HR strategy: digital to manage skills
HR strategy is at the service of the company's overall performance; this is an established fact. But if in this sense, its obligation of result is identical to that of the commercial strategy, its means are not the same. Fully focused on human capital, HR, to meet its objectives, must excel in the management of the company's skills! Let's see how digitisation helps it in this mission...as well as all the others, which make up the HR cycle.
HR strategy: emancipating from the business strategy and guaranteeing its results
The vocation of a company is to create value. The achievement of this goal depends on its human capital, but it is essential not to confuse business strategy and HR strategy.
The first aims to optimize the growth of the company, while the role of the second is to optimize the value of human capital, which is put at the service of this growth. Although these two aspects of corporate strategy complement each other, and each of them must meet KPIs (performance indicators), their prerogatives are not the same.
Thus, skills management is indeed part of the HR strategy, even if it is carried out in close cooperation with the Sales Department.
Why and how to digitise skills management?
Digital transformation is now recognized as a key lever to increase productivity wherever it is engaged. However, the HR functions, while putting the Human being at the heart of their activities, are also expected by the General Management in terms of ROI.
Digital skills management makes it possible to combine efficiency and productivity, while promoting the development and general fulfilment of employees. The tools dedicated to skills management provide access to social reports and dashboards that considerably simplify the recognition and allocation of talent. Key employees and essential skills are more easily identified, as are missing resources or opportunities for mobility or career development.
Digital skills management also breaks down data silos by centralising vast amounts of information that reflects the entire career path of an employee, from recruitment to departure, including onboarding, appraisals, training, personal commitment, etc. The analysis of this precious data, entrusted to Artificial Intelligence (AI) software, makes it possible to draw up a precise inventory of the skills present in the organisation; but also to connect these skills to all of the company's activities and professions.
Digitalisation, what impact on the entire HR policy?
In addition to skills management, the implementation of a single platform (HR IS type), serving the entire HR cycle, also makes it possible to combine productivity gains and improved employee experience. Such a tool, which facilitates the management of payroll, personnel, training, leave and absence, expense reports, etc., in fact generates financial gains (less paper, printing, postage, etc.) and time savings. Thanks to the systematic automation of recurring tasks, HR functions can focus on tasks with higher added value. For their part, employees who also benefit from these increasingly intuitive interfaces feel more autonomous in managing their leave, expense reports, annual interviews, etc.
This comfort of use is added to the pleasure of regaining the flexibility and agility they are used to in their personal digital use. Social benefits platforms create an environment that fosters employee engagement and motivation.
In conclusion, it should be noted that the digitalisation of HR processes not only makes the whole company more profitable, but also helps to build the corporate culture. All this benefits the employer brand. Deploying a HRM digitalisation strategy is therefore essential today, but beware, just like the commercial strategy, the HR strategy is unique... It is built on the basis of the company's own objectives and culture.