HR, a player of differentiation and competitive advantage

By Claire Pascaud, SOGETI. The HR – Human Resources function acts as a key player in the company’s strategy, involved as closely as possible to operational staff. In a context of globalization where the economic, social, demographic, political and moral environment is changing.

The transformation of companies, their management methods and their HR functions responds to the need for adaptability to the market while seeking competitiveness. Liger (2004) speaks of the “era of social complexity”. Economic crises, generations Y, the rise of individualism and the professional “zapping” chosen or suffered, the supply of labor exceeds the demand for labor etc. All these elements lead to the need for companies to rethink their attractiveness techniques. This is in order to differentiate itself from other companies to ensure a competitive advantage.

It is no longer just a question of companies meeting the requirements of external customers. It is also important to address the expectations of shareholders and employees whom companies must consider as internal customers.

Attract qualified candidates to Nouvelle-Aquitaine

Aquitaine attracts by its quality of life, however the local pool of graduates is no longer sufficient to meet the needs of all companies, especially in the field of digital service companies (ESN). Building on this success, competition has increased between small, medium and large companies in Aquitaine.

To these factors, is added the trend of generation Y whose behaviors aim to seek “the start-up atmosphere”. The proximity to management, the environments and the relaxed working atmosphere attract more and more talent.

However, large companies multiply the proposals of solid benefits to their employees. Thus, mutual insurance, pension scheme, restaurant tickets, support for public transport subscriptions, employee savings plan, co-optation bonuses, group agreements etc. Advantages that the smallest structures are not able to offer.

Promoting attractiveness within companies

HR marketing promotes the attractiveness of a business. The study of the theoretical contributions of HR marketing, the employer brand and the realization of field surveys make it possible to highlight what employees appreciate. What pushes them to stay in one company or what pushes them to choose one company over another.

Various feedbacks allowed me to identify reasons for contentment/dissatisfaction of employees, and to classify them by themes. For example, interest in their position, proximity to management teams, development, training, work atmosphere, remuneration and salary evolution.

An internal and external diagnosis makes it possible to articulate recommendations around the themes identified. Thus, setting up rules on the evolution of employees makes it possible to guarantee their professional development as well as their employability. Or improve proximity to management teams. The quality of management is necessary to embody exemplarity and make teams want to get involved; Taking an interest in community management is also essential to ensure its communication through a differentiation strategy.

Here are examples of recommendations on topics frequently encountered in companies in France or abroad:

Improve proximity to management teams

Integration into the company is key and is played out as soon as the employees arrive. The quality of the welcome, the provision of a welcome booklet detailing the teams with which the employee will work… But also the Management, the managers and administrative and HR teams makes it possible to improve the knowledge of the functional teams and consequently to improve the taking of the position.

Managers must realize that they embody exemplarity to employees. They must be role models and are not only a communication relay for the Directorate. The regular organization of team meetings, lunches or team breakfasts or the involvement of employees in monthly flashes on the company’s activity make it possible to involve employees more in the challenges of the company.

Communicate and involve employees

On the same scheme, technical topics or HR topics, such as focus on training, on the modalities of taking leave, on group agreements, the advantages of a shareholding plan etc., make it possible to establish moments of exchange with employees.

Regular sharing on “good management practices” can also improve the quality and cohesion of management teams. An executive summary can be presented to the Management Committee.

Another lever to improve productivity and proximity is to involve employees by valuing them. This leverage is to create technology communities driven by the employees themselves. A Reference Manager on a technology motivates a community of facilitators among employees and by involving external referents.

Structure internal and external communication…

… around the conviction that offering varied experiences allows a greater increase in skills. As well as broader development prospects.

It is about building a homogeneous discourse on professional development. A presentation of the different possible trajectories with the associated training and trajectories that the company has offered to some of its employees makes it possible to concretize the discourse. And ultimately to attract and retain talent.

To enrich the discourse, transversal working groups can be set up to identify the reasons for employee satisfaction and pride. But also to identify the sin in this waygularity of the company in relation to its competitors. These working groups help identify key elements on employee motivation and engagement during recruitment. They identify key employees who can subsequently embody the employer brand.

These assets must highlight the company’s values internally and externally by building on new generational media. It is a question of materializing to employees and candidates the advantages of the company.

On the evolution of employees

Put in place rules on the evolution of employees in order to facilitate their progress on different positions. An internal follow-up must make it possible to manage the subject. Allowing Managers to consult the profiles of employees assigned for a long time on the same position and allow them to meet new needs.

Allow experts who have been working for a long time on the same perimeter to invest in part-time on innovation. Or the capitalization of their know-how.

Set up a talent review in order to have a shared vision in the company. Open to them the spectrum of possibilities of evolution.

Keep training commitments. Employees must be able to follow the trainings. Whether face-to-face or virtual, they allow them to develop their own employability.

Developing well-being at work:

Employees are increasingly sensitive to the quality of everyday life that a company can offer them. Whether through teleworking, weeks dedicated to health with the provision of masseurs, osteopaths, or concierge services, company crèches, table football, yoga classes or other various activities.

It is also a question of providing employees with a pleasant physical working environment. Companies are multiplying competitions for the decoration of premises, flexibility in working hours. As long as the work is done and the teams do not suffer.

From relaxation areas to team building

Well-being will also go through the provision of relaxation areas. Or the proposal to participate in charitable associations, team building activities. This is in order to strengthen ties and thus better collaborate on a daily basis. Finally, well-being at work also extends to the well-being of spouses.

Some companies offer spousal support to also ensure integration, by learning foreign languages for employees posted abroad. Or by an introduction to the culture of the host country or region. Support in the search for housing or placement of children in schools near the workplace. These are all elements that contribute to creating conditions of well-being at work.

Create a Community Manager position responsible for disseminating the company’s assets and values.

Under the responsibility of the HRD, whether he is part of the internal teams or an outsourced department, the Community Manager’s mission is to relay the company’s assets. It communicates the image of the company, relays the events organized by the company. It posts news embodying the company’s values.

Externally, the Community Manager highlights the company’s advantages in attracting talent. By relying on the team spirit and values of the company, the Community Manager helps to cultivate a sense of belonging. It arouses the desire to join the company.

These few elements of recommendation do not claim to be exhaustive. They offer ways to improve the attractiveness and retention of employees within companies. The employer brand is a fundamental issue. It is a means of differentiation to communicate about your company and attract talent.

Valuing the employer brand

To be interested in employees as well as internal customers, to look at the expectations of the employees as well as the advantages that the company offers, on the positive points raised by the employees corresponding to the elements of the employer brand and thus constitute a lever of differentiation for the company. According to the theoretical contributions of HR marketing and employer branding, the differences between perception or internal and external discourse must be homogeneous. At the risk of having serious consequences for the company.

Indeed, one of the challenges of HR teams remains to set up key indicators, KPIs in terms of employer branding. Manage the deployment of the employer promise, a real competitive issue. HR teams need to take into account the different stakeholders in the company. Thus, they guarantee the adequacy between the reputation and the proper functioning of the company, the adequacy between the feelings of the employees, the internal and external discourse.

This organizational change is necessary to compete and change the way companies look. HR teams would then truly embody their role as “Business Partner”.

Claire PASCAUD – Cloud Infrastructure Uk

www.fr.capgemini.com/infrastructure | www.fr.sogeti.com/infrastructure

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