the HR department and managerial culture1.1. How is the HR department positioned within your company? Nearly ⅔ of those answering confirm that the HR department is a member of general management. If we add to that those HR departments that claim to be close to it, we reach 81% of our group – proof that the function is regarded as strategic. 2012 survey results - Page 9
    • 2012 results Role of the HR department and managerial culture1.1. How is the HR department positioned within your company?• We note that the size of the company has a strong effect on the level of involvement of HR departments. They are more frequently members of the General Management in structures with > 5000 people, while it is in companies with < 1000 people where they most often claim to be ‘close to general management’.• HR departments are more often members of the General Management in industry: 87.5%, as against 60% in services. 2012 survey results - Page 10
    • 2012 results Role of the HR department and managerial culture1.2. How important is each of the following fields of action? There seems to be no doubt that recruitment management and then the management of employees’ potential once they are within the company are a priority for HR departments. After that, processes and salaries policy are the next to be cited. Employee welfare and the development of collaboration coming only in third place, along with knowledge transmission. The company’s corporate responsibility is the action considered the least important in this list of 10 propositions, even though ⅔ of those answering still do consider it as important. 2012 survey results - Page 11
    • 2012 results Role of the HR department and managerial culture1.3. What do your staff members expect from the HR department on the followingsubjects? HR departments do not perceive the participative and collaborative dimension as a priority from the point of view of their employees. They place remuneration considerations at the top of the list, followed by skills development and the living environment at work. 2012 survey results - Page 12
    • 2012 results Role of the HR department and managerial culture1.4. What is the principal structure within your organization? The operational structure is the most represented, seen here in just over half of all cases. It is however interesting to identify 17% of companies who state they are organized according to projects. 2012 survey results - Page 13
    • 2012 results Role of the HR department and managerial culture1.5. What is the dominant managerial culture within your organization? (Preferredmodes for exchanges and expression) Almost as many participative companies are noted as adaptive or delegatory ones, i.e. a total of 52%, as against 48% of companies that are persuasive or directive. So all in all, the ratio between flexible cultures and more rigid ones is fairly balanced. 2012 survey results - Page 14
    • 2012 results Role of the HR department and managerial culture1.5. What is the dominant managerial culture within your organization? (Preferredmodes for exchanges and expression)The managerial culture corresponds to a set of premises about the collective action of themanagers, some of them more task-oriented and others relation-focused:• Directive: the management gives clear, detailed directives, it bears the full responsibility for its decisions and ensures that the hierarchical order is respected.• Persuasive: the management bases itself on principles and values, explains projects, and is directly involved in the work to be done. It stimulates and encourages its team and consults it, but in the final analysis, retains control over the decisions.• Delegative: the management defines the objectives and roles, lays down precise rules for operating together, plans and institutes a monitoring system, delegates tasks and gives responsibility to team members.• Participative: the management gives a predominant place to team spirit, proposes collective projects, involves the team in its decisions, and makes the most of quality of life at work.• Adaptive: the management seeks to adapt itself to every situation, only formalizes that which it is strictly necessary to do, and seeks win/win solutions. 2012 survey results - Page 15
    • 2012 results Role of the HR department and managerial culture1.6. Free-form response on the role of the HR department and on the managerialculture in your companyAmong the answerers, 2 positionings of the HR department within the company canbe distinguished• A HR department with full powers: • From strategic consideration to operational implementation, the majority of HR departments have a vital and dominant role within companies. • A great deal of freedom is allowed in defining the HR strategy, which is implemented completely autonomously by the HR department. • The HR department plays a dominant role in supporting change.• A HR department with limited powers: • Other less fortunate HR departments, confined to administrative prerogatives, are consulted little upstream and are not associated with the daily management of the company. • The HR department is first and foremost a player serving the finance section and the business disciplines. • HR development projects are difficult to carry through, as they do not produce “immediate benefits” and take second place to operational requirements. • Essentially an administrative link in the company, the main mission of the HR department is to manage relations between the company and its workforce. In this situation, career management often comes under the responsibility of line managers. • In most cases, it does however give its views on the relevance of developments and provides monitoring, with the aim of protecting and defending the company’s interests. 2012 survey results - Page 16
    • 2012 results Role of the HR department and managerial culture1.6. Free-form response on the role of the HR department and on the managerialculture in your companyThe HR department is the primary support for the managerial culture• The HR department is the driving force behind cohesiveness within the company and needs to unite people around shared values. To this end, it is an important channel for communication.• In multinational companies, the need for performance and the constraint of its processes are identified as the main factors that inhibit interactions, leaving little room for human relations.• It is noted that the managerial culture differs a great deal between sites or establishments in large companies, with in particular a significant disparity between the head office and the production sites (factories), which does nothing to encourage changes in management modes.• In smaller structures, it seems that the managerial culture is often freer and allows each person a chance to express themselves, with sometimes a degree of confusion in terms of the hierarchy.• The managerial model promotes the collective element in discussions, but tends to enhance the status of individuals: the management models accord value to individual success. 2012 survey results - Page 17
    • PART 2The digital tools and innovative practices deployed within the company• 30% state they have a CSN. If all the declared projects are rolled out, these should reach 50% within a few months.• 56% indicate that they are already developing a culture to encourage exchange and sharing.• Innovation is now included in the actions of a third of the companies. Soon 25% of them should be allocating time for creativity.• Skills transfer is still not really institutionalized.• Distance working is offered mainly for the top positions.• Over 80% of the companies offer remote access to their IT platform (administrative and business discipline applications).• In the short term, one in two companies should allow its employees to contribute remotely in collaborative spaces. 2012 survey results - Page 18
    • 2012 results Tools and practices serving innovation2.1. In addition to the conventional HR IS tools (e.g. payroll software), does yourorganization have any of the following software? A vast project that is ongoing: digitizing HR documents is logical for a function that creates a great deal of documentation. It is already implemented in ½ of the companies. TAM is also a solution that is well installed, as it is directly connected with remuneration. A good penetration rate is noted for collaborative spaces, with nearly 20% of projects underway. CSN: 50% Not yet available, but many projects are underway and 30% already exist. Talent management: Leading item in projects underway. 2012 survey results - Page 19
    • 2012 results Tools and practices serving innovation2.2. What practices are you putting in place to encourage the generation of ideasand innovation? Already institutionalized in 44% of the companies answering, the identification of people submitting ideas ought to continue to increase; for the moment there are few incentives offered (but these do exist in ⅓ of cases). In 37% of cases, the institution of processes aimed at exploiting ideas and innovation is noted. However, time allocated to creativity is only offered in 14% of cases. If the projects announced in this field do go ahead, the number of companies involved in this action ought to increase to 25% in the short term. 2012 survey results - Page 20
    • 2012 results Tools and practices serving innovation2.3. What digital tools are available for encouraging the generation of ideas andinnovation? Only 24% of the companies say they have a CSN to encourage the generation of ideas (30% of the companies say they have one). Blogs and wikis are still not very much identified as tools for creativity. Forums and FAQs are a little better placed. Preference is mainly given to real-time tools: instant messaging and video-conferencing. A median position is noted for collaborative spaces, and curiously, a dominant position for EDM. 2012 survey results - Page 21
    • 2012 results Tools and practices serving innovation2.4. What practices or processes are used for skills transfer? The classic presential approach is way ahead, but e-learning now figures among the solutions used in 6 cases out of 10, with 70% of cases at the project stage. If the projects announced go ahead, then coaching young staff should reach the same level. However, little success for reverse mentoring, which ought to achieve close to 20% if the projects are implemented. Social media are only implemented as a skills transfer channel in 17% of cases. 2012 survey results - Page 22
    • 2012 results Tools and practices serving innovation2.5. What digital tools or solutions are in place for skills transfer? The organization of skills transfer from an HR department viewpoint still seems to be relatively little structured. However, CSNs are the projects most frequently deployed for this purpose. Here too, forums and FAQs are mentioned much more often than blogs or wikis. The strength of experience with the promotion of best practices is the primary content used, ahead of instructional databases. In due course, collaborative spaces ought to be used in 50% of cases. 2012 survey results - Page 23
    • 2012 results Tools and practices serving innovation2.6. Has your company put in place a programme to facilitate distance working forthe following groups of people? Distance-working programmes concentrate on the upper levels of the hierarchy and business (deployment of equipment). 2012 survey results - Page 24
    • 2012 results Tools and practices serving innovation2.7. What actions can you perform from outside the company? The remote actions are concentrated around communication and performing administrative tasks, as well as using business discipline applications. In the short term, one in two companies should be offering its employees write access to collaborative spaces. 2012 survey results - Page 25
    • 2012 results Tools and practices serving innovation2.8. Free-form response on HR IS 2.0HR IS 2.0 consists in networking the company’s human resources via the use ofWeb technologies, which allow employees to participate directly in the HRprocesses as well as update certain content.• The HR IS is still currently not very suitable for the requirements of transversal activitiesor business disciplines.•For many people, HR IS 2.0 is an opportunity that potentially opens great prospects forefficiency. It will be necessary to make these tools easy for end users to use. HR 2.0tools, by definition with free access and display, are still often perceived as being at oddswith company cultures, at all hierarchical levels (employees, line managers, and seniormanagement).• For the most advanced organizations, often from the new technologies andtelecommunications sectors, HR IS 2.0 is integrated into and adapted to the company’sbusiness. It is regarded as a powerful lever making it possible to benefit from thebenefits of collaborative work, consistent with day-to-day business activity and internalprocesses. In particular, it encourages teleworking and makes it possible to follow currentevents in the company remotely.• A great many projects are under way. Expectations are high and needs substantial, butthe diversity and complexity of the subject is slowing implementation. 2012 survey results - Page 26
    • PART 3The impact of digital technologies on the HR department and the company• The overall stance of HR departments is very much in favour of the potential of digital technologies.• HR departments regard ICTs as a channel for modernity for the employer brand.• A fear of the loss of the social connection is identified.• A real maturity with respect to the actions to be undertaken for deploying these facilities from digital technologies with the organization.• HR departments strongly committed in terms of transforming the company. 2012 survey results - Page 27
    • 2012 results Impact of digital technologies3.1 For the HR department, do you think that digital technologies are going tocontribute to…? HR departments first consider ICTs as a channel for modernity for their employer brand (94% positives). It is seen as a good tool for KM and developing know-how and business discipline expertise. ICTs must help line managers to run their teams and improve the identification and management of the personnel. ICTs also make it possible to accompany re-organization. Genuine reservations as to their capacity to improve social dialogue or help in managing diversity. 2012 survey results - Page 28
    • 2012 results Impact of digital technologies3.2 For the company, do you think that digital technologies are going to contributeto improving…? Knowledge management, operational efficiency, and collaboration are the three processes that should benefit the organization in the first instance. Just behind this come the organization, collective wisdom, and innovation. However, greater reservations exist concerning the social connection between employees, as well as about their commitment. As if cold technology was going to break the social connection. 2012 survey results - Page 29
    • 2012 results Impact of digital technologies3.3 For the HR department, do you think that digital technologies represent a riskfor…? Overall, a defiant stance with respect to these digital technologies for social cohesion, social relationships, skills preservation, and the clarity of the HR function and the company. Underlying this can be detected the risk of failing to control its image on the Web or the risk entailed by the absence of an organized presence on the Web. 2012 survey results - Page 30
    • 2012 results Impact of digital technologies3.4 For the company, do you think that digital technologies represent a risk for…? Internally, these technologies are perceived as a source of various risks, e.g. budget control: 22% consider this is a risk. The same goes for training and employee updating: 37% of risks identified. Work time management is considered as potentially the area of greatest impact, with 47% of those answering. Protection of the intangible capital is the point regarded as most exposed to risk, with 59% positive answerers. 2012 survey results - Page 31
    • 2012 results Impact of digital technologies3.5 For the HR department, what actions should be put in place for deployingdigital technologies? Here, there is strong consensus among answerers as to the importance of the commitment of line managers and accompanying them. Change management and user training are likewise points that are cited by a very large majority of HR departments; then come senior management coaching and the fact of having a HR department as sponsor for e- transformation projects. 2012 survey results - Page 32
    • 2012 results Impact of digital technologies3.6 For the company, what actions should be put in place for deploying digitaltechnologies? For the company, management involvement and change management are determining factors. Defining new practices and rules of governance are just as important, as are being ready to listen to users, training them, and valuing each contributor. 2012 survey results - Page 33
    • 2012 results Impact of digital technologies3.7. Over the next 5 years, what impact are digital technologies going to have in theHR field on…? A strong impact on recruitment, innovation, and skills management; then comes mobility, and finally people-management. 2012 survey results - Page 34
    • 2012 results Impact of digital technologies3.8. What role should the HR department play in the face of the transformation ofthe company? The HR departments here see themselves as a driving force in 46% of cases and in a support role in 32% of cases, i.e. together nearly 80% of those answering. If we add 11% initiators, a strong commitment is noted from 89% of those answering. 2012 survey results - Page 35
    • 2012 results Impact of digital technologies3.9. Free-form response on the role of the HR department in terms of companytransformationThe HR department plays a key role in accompanying change, which it needs to perform withcomplete transparency. Concerning the digital transformation of companies, its role is judgedessential. It can be noted:• A diversity of roles for the HR department in terms of transformation: • The HR department must be a force for making proposals, while being a driving force and a support for change. All these roles are complementary, in order to avoid any split between management and employees. • The HR department must carry out constant monitoring in order to demonstrate proactivity, so as to initiate change and then accompany the whole of the company body.• A profession lacking recognition in certain organizations: • The HR department must gain recognition in order to be able to play an important role in the necessary transformation of organizations. • A profession that’s undergoing great changes, it is still too confined to its legal and administrative activities. • The current observation is that HR departments are clearly one step behind marketing, innovation, or IS management when it comes to launching transversal digital projects (CSN, Intranet, collaborative platforms). These changes are going to have a strong impact on their discipline. • “Old-style” Human Resources departments are going to be shaken up by the digital transformation; they are going to have to be a driving force for putting in place of new tools or working methods, and then accompany the line managers and senior management in these changes (a mission of acculturation). 2012 survey results - Page 36
    • The HR department and e‑transformationThe HR department and e-transformation• 2012 – a corner has been turned. HR departments have an excellent level of maturity with respect to the issues of transformation, and especially via a globally digital approach.• The differences appear between those who have a good culture and keen understanding of the new tools and those who grasp them in a more conceptual way.• 4 major groups can be identified: Those who have a positive vision of these changes and who are steadfastly involved in the evolution, we call these the “Committeds”• Those who have a doubtful stance and who are prepared to “pay to see” and to try out tools and develop localized projects are identified as “Paradoxicals”.• Those who have a positive view of these changes but who procrastinate are called “Reserveds”; they will be the first to follow in action.• And lastly the “Resistants”, who don’t yet see the positive potential of these new tools and so for the moment are in an attitude of resistance. 2012 survey results - Page 37
    • The HR department and e‑transformationAbout e-transformation and the stances of the companiesIn order to classify the various stages of maturity of HR departments in the face of the new technologies andthe e-transformation these entail, we have chosen to identify companies’ stances according to two major axes:a horizontal axis for confidence and a vertical axis for level of action. This has enabled us to identify 4 stances:The size of the answerer base is still too small to reveal strong correlations between stances in the face of e-transformation and the finer sector divisions. At this stage it is first and foremost the individual corporatecultures that guide the organizations in these major changes. We are willing to bet that from 2013, moredetailed links will become apparent between companies and the sector they are in, under pressure fromexternal participants and the new solutions currently being rolled out that are again going to facilitate thespread of e-transformation within the company. 2012 survey results - Page 38
    • The HR department and e‑transformationThe Actives: “Paradoxical” & “Committed” stances Keywords: Fingers-in-many-pies, technophile, futurist The “Paradoxical” companies are often large structures who can afford to try out new tools in certain departments. They have often initiated numerous projects around collaboration, participative innovation, and knowledge management, but rather on a pilot basis. In these organizations, the CSN is often present, as are collaborative spaces. Convincing trials ought to cause them to move closer to the “Committeds”, as long as they include the human and organizational dimension when deploying these tools. Keywords: CSN, collaboration, innovation, creation In the “Committed” companies, the CSN is most often available, as are collaborative spaces, blogs, wikis, instant messaging. The deployment of digital technologies is perceived as an opportunity to improve social dialogue and diversity management. Fundamentally positive, the “Committeds” are able to find the good side of things in any changes. We find more new technology companies in this segment. Structures organized by projects are at a peak among the “Committeds”. 2012 survey results - Page 39
    • The HR department and e‑transformationThe Passives: “Reserved” & “Resistant” stances Keywords: Observation, security, secondarity The “Reserveds” are in a position of observation and are convinced that the new technologies are going to have a positive impact on the transformation of organizations. Nevertheless, the incitement to develop a culture that encourages sharing is under way. They have not yet rolled out distance working, undoubtedly because of concerns over security above all. These are the ones who most often declare projects in all the areas: collaboration, knowledge management, instant communication tools, promoting creation, participative innovation. These are the next “Committeds”. Keywords: Controlling, not very collaborative, not very open, aversion to risk The “Resistants” are often located in a single country. They see digital technologies as a source of destabilization for the organization, only considering attractive those tools that give them greater control and allow more reporting. Opening to the exterior is clearly not a priority, nor are collaboration and autonomy within the organization. 2012 survey results - Page 40
    • The HR department and e‑transformatione-transformation stances in 2012 Each organization is positioned on the matrix according to its degree of maturity in terms of confidence and action in the face of e-transformation. I.e.: 52% defiants and 48% confidents – 30% actives and 70% passives. 2012 survey results - Page 41
    • Looking aheadLooking aheadThe observations from this second edition of the Observatoire des DRH et de la e‑transformation lead us to envisage the following developments in the years ahead: there is going to be a massive impact on senior management, line managers, HR departments, and IS departments.Managemente-transformation is not going to occur without modifications to the organization and to its rules of governance. Management will be needed that encourages ‘swarm work’ and incorporates the social, environmental, ethical and commercial influences into its activity.Human ResourcesQuality of life at work is going to become increasingly important, especially with the deployment of the up-and-coming generations, who are looking for a balance between their private and working lives (40% of working people in 2015 in France). The company is going to have to invent a new corporate culture founded on a real territory but also on a virtual perimeter within which employees will be able to identify themselves.InnovationInnovation and creativity are the foundations on which the world of tomorrow is being built. Organizations’ ability to foster this creation is going to determine their potential for longer-term survival.MobilityThe mobility offered to employees is going to be a determining factor. The future lies in secure-mode remote access to the information system, complemented by an HR policy that encourages these new working methods. 2012 survey results - Page 42
    • To find out morewww.observatoire-etransformation.com