Uploaded byAnne-Christelle Reinert-Roffé
Hr digital impact
The document discusses the critical need for HR leaders to embrace digital transformation in 2017, highlighting how organizations are struggling to adapt to this cultural shift despite its importance for survival. It outlines key trends, technological impacts, and practical tips for successful transformation, emphasizing the need for a holistic and collaborative approach. The text underscores the role of HR in managing change and enhancing employee experiences in a digital workplace.
Hr digital impact
- 1. D I GI TA L T R A N S F O R M AT I O N A N D T H E E V O L U T I O N O F H R T R E N D S 1AC2RLaFirme ©
- 2. AGENDA • Digital andso what…. • What are the evolution E-RH challenges ? • HR Issues in 2017 • Hurdles to digital transformation • You must consider • Digital transformation • 6 trends HR leaders can’t ignore in 2017 • 5 technology that will highly impact HR • Tips to success • To go further… 2AC2RLaFirme ©
- 3. DIGITAL ? ANDSO WHAT ? 3AC2RLaFirme © A 2016 Bersin by Deloitte study on Human Capital Trends shows that 92% of companies are trying to reorganize in a way that allows them to build this new digital culture, yet only 14% are sure they know how
- 4. WHAT ARE THEEVOLUTION E-RH CHALLENGES ? 4AC2RLaFirme ©
- 5. HR ISSUES IN2017To be Aligned with Organisational Change, Says Mercer Survey (Mercer’s 2017 Global Talent Trends Study) “job redesign is definitely not a priority for HR leaders this year as they continue to prioritise skill-building, identifying potential talent and developing leaders for succession, and attracting top talent externally.” The question then, is how can HR balance those goals and also prepare organizations for coming transformations and restructuring? 5AC2RLaFirme © John Chambers, Cisco’s CEO of 20 years, predicted that more than one-third of businesses today will be dead in 10 years. « The only ones that will survive will turn their companies into digital, techie versions of themselves, and many will fail trying.” This apocalyptic message is cushioned by one
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- 7. YOU MUST CONSIDER HR can/must lead the digital transformation Including Cultural change deploying digital competencies aligning digital transformation with the business strategies structuring talent management • How will digital drive value for your company ? • What role does the company want to play in the digital space? • Which perspective for the digital employee ? A digital employee is constantly connected, which adds to stress, having to shift focus rapidly. He or she needs to be managed differently and carefully. Re-imagine HR and the overall employee experience in real time. 7AC2RLaFirme ©
- 8. DIGITAL TRANSFORMATION ? •Digital transformation is an opportunity to simplify the HR process • Digital transformation has a profound effect in managing talent, making new experience – Talent acquisition – Talent development – Talent retention • Digital HR integrates SMAC (Social, Mobility, Analytics & Cloud) technologies to • To redefine employee experience, make employees more productive and improve work life balance. • to facilitate the internal transversal project (cross-divisionnal team, multi-device approach) 8AC2RLaFirme ©
- 9. 6 TRENDS HRLEADERS CAN’T IGNORE IN 2017 • HR must “be” digital • Continued reinvention of organisational design • Increased focus on engagement, culture and wellbeing • Emergence of employee experience design • Greater use of real-time feedback and analytics • The future of work is here 9AC2RLaFirme ©
- 10. 5 TECHNOLOGY TRENDSTHAT WILL HIGHLY IMPACT HR • Mobile First • Cloud-based applications • Gamification • Big Data, IA and Machine learning • VR and augmented reality 10AC2RLaFirme ©
- 11. TIPS TO SUCCESS •1. Define a holistic view of “all things digital” • 2. Plan to collaborate, and collaborate to plan • 3. Orchestrate a roadmap of technology-based wins • 4. Get the right person to lead IT change (ambassadors) • 5. Share and learn from others • 6. Create a culture of adaptability • 7. Change the paradigm; from a "cost" culture to a "value" culture • 8. Include the cultural differencies • 9. Think Human, well being before technology and applications 11AC2RLaFirme ©
- 12. SUCCESS STORY • Co-creationcreate attractiveness • Mobility create a new working environment • New job, new skills, new training • Engagement and collaborative spirit 12AC2RLaFirme ©
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- 15. THANKS !!! AC2RLaFirme ©15 I work for an agile, intelligent and solidarity business AC2RLaFirme 0607628800 ac@ac2rlafirme.com I coach, pilot, advise and train companies and associations to integrate the digital and collaborative dimension in their process, their business. I am a growthfacilitator A strong experience in strategic and commercial development of products and services, in the IT « world » allows me to have a global vision of the issues, challenges and the levers of effective development.
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- 17. TO GO FURTHER…. 17AC2RLaFirme© • https://empxtrack.com/blog/digital-hr/ • https://www.forbes.com/forbes/welcome/?toURL=https://www.forbes.com/sites/jeannemeis ter/2017/01/05/the-employee-experience-is-the-future-of-work-10-hr-trends-for-2017/ • https://www.corehr.com/blog/future-of-work-6-trends-hr-leaders-cant-ignore-in-2017/ • http://immix.co.za/9-tips-for-digital-transformation-success-part-1/ • http://www.weareatmosphere.com/7-tips-successful-digital-transformation-programme/ • http://www.changeboard.com/content/6019/how-hr-can-lead-digital-transformation/ • http://www.digitalrecruiters.com/blog/nouveau-role-rh-a-lheure-de-transformation- organisations.html • https://revolution-rh.com/digitalisation-des-metiers-et-role-des-rh/ • http://www.yeslift.com/5-technology-trends-in-HR-management-2017.html • http://talentplug.com/quest-ce-que-le-digital-va-changer-dans-les-fonctions-rh/ • @myRHcommunity • https://www.digitall-conseil.fr/exemples-transformation-digitale/ • http://workplace.gallup.com/215921/optimize-employee-engagement.aspx
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Editor's Notes
- #3 What is digital for your organisation ? What is the HR main evolution due to digital ? Is it technology that makes digital HR or is it the HR that makes the digital company?
- #4 Two thousand and 6 Iphone, first gen, Iphone 2G 2014 IPAD 2012 4G 2014 en France Airbnb 2008/2014 Air bed and breakfast before 2009. Snapchat 2011 Spotify 2006 et really began 2014 Insta 2010 Bitcoin 2008 Satoshi Yakamoto 2 things, 92 % of companies are trying to reorganizein a way that allows them to build this new digital culture, et only 14 % are sure they know how. It means you have kow for sure before beginning a transformation, you have to understand your business process et especially mapping the employee experience. Because the employee, the collaborator is more as a lever of transformation, a leverage of the execution of the digitized enterprise than a subject of digital transformation
- #5 Le Digital RH (e-rh) est un ensemble d'outils, de services et de techniques destinés à mieux gérer les ressources humaines. Toutefois, la transformation digitale n'est pas qu'une histoire d'outils et de technologies !Pour faire muter durablement les entreprises, il faut aussi penser le numérique en termes de conduite du changement : assister l'évolution et la fomation des collaborateurs via l'e-learning, flexibilité et mobilité du travail grâce au télétravail...Les réseaux sociaux jouent également un rôle majeur notamment dans la communication interne et externe mais aussi dans le mode de recrutement qui s'est élargi en plus des sites d'offre d'emploi comme LinkedIn, Viadeo... Digital HR (e-rh) is a set of tools, services and techniques designed to better manage human resources. However, digital transformation is not just a history of tools and technologies! In order to change businesses on a long-term basis, we must also think about the digital world in terms of driving change: helping employees evolve and train through e-learning, flexibility and work mobility through teleworking. Social networks also play a major role, notably in internal and external communication, but also in the recruitment mode, which has expanded in addition to job sites such as LinkedIn, Viadeo ...
- #6 Mercer’s 2017 Global Talent Trends Study says that while many companies are planning to restructure in the next few years, they don’t quite feel prepared or agile enough to do so, and business leaders don’t have confidence in HR to help get them in shape. Ayesha Banerjee reports that “job redesign is definitely not a priority for HR leaders this year as they continue to prioritise skill-building, identifying high-potential talent and developing leaders for succession, and attracting top talent externally.” The question then, is how can HR balance those goals and also prepare organizations for coming transformations and restructuring?
- #7 Obstacles Hurdles
- #8 Many organisations have failed to embrace the full potential of digital platforms, solely making products and services available via mobile applications, social media, and the web. These initiatives have not always delivered on service improvement due to inadequate planning and a lack of internal digital capabilities. Ultimately, organisations – and their HR functions – have little choice but to embrace the digital transformation. There is a pressing need to re-imagine HR and the overall employee experience in real time.
- #9 the road to actually implementing a big technology change is not only daunting, it’s filled with pitfalls. where analysing employee data, managing mobile workforce, making well informed decisions and executing HR processes is simplified. (C’est toute la différence que je vois entre accompagnement et expérience employé. L’accompagnement est une action de conduite du changement et voit le collaborateur comme un sujet de transformation digitale. L’expérience employé touche à la vie même du collaborateur au travail, au contenu du travail. Ca n’est pas ce qu’il vit à coté de ses activités opérationnelles mais également la manière dont elles se déroulent. Il s’agit d’outiller les collaborateurs, de repenser le contenu, l’organisation et les outils de travail. C’est voir le collaborateur comme un levier de transformation, un levier d’exécution de l’entreprise digitalisée). That is the difference I see between coaching accompaniment and experience. Accompaniment(coaching or guidance) is an action of change management and sees the collaborator as a subject of digital transformation. The experience involved touches the life of the employee at work, the content of the work. It is not what it lives next to its operational activities but also the way in which they take place. It is about equipping employees, rethinking the content, organization and tools of work. It is to see the collaborator as a lever of transformation, a leverage of the execution of the digitized enterprise In 2017, developing strategies around engagement and culture are key to retaining talent, encouraging innovation and ensuring that your business doesn’t suffer financially.
- #12 nimble and unburdened agile et déchargé If you are serious about digital transformation, then you know that change will be a constant in your organisation and as such you can’t be too clingy. Create a culture within your organisation that embraces technology and the changes that come with it, involve your employees and make sure that everyone is on board and understands the benefits of going digital Il faut mener un changement profond d'organisation, passant d'une culture "coûts" à une culture "valeur". Un véritable changement de paradigme ! There has to be a profound change in organization, from a "cost" culture to a "value" culture. A real change of paradigm!
- #13 1The company's attractiveness: in order to be in tune with the "digital-native" profiles, Société Générale has relied on its employees to imagine the mobile application that will bring a new relationship between recruiters and candidates. 2The working environment: in order to encourage mobility within the Group, Société Générale is experimenting with teleworking with many employees and building a technopole to promote innovation and collective intelligence 3The training: e-learning training, MOOC, smartphone coaching application ... Many tools have been put in place to facilitate the rise of skills of employees. 4to summarize in one sentence, Société Générale wishes to engage a turning point through digital and a resolutely collaborative spirit
- #19 Le gain de productivité constaté après une réorganisation est en moyenne de 15%, alors qu’il devrait être aux environs de 30% ! – Source : ParlonsRH Le cycle du changement est composé de trois phases principales : Diagnostic : identifier les besoins, les populations concernées et leur état d’acceptation et de résistance à la transformation. Accompagnement : choisir les leviers les plus appropriés en matière de communication et formation tout en préservant votre climat social. Pilotage : trouver des Hommes capables de mener la barque et de diriger vos transformations.