What if we looked to 2030? From strong trends to weak signals, including possible ruptures, the authors of this work, Gilles Verrier and Nicolas Bourgeois, are embarking on a forward-looking exercise. What do we want the world of work to look like tomorrow?
In recent years, many companies have changed the way they carry out their mission. By 2030, they will have to redefine this mission itself. Several signs point to the decline of the company focused solely on shareholder profit. Recent initiatives are moving in the direction of a new, more collective, more social and more responsible purpose. This is the case with the creation of these new legal statutes in the United States: public interest companies (benefit corporations or B corps), flexible purpose corporations and public limited companies (low-profit limited). companies). The rating agencies themselves are giving increasing importance to the extra-financial. What about HR in all of this? They will have to adjust to this growing need for value creation by aligning it with the raison d'être of the company.
The resource-based view is on the rise. It boils down to capitalizing on the unique characteristics of the company, "its internal strengths", to strengthen its competitive advantage. "For example, then it is [to identify] the skills that the company has better mastery than its competitors and on which it can rely to develop its activities," explain the authors. One of the approaches consists of "thinking about all HR areas (recruitment, mobility, career paths, development, etc.) and [determining] how each can help achieve the defined strategic objective".
Redefining the social contract
“In 2030, any HRD [human resources department] must have specified the content of the social contract specific to their company and keep it alive. This social contract cannot only be the result of successive adjustments at the discretion of multiple influences. It must be the result of organized reflection, by constructing the answer to a structuring question: what is the social contract that serves our strategy, consistent with our raison d'être? To define the elements of the social contract in the service of this strategy, the authors recommend scrutinizing the various HR dimensions in their contributions to the common project: responsibilities entrusted, management practices, skills development, work environment, remuneration, conditions of work, prospects for development.
Decision making process
Confidence, cooperation and collective intelligence respond to a trend and to strong expectations in the work culture. In this context, how to decide effectively? “Yesterday's centralized, top-down decision-making process met the need for a business with a stable environment and easy to address issues. "In the enterprise of 2030, it will be up to the HRD to build the decision-making process based on the desired objectives. "What appears essential is to clarify, differentiate and formalize the roles and responsibilities of the different actors in each of the phases", add the authors. They therefore suggest distinguishing between objectives at different stages. Upstream, divergence is desirable, since it allows choices to be created. Downstream, convergence must be sought, since it allows choices to be made.