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[...] Where are we with the digitalization of HR function? I. Problématique and contextualisation The digitalization of companies is no longer an event but a common practice, sometimes "forced », for which, in all cases, digital investment modes depend both on the strategies of each, their size, their means but also on the determined objectives. In this regard, the supporting functions of the company, such as Human Resources, indispensable for assert and boost growth objectives»1, perceived also as « the key to leading change » (Autissier and Moutot, 2013) had to deploy, more quickly and efficiently than others, tools aimed at managing and virtualizing, both, all or part of their tasks and in doing so, redefine the stakes of their function so that these tools correspond to the 'specific needs » identified by the services and thus become, in fact, true ' assistants » careers, according to Romain Gerbet of Heyteam, offering then, significant time saving » or an approach ""finer » on the management of certain tasks, in particular that of the "administrative management of employees2. [...]
[...] On the other hand, the operational use of these tools has also highlighted the limitations of these technologies. In fact, and ultimately,it does not do everything » and should be considered more as a tooltransactional»13 that relational. The HR system thus appears, above all, as a tool to be completed with other systems, such as relational coverage tools. IV. Solutions and possible answers To solve these new challenges, and in "to master the drawbacks »14, such as the issue of data accessibility, organizations have had to rethink the HR job, and by extension their digital needs, in accordance with the strategies or new positioning determined. [...]
[...] However, the existing differences between organizations regarding the consideration of the challenges posed by digitalization appear notable, particularly depending on the means and resources available. III. Identification of key issues Thus, the new challenges posed by these substantial modifications to the HR function appear in several types. The need forcreate a favorable framework» but also of 'optimize costs and profits » are issues that 'have been ' accentuated in recent years" »8. First of all, some companies have 'redoubled their efforts', particularly financial efforts to deploy a unique employer brand, for example, through this transformation. [...]
[...] From then on, the aggregation of new tools or digital devices has often been seen as an opportunity to rethink the HR function, in its operational or functional tasks. From then on, it was necessary, in many cases, to "anticipate the necessary changes to maintain a competitive advantage for the organization in this new environment » (Dudezert, 2018). In fact, the need to transform in order to remain performant » Chouaib, 2020) led to a relationship with digitalization, marked by a thought based on rationality and efficiency, relegating other key questions to other levels. [...]
[...] Resources: Book: - The HRIS - Challenges, good practices and innovation - Vuibert. Articles: Love #SIRH / gestionpaiegrhquichoisir.com : The challenges of implementing digitalization in the HR function -Emplois-numeriques.com : Are HRIS really adopted? - Heyteam.com : HRIS : What is it? What are the different HRIS? - Crosstalent.com : The advantages and disadvantages of an HRIS - TPE-PME.com : What are the major HR problems today? - Merca.team : Why HRIS do not answer operational challenges in 2023? Podcast Podcast : - Story RH : The HRIS. [...]
