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Our beliefs

The HR function and its challenges

There’s no more time for lyrical speeches and marketing postures about the strategic role of HR within organizations. It’s time for pragmatic actions and tangible evidence. To improve its legitimacy and effectiveness, HR needs more than ever to:

  • make its strategies relevant,

  • assess the impact of its policies,

  • ensure that its resources are adequate,

  • demonstrate its contribution to the business and its added value within the organization.

 

The HR function and its customers

By essence, HR is at the heart of a complex relational system. It is the partner of all the stakeholders within an organization: senior management, functional departments, line managers, employees, and staff representatives. These categories, as “HR customers”,  have various and sometimes contradictory expectations. To achieve a smooth implementation of its strategy and ensure optimum efficiency of its policies, HR must achieve a balance between the expectations of its various “clients”.

 

The measurement of HR performance 

Applied to HR activities, the notion of performance has a special meaning. Just as you need your two eyes to see depth and detail, we measure HR strategies and policies along two dimensions: the “rational” (indicators) and the “sensitive” (perceptions). What is true for individuals is also true for HR activities: performance depends as much on objective results as on how they are perceived.

 

HR management as a competitive advantage 

Winning companies are those which manage to differentiate themselves in the marketplace by their technology, innovation, marketing, financial engineering and, last but not least, by the excellence of their HR management. A company where HR policies are well understood and integrated, in which employees feel recognized and rewarded, decisively increases its collective performance. Making HR management a competitive advantage – we help you make it happen.