Human resources were born out of data, and more specifically out of figures, and there’s no choice but to leave them there. Over the course of 80 years, history has shown just how much the initial functions of human resources management, driven by personnel administration, payroll and social security calculations, were a rich ferment on which the seeds of automation enabled the rise first of calculators, and then of enterprise IT for HR departments. <\/p>\n
In the current context, where the legislator remains a hyper-active player when it comes to modifying employment law, remuneration rules, social security contributions, contribution reductions, changes in rates, calculation bases, reporting procedures, changes in agreements, etc…. it is clear that figures, calculations, algorithms, computer programs, and therefore the need to master and maintain HR skills in these key areas – which are subject to penalties if they are incorrect – are and remain essential to the sound social management of our organizations. The degree of complexity is such that, even when it comes to simplifying the pay slip, the reality of its implementation has meant a relative increase in the complexity of HR administrative management processes. <\/p>\n
At the same time, since the Auroux laws of 1982, which established the reinforcement of employees as citizens in the corporate sphere and staff representation bodies, obligations to present indicators, forecasts or organization have accentuated the need for figures to shed light on HR policies and actions. The recent BDES is a faithful and striking legacy of this. <\/p>\n
What was true yesterday remains true today. Human resources fuel is a mixture of data, calculations and analysis. Except that the traditionally subject, regulatory and compulsory nature of the HR function is now opening up in an ambitious way to new horizons. For example, the management of social data, the ability to give substance to HR foresight within the company, or experiments with artificial intelligence algorithms for matching career profiles, reflect the firm determination of HR departments to change the game and equip themselves with the best means of making better decisions. Numbers and data, yes, of course, but now to be used in new, unprecedented ways. And to derive real strategic benefits for the company’s business development.
\nThe “qualitative quantification” of human resources has, in fact, added sophistication to the historical situation of payroll management, and has become a fundamental trend that now supports strategic and operational orientations for controlling and managing labor costs, and for communicating and implementing means of rebalancing diversity factors within the company. <\/p>\n
But beyond this, there is also a new desire to equip the HR function with greater capacity to objectify, measure, understand and anticipate the management of the workforce, the evolution of skill pools, mobility areas and career paths… It is in this respect that the Holy Grail of forward-looking HR management has crystallized more than ever over the years in the concept of Strategic Workforce Planning, seen as providing the ability to project over time the qualitative and changing structure of its resources and the related cost of labor.<\/p>\n
This is why it is so obvious to draw inspiration from customer relationship management practices, principles and solutions, given the parallels between valuing the customer and valuing the employee. Indeed, in both spheres, that of the customer and that of the employee, there is a desire to act in order to get to know customers better and to want to get to know employees better, to have a customer summary as well as an employee summary, to generate and manage opportunities for contact with customers as well as with employees, to anticipate or arouse the expectations of customers as well as those of employees. The structuring of an unstructured, seamless management of the HR function, based on objective, real-time indicators and algorithms, the cross-referencing of weak signals with dynamic characteristics; all this contributes to transforming human resources management, moving it from an outdated, static principle of recording individual data of a rather regulatory nature, to the dynamic implementation of a Data management based on event-driven HR management and a 360-degree panoramic vision of its employees. <\/p>\n
More than figures, it’s Data and the ability to create, control, improve the reliability of and add value to it that makes the contribution of Human Resources to the development of organizations. And this without having to choose one camp rather than another, the company versus the employees, but by equipping itself with innovative means, close to those of digital marketing, so that the services rendered to employees are also on a par with the responses provided to the challenges of the company’s strategy. <\/p>\n
By S\u00e9bastien MAIRE (Partner)<\/strong>, Palmer Consulting<\/strong><\/p>\n <\/p>\n","protected":false},"excerpt":{"rendered":" Human resources were born out of data, and more specifically out of figures, and there’s no choice but to leave them there. Over the course of 80 years, history has shown just how much the initial functions of human resources management, driven by personnel administration, payroll and social security calculations, were a rich ferment on […]<\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"inline_featured_image":false,"footnotes":""},"categories":[79],"tags":[],"class_list":["post-5011","post","type-post","status-publish","format-standard","hentry","category-people-change"],"acf":[],"yoast_head":"\n