{"id":6578,"date":"2014-11-28T14:00:19","date_gmt":"2014-11-28T13:00:19","guid":{"rendered":"http:\/\/www.solucom-insight.fr\/?p=6578"},"modified":"2015-02-05T16:21:52","modified_gmt":"2015-02-05T15:21:52","slug":"les-10-commandements-de-la-drh-numerique","status":"publish","type":"post","link":"https:\/\/www.riskinsight-wavestone.com\/en\/2014\/11\/les-10-commandements-de-la-drh-numerique\/","title":{"rendered":"Les 10 commandements de la DRH num\u00e9rique"},"content":{"rendered":"

La r\u00e9volution num\u00e9rique force toutes les entreprises \u00e0 s\u2019adapter, se renouveler, innover. Un changement majeur qui touche aussi bien l\u2019interne que l\u2019externe. Pour accompagner et conduire cette transformation,\u00a0 la DRH a un grand r\u00f4le \u00e0 jouer. Mais dans quelle mesure les entreprises en ont-elles conscience\u00a0? Quel impact du digital sur les organisations, sur l\u2019\u00e9volution de la fonction RH, sur les attentes des collaborateurs\u00a0? Quel r\u00f4le pour les ressources humaines dans ce bouleversement\u00a0?<\/i><\/p>\n

Tel \u00e9tait le th\u00e8me de\u00a0<\/span>l\u2019enqu\u00eate Solucom \u00a02014, men\u00e9e aupr\u00e8s de 200 responsables RH<\/a>. Les enseignements qui en d\u00e9coulent nous permettent aujourd\u2019hui de dresser l\u2019\u00e9tat des lieux de la situation et de faire l\u2019inventaire des imp\u00e9ratifs de cette transformation.<\/p>\n

La DRH en retard dans la transformation digitale de l\u2019entreprise\u00a0?<\/h2>\n

Les r\u00e9sultats de l\u2019enqu\u00eate sont clairs\u00a0: les DRH ne sont pas suffisamment impliqu\u00e9es dans la transformation digitale de leur entreprise, bien que la prise de conscience soit engag\u00e9e. Ainsi, 90% des r\u00e9pondants consid\u00e8rent que le digital est un sujet important pour leur organisation, mais seulement 17% d\u00e9clarent avoir\u00a0 une strat\u00e9gie digitale RH pr\u00e9cise\u2026 Et si 88% des r\u00e9pondants pensent que la fonction RH a un r\u00f4le \u00e0 jouer dans un programme de transformation num\u00e9rique, moins d\u2019un sur deux estime qu\u2019elle doit intervenir d\u00e8s la conception de ce programme. Par ailleurs, les DRH ont une vision partielle des impacts du num\u00e9rique sur la fonction RH\u00a0: seuls 4% estiment avoir une vision tout \u00e0 fait claire des nouveaux m\u00e9tiers li\u00e9s au num\u00e9rique\u00a0!<\/p>\n

En d\u00e9finitive, \u00a0si les DRH souhaitent accompagner la transformation digitale de leur entreprise, elles n\u2019y sont pas suffisamment pr\u00e9par\u00e9es. Autrement dit, elles semblent encore loin de bousculer leurs mod\u00e8les et conservent les sch\u00e9mas actuels pour appr\u00e9hender la transformation num\u00e9rique.<\/p>\n

10 commandements pour faire de la DRH un moteur de la transformation num\u00e9rique<\/h2>\n

Devant ces r\u00e9sultats, trois conviction : les DRH doivent d\u2019abord anticiper le virage du num\u00e9rique, et pas seulement l\u2019accompagner. La ma\u00eetrise de la fracture digitale sera \u00e9galement indispensable aux DRH si elles veulent assurer \u00e0 l\u2019avenir la coh\u00e9sion sociale au sein de leur entreprise. Enfin, pour accompagner le management face \u00e0 ces mutations, les DRH vont devoir adapter leur gouvernance et se doter d\u2019un vrai pilote RH de la transformation num\u00e9rique.<\/p>\n

Forts de ses convictions, nous avons d\u00e9fini les 10 commandements de la DRH num\u00e9rique, c\u2019est \u00e0 dire 10 axes strat\u00e9giques qui feront de la DRH un partenaire strat\u00e9gique et op\u00e9rationnel dans la transformation num\u00e9rique de l\u2019entreprise\u00a0:<\/p>\n

S\u2019assurer de la rationalisation de ses fondamentaux<\/h4>\n

Pour s\u2019investir dans les projets de l\u2019entre\u00adprise et accompagner l\u2019ensemble des trans\u00adformations juridiques, sociales, l\u00e9gales ou administratives, la DRH doit \u00eatre en ma\u00eetrise de ses fondamentaux : rationalisation des processus administratifs et ma\u00eetrise de ses expertises.<\/p>\n

D\u00e9velopper son offre de services gr\u00e2ce au num\u00e9rique<\/h4>\n

La DRH doit s\u2019approprier ces nou\u00adveaux outils et m\u00eame anticiper leur possible usage. En assurant une constante \u00ab veille tech\u00adnologique \u00bb et en adoptant l\u2019agilit\u00e9 n\u00e9cessaire, la fonction RH se positionne au coeur de la transformation : informations pr\u00e9dictives, circuits d\u00e9mat\u00e9rialis\u00e9s, planification des res\u00adsources fluidifi\u00e9e, mobilit\u00e9 des connexions.<\/p>\n

Devenir ma\u00eetre du\u00a0<\/span>Small Data<\/em>\u00a0<\/span>RH<\/h4>\n

La DRH d\u00e9tient de nombreuses informations sur les collaborateurs de son organisation. Afin de les rendre disponibles \u00e0 tous, elle doit les rep\u00e9rer, les filtrer et les urbaniser. Elle devient ainsi d\u00e9tentrice des r\u00e9f\u00e9rentiels RH et garante de leur exploitabilit\u00e9.<\/p>\n

Piloter son \u00ab Cockpit Op\u00e9rations \u00bb<\/h4>\n

G\u00e9rer ses projets, piloter sa performance, iden\u00adtifier les risques, contr\u00f4ler les co\u00fbts, transfor\u00admer son SI, professionnaliser ses acteurs\u2026 Autant d\u2019op\u00e9rations que la DRH doit avoir dans son champs de vision.<\/p>\n

Promouvoir la marque employeur<\/h4>\n

Intranet, r\u00e9seaux sociaux, universit\u00e9 d\u2019entre\u00adprise, MOOC… La DRH a aujourd\u2019hui \u00e0 sa disposition une foule d\u2019outils pour faire rayon\u00adner sa marque employeur. Cette marque employeur, elle doit l\u2019incarner, ainsi que tous les collaborateurs, tous ambassadeurs poten\u00adtiels de l\u2019organisation \u00e0 l\u2019ext\u00e9rieur.<\/p>\n

D\u00e9velopper la planification op\u00e9rationnelle<\/h4>\n

Place \u00e0 la gestion op\u00e9rationnelle des emplois et comp\u00e9tences (GOEC) : d\u00e9sormais premi\u00e8re cr\u00e9ation de valeur, aux c\u00f4t\u00e9s des M\u00e9tiers ! L\u00e0 o\u00f9 la GPEC consiste \u00e0 pr\u00e9voir l\u2019emploi \u00e0 5 ans, une planification op\u00e9rationnelle \u00e0 plus court terme permet de gagner en efficacit\u00e9, de conna\u00eetre les moyens disponibles, de les mettre en corr\u00e9lation avec l\u2019activit\u00e9 de l\u2019entreprise.<\/p>\n

Devenir \u00ab catalyseur d\u2019interfaces \u00bb<\/h4>\n

La DRH ne peut plus se permettre d\u2019\u00eatre le gardien du temple de l\u2019information. De m\u00eame, elle ne peut plus se contenter d\u2019un intranet et d\u2019un r\u00e9seau social d\u2019entreprise. Aujourd\u2019hui, il s\u2019agit de faire rayonner l\u2019information, mais aussi de la capter en interne et en externe.<\/p>\n

Mettre l\u2019activit\u00e9 au c\u0153ur de l\u2019\u00e9valuation<\/h4>\n

Les modes d\u2019\u00e9valuation doivent \u00e9voluer afin de mieux prendre en compte la performance op\u00e9rationnelle. Les notions de poste ou d\u2019em\u00adploi s\u2019effaceront de plus en plus devant ceux d\u2019activit\u00e9, ou de missions… Les entretiens de performance ou professionnels r\u00e9pondront de moins en moins aux attendus. La performance \u00e0 la mission ou \u00e0 l\u2019activit\u00e9 sera c\u0153ur du contrat.<\/p>\n

Accompagner le\u00a0<\/span>personal branding<\/em><\/h4>\n

La reconnaissance des capacit\u00e9s individuelles sera en centre de l\u2019\u00e9change. Ce n\u2019est pas parce qu\u2019on accompagne le collaborateur sur le che\u00admin du d\u00e9veloppement de sa propre marque personnelle qu\u2019il partira. Au contraire, l\u2019aider \u00e0 progresser, \u00e0 d\u00e9velopper ses comp\u00e9tences et son employabilit\u00e9 contribue \u00e0 fid\u00e9liser.<\/p>\n

Piloter le temps de la transformation num\u00e9rique<\/h4>\n

L\u2019enjeu majeur pour l\u2019ensemble des DRH sera de r\u00e9ussir \u00e0 faire accepter la transformation num\u00e9rique au sein de leur entreprise. Pour y parvenir sans heurt, repenser l\u2019accompagne\u00adment des collaborateurs, anticiper les points de blocage et \u00eatre capable de r\u00e9former de fa\u00e7on progressive est primordial. Le tempo culturel d\u2019acceptabilit\u00e9 reste entre les mains du DRH !<\/p>\n

10 commandements qui brossent le portrait-robot de la DRH de demain…<\/em><\/p>\n","protected":false},"excerpt":{"rendered":"

La r\u00e9volution num\u00e9rique force toutes les entreprises \u00e0 s\u2019adapter, se renouveler, innover. Un changement majeur qui touche aussi bien l\u2019interne que l\u2019externe. Pour accompagner et conduire cette transformation,\u00a0 la DRH a un grand r\u00f4le \u00e0 jouer. Mais dans quelle mesure…<\/p>\n","protected":false},"author":243,"featured_media":6579,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"page-templates\/tmpl-one.php","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[1782,34],"tags":[1728,631,1710],"coauthors":[1537],"class_list":["post-6578","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-ressources-humaines","category-strategie-d-entreprise","tag-drh","tag-rh","tag-transformation-numerique"],"acf":[],"yoast_head":"\nLes 10 commandements de la DRH num\u00e9rique - RiskInsight<\/title>\n<meta name=\"description\" content=\"La DRH a un grand r\u00f4le \u00e0 jouer dans la transformation num\u00e9rique de l'entreprise. Mais en a-t-elle conscience ? 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