{"id":6747,"date":"2014-12-12T12:25:37","date_gmt":"2014-12-12T11:25:37","guid":{"rendered":"http:\/\/www.solucom-insight.fr\/?p=6747"},"modified":"2015-02-05T16:34:28","modified_gmt":"2015-02-05T15:34:28","slug":"enquete-solucom-2014-la-drh-face-aux-defis-du-numerique","status":"publish","type":"post","link":"https:\/\/www.riskinsight-wavestone.com\/en\/2014\/12\/enquete-solucom-2014-la-drh-face-aux-defis-du-numerique\/","title":{"rendered":"Enqu\u00eate Solucom 2014 : la DRH face aux d\u00e9fis du num\u00e9rique"},"content":{"rendered":"

Les nouvelles technologies du digital transforment nos modes de management mais \u00e9galement les attentes des collaborateurs. Depuis des ann\u00e9es, on nous annonce des effets de mode qui se succ\u00e8dent, ce qui nous rend presque sourds \u00e0 cette nouvelle incantation : la r\u00e9volution arrive une nouvelle fois !
\n<\/em><\/p>\n

Les DRH en retard dans la transformation num\u00e9rique\u00a0?<\/h2>\n

C\u2019est ce que nous avons ressenti \u00e0 la lecture des r\u00e9sultats de notre enqu\u00eate<\/a> : une nouveaut\u00e9 de plus\u2026 qui ne tiendra pas l\u2019hiver\u00a0! La DRH semble en effet vouloir accompagner les transformations en attendant d\u2019en voir la r\u00e9alit\u00e9 effective, plut\u00f4t que de l\u2019anticiper. Elle garde ainsi ses axiomes et principes de gestion actuels pour nourrir sa r\u00e9flexion prospective plut\u00f4t que de bousculer ses paradigmes.<\/p>\n

Et pourtant, nous sommes convaincus que l\u2019originalit\u00e9 de la situation r\u00e9side dans la simultan\u00e9it\u00e9 et le rythme des \u00e9l\u00e9ments suivants : crise durable, disponibilit\u00e9 des technologies, attendus soci\u00e9taux en mutation. Et ceci a beaucoup d\u2019implications complexes\u00a0: changement de nature du contrat social, relation \u00e0 l\u2019espace de travail transform\u00e9e, normes habituelles bouscul\u00e9es, employabilit\u00e9 individuelle exacerb\u00e9e, temps de travail flout\u00e9, transversalisation du r\u00f4le manag\u00e9rial. Juste l\u2019ensemble des ingr\u00e9dients pour faire de cette p\u00e9riode une superbe opportunit\u00e9 sociale\u2026 ou un fiasco retentissant.<\/p>\n

Le r\u00f4le futur de la DRH se dessine clairement\u00a0: ma\u00eetriser la fracture digitale afin d\u2019assurer une coh\u00e9sion sociale, tout en concentrant ses champs d\u2019action sur ce qui est attendu d\u2019elle en tant que partenaire social et \u00e9conomique.<\/p>\n

Plus le temps d\u2019h\u00e9siter : il est temps de d\u00e9finir une strat\u00e9gie digitale RH, avec un vrai pilote RH. Pas seulement un G.O. au sein de chacun des sous-projets de transformation digitale, pilot\u00e9s par d\u2019autres. L\u2019enjeu para\u00eet clair : adapter sa propre gouvernance RH pour accompagner le management \u00e0 faire face aux mutations du march\u00e9 et de son corps social.<\/p>\n

Une prise de conscience qui peine \u00e0 se traduire sur le terrain<\/h2>\n

L\u2019entreprise et le num\u00e9rique : une prise de conscience bien engag\u00e9e<\/h4>\n

Premier chiffre marquant de notre enqu\u00eate\u00a0: 90% des r\u00e9pondants d\u00e9clarent\u00a0 que le digital est un sujet important pour leur organisation. 46% consid\u00e8rent m\u00eame qu\u2019il s\u2019agit du challenge majeur, quand 44% jugent qu\u2019il s\u2019agit d\u2019un challenge important au m\u00eame titre que les autres transformations auxquelles ils sont soumis. Toutefois, si 29% ont d\u00e9j\u00e0 con\u00e7u et r\u00e9alisent un programme de transformation li\u00e9 au digital, seul un tiers d\u2019entre eux le destine aux collaborateurs, ce qui repr\u00e9sente 7% \u00e0 8% seulement des r\u00e9pondants.<\/p>\n

Le digital fait fortement \u00e9voluer les attentes des salari\u00e9s<\/h4>\n

Si l\u2019on s\u2019int\u00e9resse plus sp\u00e9cifiquement aux collaborateurs, nos r\u00e9pondants sont 78% \u00e0 penser que leurs attentes changent. Ces derni\u00e8res s\u2019acc\u00e9l\u00e8rent notamment sur les pratiques manag\u00e9riales (transversalisation, syst\u00e8mes hi\u00e9rarchiques, etc.), et les modalit\u00e9s de travail (espace digital de travail, \u00e9quilibre professionnel\/personnel, etc.). Les projets qui semblent les plus importants aux yeux de nos sond\u00e9s sont donc logiquement le programme manag\u00e9rial pour accompagner le changement des pratiques et les porter (46%) ainsi que le t\u00e9l\u00e9travail (24%). On peut \u00e9galement noter que la relation employeur\/collaborateur semble se transformer. L\u2019attractivit\u00e9 dans ce domaine reposera de plus en plus, dans les mois et les ann\u00e9es qui viennent, sur l\u2019int\u00e9gration de l\u2019individualisation dans les politiques RH : organisation du travail, reconnaissance, etc. (25%). Mais aussi sur les politiques d\u2019emploi et les modalit\u00e9s de travail (24%).<\/p>\n

Quel r\u00f4le pour la fonction RH dans la transition num\u00e9rique ?<\/h4>\n

Pour 88% de nos sond\u00e9s, la fonction RH a un r\u00f4le \u00e0 jouer dans un programme de transformation num\u00e9rique. Oui, mais lequel\u00a0? Les r\u00e9ponses sont positives puisqu\u2019elles soulignent un r\u00f4le d\u2019accompagnement dans la mise en oeuvre du programme (51%), voire m\u00eame un r\u00f4le d\u00e8s sa conception (37%). Des chiffres qui traduisent une r\u00e9elle prise de conscience des enjeux du num\u00e9rique pour la fonction RH.<\/p>\n

Cependant, d\u2019autres chiffres laissent penser que de la prise de conscience \u00e0 l\u2019action, il reste encore du chemin \u00e0 parcourir. En effet, \u00e0 la question de savoir si une strat\u00e9gie digitale RH a \u00e9t\u00e9 d\u00e9finie \u00e0 ce jour, seuls 17% affirment qu\u2019une strat\u00e9gie claire propre aux incidences RH du digital d\u00e9coule de la strat\u00e9gie de l\u2019entreprise. Pour 50%, la strat\u00e9gie digitale n\u2019a pas de sp\u00e9cificit\u00e9 RH clairement \u00e9tablie. Et pour 33% ce n\u2019est tout simplement pas le cas… Si 17% estiment donc qu\u2019il existe un pilote digital au sein de la DRH, seuls 4% consid\u00e8rent avoir une vision claire des nouveaux m\u00e9tiers li\u00e9s au num\u00e9rique. 54% commencent \u00e0 acqu\u00e9rir cette vision mais 44% estiment ne pas avoir les id\u00e9es claires sur le sujet. Parmi les concepts qui parlent le plus \u00e0 nos sond\u00e9s\u00a0: r\u00e9seaux sociaux, e-r\u00e9putation, Big data<\/i>, personal branding<\/i>, MOOC, bureau virtuel ou encore co-working<\/i>… \u00c0 l\u2019inverse, les concepts les moins connus sont : BYOD, digital workplace<\/i>, ATAWAD, etc.<\/p>\n

Concernant les diff\u00e9rentes activit\u00e9s RH, 59% des r\u00e9pondants consid\u00e8rent que le recrutement, les activit\u00e9s de paie et gestion administrative, la formation ainsi que l\u2019image employeur sont les fonctions qui seront le plus impact\u00e9es par le digital. Mais quid <\/i>des autres aspects : gestion des temps et planification op\u00e9rationnelle, GPEC, \u00e9valuation, mobilit\u00e9, parcours professionnels\u00a0? Enfin, aux yeux de nos sond\u00e9s, les challenges les plus importants sont l\u2019agilit\u00e9 du syst\u00e8me d\u2019information, l\u2019accompagnement du management face \u00e0 la transformation digitale et l\u2019individualisation de la relation avec le collaborateur. Mais certains sujets d\u00e9cisifs ne semblent pas au c\u0153ur de leurs pr\u00e9occupations : refondre l\u2019approche formation de l\u2019entreprise, optimiser la planification op\u00e9rationnelle des ressources, organiser le nomadisme, etc.<\/p>\n

Forts des r\u00e9sultats de cette enqu\u00eate, nous avons cherch\u00e9 \u00e0 d\u00e9terminer les axes de r\u00e9forme indispensables de la fonction RH pour les ann\u00e9es qui viennent. Dix commandements de la DRH num\u00e9rique, qui lui permettront de devenir un partenaire strat\u00e9gique et op\u00e9rationnel au sein de l\u2019entreprise.<\/a><\/i><\/p>\n","protected":false},"excerpt":{"rendered":"

Les nouvelles technologies du digital transforment nos modes de management mais \u00e9galement les attentes des collaborateurs. Depuis des ann\u00e9es, on nous annonce des effets de mode qui se succ\u00e8dent, ce qui nous rend presque sourds \u00e0 cette nouvelle incantation :…<\/p>\n","protected":false},"author":243,"featured_media":6749,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"page-templates\/tmpl-one.php","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[1782],"tags":[587,1728,1761,1762,409,631,1710],"coauthors":[1537],"class_list":["post-6747","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-ressources-humaines","tag-digital","tag-drh","tag-enquete","tag-fonction-rh","tag-numerique","tag-rh","tag-transformation-numerique"],"acf":[],"yoast_head":"\nEnqu\u00eate Solucom 2014 : la DRH face aux d\u00e9fis du num\u00e9rique - RiskInsight<\/title>\n<meta name=\"description\" content=\"Les nouvelles technologies du digital transforment nos modes de management mais \u00e9galement les attentes des collaborateurs. 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