Managing your human resources is not an easy task. Hence these few tips to help you improve your policy in this area. Good human resources management is a long-term task in collaboration with all the other stakeholders in the company.
1. Take care of your communication
Currently, it is necessary to mobilize and retain the company’s employees. It will therefore be necessary to adopt positive language so that they feel involved in a common project!
In this sense, words such as “employee” or “boss” are no longer used. We need to adopt a more positive and unifying vocabulary!
The terms “collaborator” and “manager” are therefore preferred.
Indeed, these words will have a different scope and connotation. In “collaborator”, we will find a participatory and empowering sense.
In “manager”, we will find the idea of responsibility in the sense that the manager will be directly responsible for the evolution and development of his employee.
Manager and collaborator will form a whole that will be integrated into the smooth running of the company.
Good communication does not only require a change of vocabulary. It is also necessary to “communicate” strictly speaking.
Indeed, nothing is more harmful in a company than the lack of communication.
Managers must convey the company’s message, they must involve the various employees in the common project and thus make them adhere to the company’s strategy. In addition, a strategy communicated to employees will make it easier for them to understand the challenges of their daily work!
This may seem obvious, but far too many companies do not communicate effectively and lose productivity.
It is also necessary to communicate on the company’s achievements, about the events of the structure’s life.
New winning tender, internal promotion, new appointment, reorganization, etc. are all topics that need to be addressed. You shouldn’t be afraid to communicate. Employees will appreciate more, for example, that their company indicates that it is considering a reorganization (in this case, a job protection plan) by specifying the ins and outs, rather than being left waiting, waiting to know “what sauce they will be eating”.
2. Dare to recruit differently
Gone are the days when it is up to the candidate to seduce the company.
With the choice offered to candidates by globalization, the candidates are the ones who can choose their company right now.
It must therefore give itself the means to “sell” itself and appear attractive in order to attract the best talent.
Current recruitment platforms allow the candidate to gain real work experience through videos, interviews, etc.
Indeed, the time for a simple job-board is over. It is no longer enough to post a job offer and imagine that it will be enough to attract your future talents!
Now it’s time for video job offers. This technique will immediately immerse the candidate in what may be his or her future work environment. In addition, the video will also allow the manager to interact more effectively than a simple recommendation written on the job offer. Existing employees can also be interviewed to share their experiences.
On the other hand, it is also more and more frequent to make the candidate apply by means of a video in order to better express his motivation.
However, it should be noted that the video must remain professional without being too austere!
Recruitment should not be afraid of unusual or different profiles. They can make your company rich by instilling a new breath of fresh air into the structure.
Indeed, more and more employees will have atypical careers because of the obligation of employment. Easy access to training also gives employees the opportunity to “change jobs” and have several “careers”.
These new “multi-card” candidates/collaborators will certainly have a more global vision of their work environment, which will give a more valuable perspective and perspective for your organization.
3. Involve employees
Who is best placed in your organization to know what is important or not for your employees? They themselves, of course!
Indeed, even if management, using its power and influence, tends to change the structure, this change cannot be complete or relevant without the support of employees.
They will be a significant source of information, recommendations and even criticisms that will have the merit of sharing with you their vision of the organization and the expected developments.
This information may be transmitted through employee representative bodies if the company has one. But in any case, it will also be necessary to “collect” information at source to ensure that part of it is not lost along the way.
Information can be provided by referendum, suggestion box, corporate social network, etc.
This active participation in the company’s development will also encourage employees to get involved in the joint project.
Not to mention the social bond that will be forged between management and employees.
4. Be socially innovative
The benefits acquired over time, whether through regulation, collective bargaining, or unilateral agreement, are one thing.
Anticipating demands and needs to match these benefits to different needs is another.
The company must ask itself what is relevant to implement or not in its structure. Indeed, expectations and needs can differ from one employee to another.
Why not go beyond simple legal or contractual obligations in order to provide employees with more comfort, to motivate them even more?
We can no longer consider that the salary alone is enough to attract candidates, mobilize, retain and retain employees. It is necessary to go further in the compensation package “offered” to the candidate or collaborator. There are a number of opportunities in this regard: participation, profit-sharing, savings plans, contributions from the CPF, “unlimited” leave, teleworking, etc.
This remuneration package can also be adjusted according to the wishes and needs of employees (“cafeteria plan”): this will strengthen the cohesion of the company and increase the involvement of your employees in its life.
5. Individualize the courses
The employee should no longer be considered as part of the overall mass of workers. Each of them will need recognition to make their “way” within the company.
Even if it has long been considered that “the whole is greater than the sum of its parts”, the employee needs individual recognition. Therefore, it should not be considered as a simple element of the group but rather as an individual contributing to collective emulation.
Indeed, with the new digital generations it is increasingly difficult to have a “global” and unique thought.
It is necessary to take into consideration the particularities of the individual, to take into account his expectations and make him evolve, to participate in his employability so that he can fully develop within the organization.
These individual specificities will have to be taken into account as soon as the employee is integrated into the company, whether during his or her onboarding career or in the definition of his or her remuneration package.
We see this rise in the individualisation of pathways with the emergence of the Individual Social Assessment, for example. In addition, the collection of information on employees makes it possible to further refine the individualization of career paths throughout the company’s life.
But we must avoid excessive individualization that could harm collective synergy.