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Human Resources and Business, what definition for which issues?

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By Marlène Gaudefroy. Because they are at the heart of the company, Human Resources occupies an in-house and particularly strategic place in any type of organization.
In a literal sense, and a few years ago, Human Resources’ objective was to provide the Company with the competent and necessary personnel for its internal functioning. A role that is certainly reductive but nevertheless in line with the reality of the Company and its internal development.

Their management involved, and still implies, implementation at different levels of practice, thus enabling involvement in each of an organization’s activities.
Human Resources then has a purely operational function. Here, it is above all an economic perspective attributed to him in the Enterprise.
Over the years, the challenges of the Human Resources function have evolved within the structures. This notion is now under the understanding at all levels of the organization itself. And for good reason; in addition to providing the Company with the sufficient, competent and necessary resources to function properly; Human Resources is an integral part of the business strategy. And rather than “Resources” we will sometimes even talk about “Human Capital”.” Real added value, we now aim to accompany, develop, listen, train but above all we are committed to valuing this resource so dear to the Company.
The interdependence inherent in the relationship between the Company and its Resources determines the performance of one and the development of the other.

From a purely operational function, Human Resources takes on a more functional dimension. We can see that its function is much more extensive and that its dimension is now evolving through new practices but also and above all new concepts such as hr strategy or HR marketing.

What HR strategy for the company?

The idea is now integrated, Human Resources occupies a strategic place in the Company; they ensure its profitability and sometimes even enhance its added value in the face of competition. It is a fact that the Company cannot perform without its Human Resources!

It is now indisputable, it is necessary to strengthen, recruit, train, support the Company’s Resources. It seems obvious that we have to capitalize on them so that, like some structures, they do not have to suffer the “resource leak”. Indeed, it is no longer a question for the Company to simply administer its resources. They need to be developed and involved in the organization’s activity.

Similarly, the company’s image and values strongly condition the sense of belonging of its Resources. These concepts will impact his loyalty and commitment. These are real HR issues for the organization that is focused on improving and enhancing its attractiveness. The employer identity represents a real business lever for the Company.

Values at the heart of HR policy

Every organization conveys and defends values that allow it a certain differentiation; it is this singularity that characterizes the Company. Moreover, the Company and its Resources have in common mutual expectations; it must be able to express explicitly what it expects from its Resources in order to benefit them from the various HR services it is able to offer internally. Every company has the will to implement the internal strategy, the right HR marketing strategy. To do business, the Company must ensure that it sends back a “human” image to its Resources. Its employer brand is therefore an unavoidable lever. And because Human Resources is constantly evolving, the Company must be adaptable.

The Company’s HR offering must remain attractive to the Structure’s Resources. This will involve internal opportunities, prospects for evolution, opportunities for mobility, change or internal training. Similarly, its internal communication must be fluid, clear and accessible to the Company’s Resources. Finally, the company’s internal image and external image must remain in line with the

All these elements combined contribute to a qualitative employer brand for the Company.
Thus the Company retains, involves and unites its resources around the values of its organization. It thus develops a coherent and effective HR strategy.

Human Resources, what are the prospects?

Because they are at the heart of the organization, the Company must be able to rely on its resources. But because the world of work and therefore that of the Enterprise is changing, it must adapt to this new reality.

So how do we understand Human Resources? What role will they continue to play in organizations?
The Company will now be able to rely on resources that are able to continually train and adapt to new work models or business projects. The Company’s internal organization, now more flexible because it is less attached to the old hierarchical structures, knows how to respond quickly and efficiently to changes in the market.

Now based on the concept of “Human Capital”, the Company strives to integrate talent in order to sustain its success. However, it does not fail to maintain and retain its expert and operational resources in-house. To do business, the Company continues to continuously improve the experience of its Resources within the organization. This means maintaining the corporate culture, listening specifically to new generations, and fostering the motivation and commitment of its Resources.
Today, the Company knows how to evaluate and reward its internal resources differently, but above all more quickly. She also knows how to promote diversity within the organization.

Even if the company’s new leaders propose a new management model, HR Managers remain essential to the company’s good performance.

Marlene Gaudefroy

Founder and Leader of Talents Plus

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