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We are not completely at the end of the pathAn idea of what happens inside is given outsideA decision made Sunday afternoon with the ElyseeYou come to chair the Arcep for six yearsOfmouth can be positive but also negative87991 points plunging Commerzbank of 13We structure the site with other partnersHowever at this time the law has changedManaging a business two can also be a forceStock markets begin week generally poorlyThe paradox remains whole. While the crisis spreads, making topple entire industrial sectors, "the war for talent has never been as hard! exclaims Frédéric Pichard. Last Thursday, the manager has unveiled the results of the annual SCC, barometer to 151 HRD in partnership with the magazine "Social bonds" and the company & staff association. In 2008, 65 of the polled leaders believe that their "absolute priority" is to attract and retain the best profiles. "The crisis changed that temporarily gives", says Gérard Leclercq, Director of human resources in the Group Renault.
Despite unemployment rising, the storm, according to them, does not market structural changes ahead: the Granddad boom, the shortcomings of technical skills or deployment inexorable companies internationally, when "only 10 of the world's active population have higher education", said Frédéric Pichard. The Barometer highlights watermark that the role of the HRD, itself evolved. "Now, the directors of human resources appropriated recruitment." They participate in business strategy the forces which remain employees. "And, despite the crisis, the company will continue to be competitive," summarizes Eddy Corcos, Managing Director marketing and strategy of ADP payroll and human resources management.
Build career paths
Better manage key skills is therefore the second of priorities for a HRD on two, according to the barometer of SCC. And, sign of the time, 44 of managers surveyed regard as a major reflection axis accompaniment of reorganizations in their business, at a time where reorganizations are not necessarily nonsense with closures of units, but cover permanent changes in work organisation.
However, notes Frédéric Pichard, it will have to attract a new generation of collaborators, refractory to the constraints of the company, somewhat formal and applicants for recognition tools. "HRD will give opportunities, build career paths and accompany mutations in a consistent manner." "It will, also, make it more readable business strategy in the eyes of these teams are in search of meaning", said Maryse Leca, "partner", responsible for the pole driven change in SCC.
At the same time, Frédéric Pichard warns against "growing tired of elites". "He should not ignore the impact on the company's image and the collective efficiency of the disengagement of the employees," he warned.
In the Ford
But psychosocial risks are the last priority of surveyed HRD. Only 4 of them consider these risks as an axis to improve. No doubt feel that these factors are the responsibility of the operational managers. But not only. The SCC barometer, the HRD are many declare that traditional indicators of social resentment are declining. The number of strike days fell in 84 of the polled. Similarly, the amount of litigation on the boards of the labor declined in 64 of cases. While the dismissal for misconduct and harassment cases have declined, respectively for 67 and 74 of them. At a time where the problems of health at work, stress and disengagement of the employees are on the rise, the phenomenon is puzzling. No doubt the more individual conflicts are now more hardly noticeable. But the directions of human resources will inevitably be to reinvent new tools to take the pulse of their teams, or lose the connection with those they wish to retain. According to Frédéric Pichard: "The means of conventional challenges are declining in favour more difficult to understand and describe other forms of social protest." And, for the time being, the HRD in the Ford.
