Over the past 5 years, aware of the challenge of engaging and retaining Talent, a growing number of companies have put HR back at the heart of business strategy. Find out what has changed.
The business world has been revolutionizing over the past fifteen years. All of its businesses have been impacted by new social behaviors (talent volatility, remote/open-space work, etc.) and innovations of all kinds (telephony tools/CRM/data analysis, advertising on networks/social media, etc.). Human Resources (HR) jobs are no exception.
While Technology, and more generally Innovation, are sometimes singled out as being destructive of human relationships in companies, never has so much attention been paid to Employee career. All the better, but why is this and what in particular is this attention being paid to?
For a long time, Human Resources was only a “support” function for companies, a qualifier understood in a sufficiently pejorative way to indicate that their contribution to the company's results is vague, or difficult to measure. For about 5 years, aware of the challenge of Talent engagement and retention, a growing number of companies are putting HR back at the heart of business strategy.
At the origin of this evolution in HR, is it the use of innovative tools? Is it the radical change in the social behaviors of employees in companies? At Komin, we are careful not to answer this question, but it is clear that much more attention is paid to the personal development of employees. Even if it means simplifying a bit, we no longer talk about employees as evolving in a binary system, starting with their hiring and ending with their departure, with in the middle of a loooooong desert of execution. From now on, the employee integrates a maturation cycle, including several intermediate phases, from the signing of his employment contract until the last day of the latter.
Ce employee life cycle is a continuous process within the company, it is segmented into phases and each of them has been defined. An increasingly important part of the focus of HR professions is on the analysis and implementation of actions on each of these segments (pre-boarding checklist, planning of onboarding meetings, etc.).
According to Komin, one fundamental step in onboarding should not be omitted: the transfer of knowledge about the position. Its definition made by Komin is as follows: handover is the operational link between the offboarding and then onboarding phases of employees on the same workstation.
While pre-boarding, onboarding or offboarding are individualized, the handover does not so much concern the collaborator, but rather the position that the “offboarded” person will leave, the same position that the “onboarded” person will occupy.
On the one hand, You must inform the “onboardee” collaborator of what constitutes the position (examples: projects carried out in the past and results, missions and recurring tasks, recurring tasks, etc.), which allows him to acquire a level of general knowledge of the position as soon as possible and to avoid unpleasant surprises. On the other hand, It is necessary to strengthen the “onboardee” on high-stakes subjects, and optimize the”Ramp-up in productivity” (less research into unknown documents, fewer fruitless discussions with colleagues, etc.).
The subject of onboarding and offboarding has garnered a lot of attention in recent months, a trend fuelled in particular by experts in France (Séverine Loureiro for example, mentioned above, and others) but also in the United States (Rebecca Knight quoting Dorothy Leonard in Harvard Business Review for example).
If after Oxford Economics It takes 28 weeks before an employee is 100% productive, at Komin we take the gamble to reduce this delay by 50%!
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“With Komin, we documented our operating procedures 10x faster than with paper”
- J. Cerruti (Methods & Industrialization Manager)
