O HRD, the time of digital transformation you will institute
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Read also: “Managerial innovation: let’s get out of this automatic pilot logic”
We have lived through many revolutions. The most structuring and which still influences our modes of work organization today is the industrial one. The latter pushed us towards a model of reputedly continuous growth, thanks to (or because of) which many paradigms have been called into question. Although upsetting the trades and their organization, the advent of the “machine” was primarily part of a logic of complementarity with Man. The activities carried out by him became repetitive but kept an “operational sense”: they had value and allowed the machine to be used in the most efficient way possible.
With what we are going through (and especially what we are going to experience), the situation changes. As soon as a repetitive task is spotted, it attracts attention and inevitably is considered, whatever the term, as achievable by the “machine” (in the broad sense, including the inherent software environment). We therefore see the emergence of a “new complementarity”; that consisting in separating, in essence, human activities from those supplanted by the machine. The borders are in fact being pushed back every day. Let us never forget that what is called “Moore’s Law” is being demonstrated almost with every passing day.
If we add to this an aging population (inevitably leading to an extension of the “working life”) and the improvement of health conditions, we have reached the hellish equation: working longer on traditional activities. fewer and fewer (because they can be automated more and more). Economists agree that this is one of the major reasons why the many innovations, seeming to portend a bright future, ultimately cause little real increase in growth and the volume of incidental employment. Our model is thus directly impacted: can we continue on the same trend?
Without presupposing the collapse of the capitalist model, we must recognize that this “new society at zero marginal cost”, where everything seems free and available, will generate irreversible changes in our traditional models of management, even of anticipation … and on all of our “jobs”!
Your mission, should you accept it, is …
Here we are at the nobility of this fifteenth posture. Having a coherent intuition of time, in the face of digital transformation, is not only allowing the company to cope with these changes, but it is also playing an important societal role. That which consists in awakening all the populations who will be impacted by these changes and helping to deploy the conditions of reasonable adaptability. Some take refuge behind the time which will take care of leveling all this (with the eternal metaphor of the drop of water in the sea); others feel overwhelmed by events without really being able to admit it and put their heads in the sand of daily operational life.
We are addressing ourselves here to those who have understood or who perceive the magnitude of the incidental transformation. Those who want to take a “social part” to support this unprecedented change.
Your mission, if you accept it, is to participate in the great social recovery, by contributing, at your level, to collective employability … by now capturing the famous time of digital transformation!
Only you can, at the scale of your company, see your state of “digital competence”… Only you can make your managers aware, through the transformation of their professions, of the fundamental changes that are taking place and the necessary support induced. Finally, you alone can decide, as HRD, that the “digital fractures” will not come from your area of influence. This requires a strong conviction of the skills to which all employees must be prepared, by a set of positions widely presented above and, above all, by the desire to play a more global role, with a societal impact. Let’s recycle plastic bottles… yes, but let’s first take care of the individuals who drink them and prepare for their near-immediate future.
Actions must be taken on at least 3 segments:
Managers (those who would listen to their HRD) who must be informed in their decisions,
Local management which must be supported to cope,
The employees of the company who must be armed in the face of these considerable changes which can shake their employability, which will soon be polymorphic.
Intergenerational initiatives are sympathetic, the small demonstrative digital spaces are pleasant… But the mission is of another magnitude! It’s up to you to seize it!
Pascal Nicaud is Partner in the field of HR & Management consulting. For 25 years, he has specialized in the performance of the HR function and the management of human capital. A graduate of ESIEA, his career is based on innovation, entrepreneurship and management (CEGOS, Atos Consulting, founder of Lumens Consultants, today Solucom). He notably piloted the studies of CEGOS on the HR Function. His contacts are the CEOs or HRDs of the companies he supports, from the definition of HR policies to their implementation.
Karim Cherif is Senior Manager in the field of HR consulting. For more than 10 years, he has worked with HRDs both on the organization of the Function (missions, services and efficiency) and on supporting transformations. A graduate of Télécom SudParis, his career has taken place within the following companies: IBM Business Consulting, Atos Consulting, Lumens Consultants, today Solucom. He teaches in the HR major of NEOMA Business School.
Frenchweb mobilizes and organizes the fifth digital employment week (# SEN5) throughout the week (portraits, interviews, job offers, round tables, etc.). The #SENFW operation, intended to promote employment opportunities in this sector, takes place every 6 months.