Published on March 14, 2014
Résultats Enquête 2013 - Page 1Résultats Enquête 2013 - Page 1 2013 results
Résultats Enquête 2013 - Page 2Résultats Enquête 2013 - Page 2 Foreword Survey methodology Presentation of 2013 results E-transformation Looking ahead
Résultats Enquête 2013 - Page 3Résultats Enquête 2013 - Page 3 In the world that is emerging, there are two essential levers companies are going to have to operate if they want to take the leap. On the one hand, there is what we might call ‘digital intensity’, which describes the initiatives based on investments in technology in order to change the way the company operates; and on the other, the intensity of the management transformation, which makes it possible to create the leadership needed for guiding these changes. Arctus works along these two axes, focusing on the internal life of the organizations, seeking to identify projects underway, via the Observatory of the intranet and digital strategy on the one hand, and the Observatory of HR management and e- transformation on the other. Between two competing companies, the human factor is often the one that will make the most difference. Of course, processes, methods, industrial intelligence are important too – but the way of working at constructing these systems is really what lies at the foundation of the company’s culture. The care that’s taken of each individual changes the deal too. How can new skills be allowed to emerge and be deployed? Is the company enabling itself to make its culture evolve? What role does innovation play? In the world of HR in 2013, a great deal is being said about leadership and talent management – proof that companies today are attributing greater value to their human resources: more knowledgeable, more agile, more self-reliant – and more creative. In this 21st century, managing is not being done in the same way as in the 20th. How to make the move from ‘faber’ to ‘ludens’? How to approach this world of “anything as a service” that is being largely conveyed by digital? Just some of the many questions confronting HR managements today. The Observatory of HR management and e-transformation offers you here some insights into current perceptions and the actions already underway in 2013, in companies that are primarily French-speaking. In this third edition, HR managements come across as fairly aware of the issues that are emerging, even though a good number of them have not yet moved on to taking action. Certainly, they are not merely decision-makers, but today have a role in getting their senior managements in training for playing their part in committing their structures to digital transformation. The transformation towards e-management is still not really in place – this, to us, is the indicator for the balance-point for future organizations. There is quite a bit of work ahead… We are pleased to present here results based on a growing respondent base, as this year over 150 companies have agreed to share with us their points of view and their current thinking – evidence of the growing interest these subjects. Foreword
Résultats Enquête 2013 - Page 4Résultats Enquête 2013 - Page 4 Foreword • The HR department and e-transformation: The HR departments here see themselves as a driving force in 41% of cases and in a support role in 40% of cases, i.e. together nearly 81% of those answering, as against 78% in 2012. Nearly a third of them have currently put in place concrete actions within the company. • Innovation and collective wisdom: Progress in participative innovation, with 34% having actions in place to exploit innovation, complemented by 26% declaring projects, taking the proportion of companies committed to the use of such facilities to over 50% for 2014. In terms of collective wisdom in the field of HR, it can be noted that 75% of the companies are said to have collaborative HR workspaces. • Teleworking and roaming: Where deployed, the process seems to be well governed, which is essential in view of the regulatory constraints. Managers and roaming populations are even more fortunate than employees. We note 21% of the companies declare putting a BYOD programme in place. • Skills management and transfer: Practice communities, collaborative experience-sharing workspaces, and databases of instructional content are the first three practical tools being deployed to ensure skills transfer. No significant change with respect to 2012. Highlights 2013
Résultats Enquête 2013 - Page 5Résultats Enquête 2013 - Page 5 • Third edition of the Observatory of HR managements and e-transformation accessible via an online survey. • The aim is to observe annually the changes in the world of HR management in the face of the roll- out of digital technologies and to anticipate the changes at work within companies from the point of view of their HR departments. • The online survey was open from 9 September to 15 November 2013. The sample used for analysing the data comprises 153 businesses. • The questionnaire is organized around 4 major themes: > The role of the Human Resources Department and the organization’s managerial culture; > The issues and priorities for action for Human Resources Managements; > The digital tools and innovative practices deployed within the organization; > The impact of digital technologies on the HR department and the company. • The detailed, personalized results are sent to the respondents. A summary of the survey is also available from the dedicated website www.observatoire-etransformation.com. The Observatory of HR managements and e-transformation Survey methodology
Résultats Enquête 2013 - Page 6Résultats Enquête 2013 - Page 6 • The services sector is over-represented in the sample. • Almost half the companies are present in a single country and have fewer than 1,000 staff. Presentation of the sample who answered Survey methodology 18% 63% 19% Industry Services Public 54% 20% 26% Fewer than 1,000 staff 1,001–5,000 staff Over 5,000 staff 44% 14% 17% 18% 6% 1 country 2–5 countries 6–20 countries 21–50 countries More than 50 countries
Résultats Enquête 2013 - Page 7Résultats Enquête 2013 - Page 7 • Senior managers and HR managements think they are more open to digital transformation than line managers and employees. • An optimistic view of senior management, with HR managements seeing themselves as being slightly more mobilized than senior management. • The fre expression responses show that the trend is towards change and evolution towards more sophisticated practices in terms of management. Companies are increasingly relying on the deployment of digital tools in a virtuous approach in order to make management more fluid and share information at all times. Collaboration is being experienced as a positive transformation factor. Part 1: The role of the Human Resources Department and the organization’s managerial culture Role of the HR department and managerial culture2013 results
Résultats Enquête 2013 - Page 8Résultats Enquête 2013 - Page 8 • Almost 60% of companies declare that the HR management is a member of Senior Management. • 26% of HR departments consider themselves to be close to Senior Management. To sum up, 85% of respondents are within the decision-making sphere (i.e. 4 points up on last year). • This confirms the strategic role of HR managements. 1.1. How is the HR department positioned within your company? Role of the HR department and managerial culture2013 results 59% 26% 15% Part of Senior Management Close to Senior Management Mainly manages HR matters
Résultats Enquête 2013 - Page 9Résultats Enquête 2013 - Page 9 • The functional structure is still the best represented, but is down 10 points with respect to 2012. • This is due to the increased number of respondents in the large company category. 1.2. What is the principal structure within your organization? Role of the HR department and managerial culture2013 results Divided into distinct profit centres with extensive powers over their product and their market Broken down by projects, where the project manager has hierarchical power over all members of the company working on their project. Differentiated according to several axes at once and thus involving several simultaneous hierarchical lines Broken down solely into major functions and sub-functions with a manager in charge of each of them 46% 27% 21% 6% Functional Matrix Divisional Project
Résultats Enquête 2013 - Page 10Résultats Enquête 2013 - Page 10 • We note an inversion of the ratio of the rigid managements: the directives and the persuasives: 52% this year, as against 48% in 2012. Conversely, the flexible management companies fall from 52% to 48%. • Values that correspond better to the known distribution across continental France as a whole. 1.3. What is the dominant managerial culture within your organization (preferred modes for exchange and expression)? Role of the HR department and managerial culture2013 results 26% 26% 17% 18% 13% Directive Persuasive Delegative Participative Adaptive
Résultats Enquête 2013 - Page 11Résultats Enquête 2013 - Page 11 • For HR managements, Top Managements are considered to be more open than their line managers, and even more so than their employees. • HR management and the players in the HR sector have a posture very close to that of General Managements. • From HR managements’ point of view, the employees seem to have a slightly less enthusiastic posture. The HR managements might here be projecting their own perceptions and not those of the employees, who are often already very at ease in these areas, at least in their personal practices. 1.4. What is the attitude of the following populations in terms of digital transformation? Role of the HR department and managerial culture2013 results
Résultats Enquête 2013 - Page 12Résultats Enquête 2013 - Page 12 • A highly contrasted view can be seen concerning employees. • An optimistic view from senior management, with HR managements attributing themselves the leading role and viewing themselves as being rather more mobilized than senior management. • Overall, the position is still positive for all the populations. 1.5. What is the level of mobilization of the following populations in terms of digital transformation? Role of the HR department and managerial culture2013 results
Résultats Enquête 2013 - Page 13Résultats Enquête 2013 - Page 13 Graph of attitude (1.4) against level of mobilization (1.5) Role of the HR department and managerial culture2013 results
Résultats Enquête 2013 - Page 14Résultats Enquête 2013 - Page 14 • The major types of expression can be identified with respect to companies’ managerial culture: • Inhibiteds (12): This category of respondents judge their managerial culture to be not very virtuous, too weak, or directive, based essentially on results and control. • In progress (16): In this category, the respondents confirm an awareness of the importance of the managerial culture and certain of them declare that they are initiating a process of change towards an enhanced managerial culture, but sometimes with a number of hindering factors still identified. • Advanced (11): Here, we note companies where participative and collaborative practices and social and digital development are at the heart of the company’s strategy. • Thus the trend is towards change and evolution towards more sophisticated management practices, which are increasingly relying on the deployment of digital tools in a virtuous approach where the collaborative element is being experienced as a positive transformation factor. Nevertheless, this trend is constantly evolving. 1.6. Free-form response on the managerial culture in your company Role of the HR department and managerial cultureRésultats 2013
Résultats Enquête 2013 - Page 15Résultats Enquête 2013 - Page 15 • HR managements are concentrating primarily on developing in-house expertise and talents. Work on welfare has also become more important. • 56% of HR managements regard managing social responsibility as a priority – 10 points down on 2012. • The position as internal supplier is developing through the following priorities: service quality and marketing/publicity. • 75% of companies appear to have collaborative workspaces dedicated to the HR functions or missions (winning trio: training, talent management, and new arrivals). • One in two companies has a themed space on welfare at work or diversity: quality of life at work is the first priority, followed by disability and PSRs. Part 2: Issues and Human Resources Managements’ priorities for action Issues and HR management priorities for action2013 results
Résultats Enquête 2013 - Page 16Résultats Enquête 2013 - Page 16 2.1. How important is each of the following fields of action in the short term (over the next year)? Issues and HR management priorities for action2013 results
Résultats Enquête 2013 - Page 17Résultats Enquête 2013 - Page 17 • A change can be noted in the priorities with respect to 2012, with recruitment now taking second place. As if companies were becoming aware of the potential available in-house and were concentrating primarily on developing expertise and talents in-house. Work on welfare has also become more important, now up to 5th place, compared to only 7th place last year. • The improvement in HR processes follows OSF as in 2012. • Salary policy drops to last-but-one position, and facilitating knowledge transmission is up two places. No surprise in the current economic context. • Managing social responsibility is down 10 points at 56% in terms of positive priority. 2.1. How important is each of the following fields of action in the short term (over the next year)? Issues and HR management priorities for action2013 results
Résultats Enquête 2013 - Page 18Résultats Enquête 2013 - Page 18 2.2. How important is each of the following fields of action in the medium to long term (3–5 years)? Issues and HR management priorities for action2013 results
Résultats Enquête 2013 - Page 19Résultats Enquête 2013 - Page 19 • Even in a longer perspective, the priorities remain in the same order as in the shorter term. It can be seen that recruitment has climbed one place to 2nd place. In the medium term, the renewal of the generations is clearly a central subject. • Compared to the short term: – Developing employees’ capabilities and expertise remains the primary issue; – The top four most important items remain the same in the medium/long term, but in a slightly different order; – Knowledge transmission is a criterion that takes on greater importance in the long term, while improving the HR process is down (each of these criteria moves two places); – Social responsibility remains in last place. • HR managements seem to identify very strong priorities more often in the medium to long term than in the short term, where the emphasis is still on very operational issues. This point might say something about the temporal dimension of HR managements generally. • The notion of the urgency of the transformation still does not seem to be emerging here. 2.2. How important is each of the following fields of action in the medium to long term (3–5 years)? Issues and HR management priorities for action2013 results
Résultats Enquête 2013 - Page 20Résultats Enquête 2013 - Page 20 2.3. What are the principal performance issues for the HR segment? Issues and HR management priorities for action2013 results
Résultats Enquête 2013 - Page 21Résultats Enquête 2013 - Page 21 • Improving the HR process constitutes a major issue for HR managements. This refers to the administrative dimension of their business discipline. • The position as internal supplier is developing through the following priorities: service quality and marketing/publicity. The objective is of course to improve the service and make it better understood. A position corresponding to that of a ‘service provider’, fairly new in our part of the world. 2.3. What are the principal performance issues for the HR segment? Issues and HR management priorities for action2013 results
Résultats Enquête 2013 - Page 22Résultats Enquête 2013 - Page 22 • In the top places can be noted the three great classics: training, talent management, and new arrivals. • Staff representation bodies seem to have collaborative workspaces in 20% of cases, which is fairly high compared to our references. • On average, each company has two community spaces for HR issues, for the companies answering. • Hence 75% of companies appear to have HR collaborative workspaces. 2.4. Do you have community workspaces accessible on line serving HR development issues? Issues and HR management priorities for action2013 results 52% 40% 34% 27% 20% 16% 9% 25% Training HR function or discipline Integration, new arrivals Line Managers Staff representation bodies Career opportunities Talents or High- potential individuals No workspace
Résultats Enquête 2013 - Page 23Résultats Enquête 2013 - Page 23 • The theme of quality of life at work is the first priority, followed by disability and PSRs • On average, a single response per company is noted. • One in two companies has a space on these themes. 2.5. Do you have community workspaces accessible on line covering the following themes? Issues and HR management priorities for action2013 results 27% 19% 19% 15% 15% 14% 14% 48% Quality of life at work Psycho-social risks Disability Diversity Women's network Vocational equality Social dialogue No workspaces on these themes
Résultats Enquête 2013 - Page 24Résultats Enquête 2013 - Page 24 2.6. Free-form response on the issues for the HR management in the company Issues and HR management priorities for action2013 results • 25 comments: • Serving the company strategy (9): here we have human resources that are fully aware of the importance of their role, integrating the issues for their organization into their own development thanks to a transversal, holistic view. • Concentrated on HR strategy (9): here we find a number of HR departments that are very ‘business discipline’ oriented and primarily preoccupied by their own operational issues: skills management, HR internal marketing and processes, etc. • Not strategically positioned (7): this population raises no major strategic issues for the human resources department, going into action out of necessity or legal obligation. • These comments indicate a certain progress towards a more strategic positioning of the HR management.
Résultats Enquête 2013 - Page 25Résultats Enquête 2013 - Page 25 • We note a doubling of the number of projects intended to improve skills transfer: reverse mentoring, twinning, and sponsorship by a senior. • Practice communities, collaborative experience-sharing workspaces, then databases of instructional content are the first three practical tools deployed to ensure skills transfer. No significant change with respect to 2012. • The only changes in the order of the tools used is the expert blogs, which are up two places, and the serious games, which are down to last place. • For ideas and innovation generation, we note progress in participative innovation: a real willingness with 26% having projects (and 34% of facilities already in place). But practices and intentions are still ahead of the effective deployment of the corresponding tools. • HR managements are holding back from giving employees the possibility of managing their own profiles internally. Part 3: The digital tools and innovative practices deployed within the company Tools and practices serving innovation2013 results
Résultats Enquête 2013 - Page 26Résultats Enquête 2013 - Page 26 3.1. What practices are you putting in place to encourage skills transfer? Tools and practices serving innovation2013 results 5% 33% 15% 18% 23% 24% 19% 24% 87% 46% 53% 50% 41% 15% 19% 12% Presential training Sponsorship by a senior - coaching young staff Role-playing/simulation (business case, practical examples) Online training (e-learning) Blended training (training programme with presential and e-learning) Making available social media within the instructional platforms, events, and activities to capture skills Associating teams or individuals in order to have crossover views of operational practices (Twinning) Reverse mentoring (a junior initiates a senior in the new tools) Planned Yes
Résultats Enquête 2013 - Page 27Résultats Enquête 2013 - Page 27 • Presential training remains in top place, as in 2012. • Role playing comes just below, followed by e-learning, then sponsorship by a senior. • Next comes blended training, then team twinning, followed by the use of social media, and in last place, reverse mentoring. • The order is identical to that in 2012. • However, if we include the projects declared – and there are a great many, as they comprise up to 33% of the cases announced – the order changes, with sponsorship by a senior moving up to second place. An awareness seems to be emerging of the fact that the knowledge held by senior staff needs to be managed as a matter of urgency in the face of massive retirements. • Moreover, we note three times as many social media projects declared as in 2012. • Twice as many reverse mentoring projects, and the same for twinning and sponsoring by a senior. 3.1. What practices are you putting in place to encourage skills transfer? Tools and practices serving innovation2013 results
Résultats Enquête 2013 - Page 28Résultats Enquête 2013 - Page 28 3.2. What digital solutions or tools have been put in place to encourage skills transfer? Tools and practices serving innovation2013 results 21% 28% 21% 23% 25% 10% 13% 15% 44% 34% 39% 34% 25% 21% 18% 14% Practice or expertise communities (presentation of significant real cases, best practices) Collaborative workspaces for sharing experience (to capture knowledge) Database of instructional content (KM tools, video production, audio podcast) Forums & FAQs (exchanges with experts) Company social network (enriched profile file, personal website, and social functions) Expert blogs Wikis (collaborative corporate encyclopædia) Serious games, simulation tools Planned Yes
Résultats Enquête 2013 - Page 29Résultats Enquête 2013 - Page 29 • The solutions effectively deployed are classified in an order comparable to 2012. • The only changes to note: expert blogs are up two places and serious games move down to last place. • This doubtless denotes a better understanding of the issues and more enlightened use of simple tools like blogs for leveraging knowledge. Good news! • Here we can also note a level of projects on average twice as high as that mentioned in 2012 3.2. What digital solutions or tools have been put in place to encourage skills transfer? Tools and practices serving innovation2013 results
Résultats Enquête 2013 - Page 30Résultats Enquête 2013 - Page 30 • Responses very comparable with those for 2012, with no significant advance. • Worth noting: some progress in participative innovation: genuine willingness with 26% declaring projects. (A signal is considered to be strong when it exceeds 20%). • If the planned projects are deployed in 2014, one in two companies would have a process for exploiting ideas and innovation. To be continued… • The amount of time allocated to creativity remains very low. 3.3. What practices are you putting in place to encourage the generation of ideas and innovation? Tools and practices serving innovation2013 results 18% 26% 17% 13% 9% 55% 34% 39% 34% 11% Incentive to develop a culture that encourages exchange and sharing Setting up processes for exploiting ideas and innovation (participative innovation) Identifying individuals or teams behind ideas (public recognition) Recognizing individuals or teams behind ideas (incentives: gifts, rewarding ideas, trips, etc.) Allowing free time devoted to creativity personal projects Planned Yes
Résultats Enquête 2013 - Page 31Résultats Enquête 2013 - Page 31 3.4. What digital tools are available for encouraging the generation of ideas and innovation? Tools and practices serving innovation2013 results 17% 9% 10% 10% 31% 38% 23% 18% Forums and FAQs for exchange Suggestions box Wikis (co-construction, idea sharing, brainstorming) Innovation Management System (with process for selecting ideas) Planned Yes
Résultats Enquête 2013 - Page 32Résultats Enquête 2013 - Page 32 • A low percentage of tools deployed, at least consciously. This constitutes a real gap with the previous question. Intentions do not seem to be being translated in a concrete way into these solutions. • An innovation management system appears to be perceived as too complex for it to have widespread implementation. Yet it is not necessarily perceived as complex in those companies who have actually implemented one. This facility could be a ‘victim’ of its own image. • At this stage, companies have still not taken on board the subject of innovation to any great extent. 3.4. What digital tools are available for encouraging the generation of ideas and innovation? Tools and practices serving innovation2013 results
Résultats Enquête 2013 - Page 33Résultats Enquête 2013 - Page 33 3.5. What practices are you putting in place to encourage internal mobility and stimulate career paths? Tools and practices serving innovation2013 results 13% 30% 14% 16% 22% 17% 17% 13% 16% 72% 34% 41% 35% 26% 27% 26% 26% 23% Making job vacancies more transparent Having a permanent database of potential candidates, who can update it themselves (applicant pipeline, replacement plan) Making use of the internal network to contact people you don't know Facilitating transversal contacts to offer fast, concrete answers to people looking for vacancies Presenting the most frequent career paths Making specialists available for orienting employees in their career paths Allowing employees to develop their careers and handle their own internal e- reputation (detailed profile files, like a mini-CV) Enabling employees to increase visibility of their expertise by expressing themselves on business discipline subjects (use of wikis, blogs, forums) Giving people the opportunity to communicate about their career path with greater warmth and detail (making mobility less threatening, sharing advice and experiences) Planned Yes
Résultats Enquête 2013 - Page 34Résultats Enquête 2013 - Page 34 • Making vacant posts available is the primary action. • The fact of taking advantage of the internal network comes second. • This is supported in third place by facilitation of the transversal link. • The more HR management action is in evidence, the greater is the extent to which making available self-development processes accessible to employees seems to be a low-priority project for HR managements. Fear of a loss of power or control? 3.5. What practices are you putting in place to encourage internal mobility and stimulate career paths? Tools and practices serving innovation2013 results
Résultats Enquête 2013 - Page 35Résultats Enquête 2013 - Page 35 • The classic modes of communication are still the most commonly used. • We note high percentages for at least the first two propositions 3.6. What practices are you putting in place to improve social relations? Tools and practices serving innovation2013 results 12% 11% 16% 12% 13% 70% 66% 37% 40% 39% Regular, transparent communication about strategy (newsletter, senior manager's blog, intranet, internal newsletter) Creating a direct link between top managers and employees by facilitating the opportunities for exchanges and interactions with senior management (chat, speaking at open meetings, regular team or management reviews) Provide a means for expressing questions and fears, in order to be able to use it to deploy arguments favourable to the organization (forum, internal panel) Taking account of suggestions (suggestions box) Early detection of weak signals (internal monitoring, social observatory) Planned Yes
Résultats Enquête 2013 - Page 36Résultats Enquête 2013 - Page 36 • We still note a great many negative responses, which constitutes a substantial margin for manœuvre. • The process, when it is deployed, seems to be well governed, which is essential in view of the regulatory constraints. • Managers and roaming populations are more fortunate than employees. 3.7. Have you implemented the following practices to encourage teleworking and roaming? Tools and practices serving innovation2013 results 18% 16% 9% 17% 10% 29% 30% 33% 20% 18% Developing a programme to facilitate remote working for top managers and/or executives Setting up a programme to allow teleworking (mobility charter - teleworking / rules) Developing a programme to facilitate remote working for nomadic populations (sales representatives, experts) Developing a programme to facilitate remote working for employees Deploying physical infrastructures to allow nomadic populations to meet up (office hubs and shared meeting rooms, free access open space, work lounge) Planned Yes
Résultats Enquête 2013 - Page 37Résultats Enquête 2013 - Page 37 3.8. Have you implemented the following facilities to encourage teleworking and roaming? Tools and practices serving innovation2013 results 7% 5% 11% 9% 7% 9% 14% 82% 75% 66% 67% 65% 43% 21% Providing tools to make roaming possible (tablets, portable PC, smartphone, etc.) Setting up remote connection infrastructures (3G, VPN, extranet) Possibility of consulting intranet content when roaming Possibility of working on business discipline applications when roaming Possibility of performing administrative tasks when roaming Possibility of adding content (article, blog post, document, comment, collaborative workspace) when roaming Allowing employees to use their own equipment (Bring Your Own Device) Planned Yes
Résultats Enquête 2013 - Page 38Résultats Enquête 2013 - Page 38 • A good level of penetration and values very comparable to those in the 2012 edition. • The means for encouraging expression and exchange are deployed to a lesser extent than access to business discipline applications, which is consistent with our observations in the field. • BYOD is allowed in 21% of the companies answering 3.8. Have you implemented the following facilities to encourage teleworking and roaming? Tools and practices serving innovation2013 results
Résultats Enquête 2013 - Page 39Résultats Enquête 2013 - Page 39 • Training seems now to occupy a priority position. • Mobility is being considered on the same level as recruitment. • Innovation remains a point of strong attention, identical to the previous year. • Overall, the deployment of digital technologies is perceived as a positive vector for transformation. • Developing collective wisdom now comes in second place, after the employer brand. • Time management and the porosity between personal and professional worlds seem to be primary worries for HR managements. • We note the confirmation of the committed role of human resources managements faced with the digital transformation of organizations. Part 4: The impact of digital technologies on the HR department and the company Impact of digital technologies2013 results
Résultats Enquête 2013 - Page 40Résultats Enquête 2013 - Page 40 4.1. Over the next 5 years, what impact are digital technologies going to have in the HR field on…? Impact of digital technologies2013 results 1% 3% 1% 3% 2% 2% 6% 3% 3% 6% 4% 7% 10% 14% 13% 13% 13% 17% 26% 32% 30% 29% 28% 26% 38% 38% 36% 38% 39% 46% 66% 61% 61% 57% 46% 46% 46% 43% 32% 17% Training Mobility (in the sense of remote working, teleworking, and roaming) Recruitment Innovation Skills management (OFS) Career management (functional mobility) Talent management HR management (payroll, administrative tracking, retirement, welfare protection, etc.) People management Social relations None Slight Medium Strong
Résultats Enquête 2013 - Page 41Résultats Enquête 2013 - Page 41 • The classification has been enriched with respect to 2012, where recruitment was in first place, followed by innovation, then skills management and mobility, with people management in last place. • Training seems now to occupy a priority position. • Mobility is being considered on the same level as recruitment, which shows that companies are seeking to better exploit the skills already present within them. • Innovation remains a point of strong attention, identical to the previous year. • Social relations are considered as potentially little impacted by digital • People management is still just as poorly-placed, which indicates at this stage a poor comprehension of the issues in e-transformation, and particularly of the direct impacts on human relations and life at work. • There is a significant margin for acculturation! 4.1. Over the next 5 years, what impact are digital technologies going to have in the HR field on…? Impact of digital technologies2013 results
Résultats Enquête 2013 - Page 42Résultats Enquête 2013 - Page 42 Impact of digital technologies2013 results 4.2. Do you think that digital technologies constitute opportunities for…?
Résultats Enquête 2013 - Page 43Résultats Enquête 2013 - Page 43 • Overall, the deployment of digital technologies is perceived as a positive vector for transformation. • All the propositions already present in 2012 are up in both the ‘agree completely’ and ‘agree slightly’ segments. • Developing collective wisdom now comes in second place. • Half of the propositions are considered as significant opportunities (by more than 90%): – Developing the image comes in first place, as in 2012. At this stage, the impact on external relations seems even more meaningful than internal – Developing employees’ expertise has risen from 76% of positive opinions to 90% – Improving operational effectiveness comes just below with 92% of positive opinions – Developing collective wisdom (pooling, monitoring, benchmarking, etc.) garners 93% of positive opinions. – Deploying an innovation culture amasses 90% of favourable positions. 4.2. Do you think that digital technologies constitute opportunities for…? Impact of digital technologies2013 results
Résultats Enquête 2013 - Page 44Résultats Enquête 2013 - Page 44 4.3. Do you think that digital technologies represent a risk for…? Impact of digital technologies2013 results
Résultats Enquête 2013 - Page 45Résultats Enquête 2013 - Page 45 • For the propositions already presented in 2012: on digital fracture and employer brand, the responses are very similar; the former is considered as a risk, unlike the latter. • Data protection is perceived as a heightened risk with respect to 2012 – ‘agree completely’ up from 15% to 22%. • The risk to quality of life is the corollary of the first point. • Digital fracture: over-estimated, as we have previously commented (it is disappearing). • Time management and the porosity between personal and professional worlds seem to be primary worries for HR managements. 4.3. Do you think that digital technologies represent a risk for…? Impact of digital technologies2013 results
Résultats Enquête 2013 - Page 46Résultats Enquête 2013 - Page 46 • A committed role of human resources managements faced with the digital transformation of organizations. • Ranking and ratios very close to those in 2012. • The ‘supporters’ gain 8 points. They all consider themselves to be involved, since there are no ‘observers’. 4.4. What role should the HR department play in the face of the transformation of the company? Impact of digital technologies2013 results 11% 41% 40% 4% 4% 0% Initiator Driving force Supporter Mediator Time-keeper Observer
Résultats Enquête 2013 - Page 47Résultats Enquête 2013 - Page 47 • 2013 – HR managements confirm the good level of understanding of the issues of digital in the transformation of companies, even though we still note that an appreciation of the impact of e-transformation on management is not very widespread. • The differences appear between those who have a good culture and keen understanding of the new tools, as they have already deployed them, 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. The HR department and e-transformation HR posturesE-transformation
Résultats Enquête 2013 - Page 48Résultats Enquête 2013 - Page 48 In order to classify the various stages of maturity of HR departments in the face of the new technologies and the 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. The more the digital intensity and the intensity of the managerial transformation are coupled, the more companies display committed stances. We note with the “Reserveds” the nascent or projected use of digital tools, with however an even more traditional stance when it comes to managerial transformation. About e-transformation and the stances of the companies HR posturesE-transformation
Résultats Enquête 2013 - Page 49Résultats Enquête 2013 - Page 49 The actives: “Paradoxical” & “Committed” stances HR posturesE-transformation 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”.
Résultats Enquête 2013 - Page 50Résultats Enquête 2013 - Page 50 The passives: “Reserved” & “Resistant” stances HR posturesE-transformation 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 remote 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.
Résultats Enquête 2013 - Page 51Résultats Enquête 2013 - Page 51 E-transformation stances in 2013 HR posturesE-transformation 30%1% 58%11% We are seeing a movement from left to right, which indicates overall a powerful evolution in terms of confidence with respect to 2012. There are now only 12% Defiants, as against 52% in 2012. The Actives are stable, but in favour of committed players. There are twice as many “Reserveds” as in 2012. These have come from the 2012 “Resistants” and are getting ready to go into action to become “Committeds”, at least for a proportion of them. We now note 88% Confidents.
Résultats Enquête 2013 - Page 52Résultats Enquête 2013 - Page 52 The observations in this third edition of the Observatory of HR management and e-transformation lead us to confirm 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 Management E-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. These projects are clearly possible thanks to the digital tools. Human Resources Quality 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. Innovation Innovation 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. Projects aimed at encouraging creation in all its forms, including visual understanding, are going to profoundly modify the way new concepts are produced. Roaming The mobility offered to employees is going to be essential. The future lies in secure-mode remote access to the information system, complemented by an HR policy that encourages these new working methods. For all that, the years ahead are also going to be seeing projects deployed around sensible usage of presential and remote working. Future developments Looking ahead
Résultats Enquête 2013 - Page 53Résultats Enquête 2013 - Page 53 Download the survey results on our website ! www.observatoire-etransformation.com
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