Fonctions dans l'entreprise
Publié le 04/10/2012 Cabinet de conseil en RH et en recrutement, Hudson a organisé un atelier lors duquel carte blanche a été donnée à l’Amiral Olivier Lajous, ancien directeur du personnel de la Marine Nationale et lauréat de l’édition 2012 du DRH de l’année. Engagement, reconnaissance, accompagnement, petit tour d’horizon des différentes pratiques RH qu’il préconise… « Il n’y a pas de meilleur ambassadeur pour une marque employeur que les collaborateurs », explique Olivier Lajous.
Les conseils du DRH de l'année 2012
Les ressources humaines peuvent être un facteur différenciateur crucial dans les marchés de plus en plus concurrentiels d’aujourd’hui. De fait, plusieurs défis liés au capital humain retiennent déjà l’attention des gens d’affaires, comme : l’évolution des tendances démographiques mondiales combinée à la rareté grandissante de talents, les scandales financiers et l’accentuation des enjeux en matière de réglementation, les innovations technologiques qui permettent de nouveaux modes de travail, la mondialisation croissante de l’économie, la multiplication des options d’externalisation et de délocalisation et, évidemment, la pression continuelle pour accroître la rentabilité et le rendement. Or, le dirigeant des RH se trouve au cœur de ces défis.
ressources humaines, avantage concurrentiel, défis, capital humain, dirigeant RH, rentabilité, rendement
As we already covered in Part 1 and Part 2 of this series, management, at the highest level, needs to seriously review the role and responsibilities of Human Resources. Both shareholders and company leaders must demand HR to thoroughly scrutinize personnel policies built on “19th century learning styles, coupled by 20th century leadership models fused with 21st century technology” – Dan Pontefract , and to thoroughly revolutionize the entire organizational approach of their company. This has to be done if a company is to digitally survive, humanly thrive and finally bring the coveted ROI (return on investment). Sir Ken Robinson’s insightful presentation: “Changing Education Paradigms” can also apply to the “baby-boomer” HR leaders who received an education designed, conceived and structured for an intellectual culture of “enlightenment”.
2 Final Reasons Why Human Resources Must Become the Control Center for any Social Business Enterprise 2.0 Transformation (Part 3) | BRUNO GEBARSKI
In the previous article , we discussed 4 reasons why HR needs to abandon its traditional administrative role and become the company cultural citadel and flagship. We could compare HR to the helm of an “Enterprise Culture” ship, with its crew steering the company towards its “cultural destination” and in this way, having much more leverage than a mere rule enforcer. In order to become the motivational driving force of the business overall, HR must learn to meld together different mentalities, cultural tribes and department units. HR must also foster the collective mission of an employee-centric company’s vision and values, i.e. culture.
4 More Reasons Why Human Resources Must Become the Control Center for any Social Business Enterprise 2.0 Transformation (Part2) | BRUNO GEBARSKI
4 Reasons Why Human Resources Must Become the Control Center to any Social Business Enterprise 2.0 Transformation (Part 1) | BRUNO GEBARSKI
HR has traditionally been a business department silo, and I have to admit that I still somewhat associate these folks with hiring, firing and conflict management – not the team I would expect to inspire in me the feelings of exuberance and enthusiasm about company cultural changes to come. Also, not where I would personally seek contact when in need of emotional guidance or motivational leadership! Here is the transformation HR needs to go through: 1. HR to abandon its traditional administrative role and become the company’s cultural citadel and spokesman HR’s role needs to be transformed by moving from a territorial administrative role, to becoming the strategic people-headquarters of an organization; the human resources catalyst and employee-propeller a company requires if a people-centric company culture is ever to be developed.
La gestion du capital humain en progrès dans l'entreprise ?
Publié le 03/07/2012 A l’occasion de la 4e édition du Trophée du capital humain organisée par Le Monde et Michael Page, une étude réalisée par l’Ifop revient sur le rapport des salariés à la politique de gestion des hommes de leur entreprise. Des salariés globalement satisfaits, même s’il existe encore une marge non négligeable de progression…
Business Functions
The following diagram gives most of the main functions that graduates will enter when starting a business career. Internal functions are those which are part of the company.
