Digital and HR: what impact for businesses? Part 2

In the first article we discussed the influence of digital on recruitment and on candidate profiles.

Now let's talk about the impact of digital on human resources once the candidate has joined the company.

Leave room for initiative and freedom but with a defined framework

Because this new generation is more entrepreneurial, HR departments must be careful to leave room for initiative and freedom. There are numerous solutions for achieving this. For example, by creating a company-specific social network which will allow everyone to celebrate victories and give ideas for the development of the company.

Human Resources must therefore make sure that the tools employees need to work together are available. There are many programs, such as Protime 360, that can help them. For example, this can be by allowing everyone to participate and monitor those projects that are directly related to their role, and also by taking part in other initiatives that are rather more related to the life of the company and its culture.

However, even if companies are less hierarchical, it is important to impose a framework. When a young person starts at a company, he or she still needs a structure to support him or her. This is where the role of senior colleagues becomes important. They can become real coaches and can share their experience. The young person will certainly have a lot to teach their mentor about technology and digital. Sharing will always be positive for everyone!

A colleague who takes part in his own development

If workers want to contribute to the development of their business, they also want to take part in their own development. There are more and more of them who want to be trained and especially who want to choose their own training courses. Similarly, they want to participate in their own assessments by giving feedback on their career path, strengths and gaps.

Protime, for example, uses its own objective management and project tracking module to move to continuous assessment. Regular coaching and transparency on objectives and monitoring of this have marked the end of the traditional annual assessment.

HR also has to take into account that digital and especially social networks have made the job market very flexible. Everyone has access from anywhere to the job offers that are available. Some sites or apps even do the selection work for you. It means that the job market is now just a click away for all employees. For companies that are recruiting, this is positive because they can get in touch much more easily with talent but for those who wish to retain their talents, this represents a risk to be taken into account.

Two recommendations seem important to us:

  1. The first is that you always have to keep an eye on your e-reputation, by updating your profile data, sharing quality content on social networks and participating in online business conversations.
  2. The second is to pay attention to the discrepancy between the candidate's agility and the lack of agility of some companies which have not yet evolved. For these, in fact, having already had several jobs before applying to them is perceived as a lack of stability rather than a varied experience.

The bottom line

As is the case in many areas of our lives, digital very strongly impacts the job market, and all aspects of it are affected. It in fact transforms workers as much as the way of working or recruitment. Companies wishing to develop with their time and continue to grow must therefore adapt their way of operating to be in phase with these new practices and these new requirements. Of course, changing mentalities is a complicated and time-consuming task. But finally, at Protime we think that it's worth the effort.