Over the past 5 years, a growing number of companies have become aware of the importance of talent engagement and retention, and are putting HR back at the heart of corporate strategy. Find out what's changed.
The business world has been undergoing a revolution over the past fifteen years. All its professions have been impacted by new social behaviors (talent volatility, remote/open-space working, etc.) and innovations of all kinds (telephony/CRM/data analysis tools, network/social media advertising, etc.). The Human Resources (HR) professions are no exception.
While Technology, and more broadly Innovation, are sometimes criticized as destroying the human bond in companies, never has so much attention been paid to the employee journey. So much the better, but why and what in particular is this attention being paid to?
For a long time, Human Resources were merely a "support" function for companies, a term used rather pejoratively to indicate that their contribution to the company's bottom line was vague, or difficult to measure. Over the past 5 years or so, more and more companies have become aware of the importance of engaging and retaining talent, and are putting HR back at the heart of corporate strategy.
Is it the use of innovative tools that is driving this evolution in HR? Is it the radical change in the social behavior of company employees? At Komin, we don't want to answer this question, but it is clear that much more attention is being paid to the personal development of employees. To simplify things a little, we no longer speak of employees as evolving in a binary system, starting with their hiring and ending with their departure, with a loooooong desert of execution in the middle. From now on, the employee is part of a maturing cycle, including several intermediate phases, from the moment he signs his employment contract until its final day.
This employee life cycle is a continuous process within the company, segmented into phases, each of which has been defined. An increasing proportion of HR's focus is on analyzing and implementing actions for each of these segments (pre-boarding checklists, planning onboarding meetings, etc.). ).
According to Komin, there is one fundamental step in onboarding that must not be overlooked: the handover of job-related knowledge. Komin's definition is as follows: handover is the operational link between the offboarding and onboarding phases for employees in the same position.
Whereas pre-boarding, onboarding or offboarding are individualized, the handover is not so much about the employee, but rather about the position the "offboarded" person will be leaving, and the one the "onboarded" person will be occupying.
On the one hand, you need to inform the "onboardee" of what makes up the position (e.g. past projects and results, recurring missions and tasks, typical schedule, etc.), so that he or she can acquire a general knowledge of the position as soon as possible, and avoid unpleasant surprises. On the other hand, it' s important to beef up the "onboardee" on high-stakes subjects, and optimize the "ramp-up of his productivity" (less searching through unknown documents, fewer fruitless discussions with colleagues, etc.).
The subject of onboarding and offboarding has been the talk of the town in recent months, a trend fueled by experts in France (Séverine Loureiro, quoted above, and others) and the United States (Rebecca Knight quoting Dorothy Leonard in Harvard Business Review, for example).
If according to Oxford Economics it takes 28 weeks for an employee to be 100% productive, at Komin we're betting on reducing that time by 50%!
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"With Komin, we have documented our operating procedures 10x faster than with paper"
- J. Cerruti (Methods & Industrialization Manager)
