Transformation strategy:everyone is affected, everyone participates

As the world continues to digitalise and reinvent itself, businesses must adopt the same codes to become agile organisations. According to a 2017 report by Dell and the Institute for the Future: : “85% of the occupations of 2030 do not exist today”. How can we support this perpetual transformation and find the right balance between man and technology?

The strategic challenge of the HR function

The HR function is changing as technology evolves. Administrative tasks are being automated to make room for new challenges: improving the employee experience and creating engagement A trend that has been identified but is still in its infancy. According to a study conducted by Parlons RH (Let’s Talk HR) in 2018, 73% of the companies surveyed had not yet implemented a HR policy to improve the employee experience.

Human Resources management appears to be the natural leader to support the transformation of the organisation and its people. But who better than operational management to implement this strategy on a day-to-day basis? How to unite the various teams?

Giving meaning

While the Millennial generation embodies the quest for meaning, the topic remains universal. The need to belong to the company, the sharing of vision and values are prerequisites for employment, both for the employer and the future employee. Without a bond there is no engagement. Beyond the global understanding of the company’s purpose, the employee wants to understand their own role within the collective. Putting people back at the centre of strategy.

Taking into account the expectations of the employee.

How can engagement be created at each stage of the business life cycle? Successfully integrating an employee, giving them the means to accomplish their mission but also to fulfil their potential. Employees have expectations, they want to be heard, considered. By sharing their point of view and making proposals, they participate in the transformation process. The employee is no longer a subordinate, but an actor in the company’s success.

“92% of top managers believe that management practices need to change in order to adapt to changes in society and the challenges facing organisations.”

Managers, a vehicle for transformation

According to a KANTAR TNS survey for ANACT in 2017: 92% of top managers believe that management practices must change in order to adapt to changes in society and the challenges facing organisations. Managers appear to be a catalyst for change. Their role is essential, they must promote the expression of the needs, expectations and proposals of their employees.

The manager becomes a facilitator of the success of their team and therefore of their own success. Their place is no longer above, it is at the centre. Thanks to listening and communicating, managers and employees co-create the conditions for their professional development.

Adopting the right tools

Hyper-digititalisation offers a plethora of tools, which ones should you choose? Again, this is a question of meaning. Technology as a means, not as a goal. Automate administrative tasks in order to focus on strategy and use data to improve performance. Capturing perceptions at all stages of the employee journey is essential to continuously assess job satisfaction, and thereby measure the level of engagement. The ability to anonymise their input makes the individual more likely to report on a reality. It also gives them the opportunity to come up with ideas and take part in the company’s transformation. Each voice contributes to the collective success.

Enabling innovation

To stay in the game, companies need to innovate. In order to foster innovation, it is essential to create a climate of trust so that everyone feels free to express their ideas. Feel encouraged and supported in the iteration process. Then, allocate the resources necessary to make the innovation a reality. According to a study by Steelcase and Harris Interactive in 2018, 57% of employees expressed the desire to be more creative in their work but felt constrained by the lack of time, space and technological resources.

Without doubt, the transformation of business will come through people.